ipma-usa logo  Welcome to the IPMA-USA June-July, 2014 Newsletter!

This opt-in Newsletter is from IPMA-USA, the American Society for the Advancement of Project Management. We are the USA member association of the International Project Management Association. Enjoy!

In This Issue
1. PMChange Agents Blog, Letís Start at the Start, and Finish at the Finish!
2. IPMA Releases 2014 ICB4 Survey Results
3. IPMA-USA Seeks Board Candidate Nomination for 2014 Elections
4. AXELOS and IPMA Sign MOU for Best Practice
5. Jon Whitty's "Beyond the Iron Triangle" Offers Fresh Insights
6. Closing the Gap Between PM Training and PM Performance, by Stacy Goff
7. IPMA and apfpm sign MoU for Pacific Rim cooperation
8. Are You a Competence Enabler? Reminder: Current Members List for Free!
9. IPMA-USA Moves, With IPMA Family, to LinkedIn Groups
10. Featuring Tim Herd in Our Series on Leadership

1. Change Agents Blog, by IPMA-USA President Stacy Goff
Our Change Agents blog embraces the change that the practice of Project Management brings to the USA, and to society. We post below a teaser from this month's blog posting; click the bold heading to see our latest.

Let's Start at the Start, and Finish at the Finish!
One of the greatest challenges in managing projects is engaging the full project life cycle. We too-often see practitioners who believe that the "real project" starts at execution of a preconceived solution. These folks seem to believe that the business case, stakeholder engagement, clear and measurable requirements, solution delivery staging, alternative solutions and approaches, and other essential-to-success actions are a gift from above.

Similarly, many project teams escape to other projects late in the project, before success is even evident. Crucial actions remain, such as defect correction, warranty period adjustments, follow-on change orders (chargeable, of course), that increase the return on investment of successful projects, and proof that you met the business need, and supported your sponsor's strategy.

middleGiven this syndrome, these sadly misinformed project managers and teams should more accurately chart their projects' precedence diagrams more like the one at right; after all, they are starting and ending their part of the project in the middle!

Meanwhile the more-savvy project teams (or luckier teams, as the case may be) follow the more effective, more success-oriented approach, which starts at the start, and finishes at the finish. Why do less-effective teams skip the most important parts? ... More


2. IPMA Releases 2014 ICB4 Survey Results
nw-icb-ivPRESS RELEASE: Reinhard Wagner, IPMA VP of Standards, Research and Awards, with the support of the ICB4 Project Team, recently announced the public availability of the summary results of an extensive survey for ICB4, the fourth release of the IPMA ICB®, the Individual Competence Baseline.

nw-icb-surveyThe ICB4 project team has been working on the structure, definitions and support materials for ICB4 since early 2011, and surveyed professional programme and project managers to discern trends, innovations, priorities, preferences and perceptions about our profession. This sense of stakeholder engagement and attention to customer needs is one reason why IPMA's standards tend to have nine or ten year lifespans.

Survey Drawing Winner
ICB4 Project Secretary, Project Lead, and IPMA-USA member Tim Jaques (shown at right) announced the survey results and drew the Survey respondent winner at the March Council of Delegates meeting in Toronto, Canada.

The survey ran in February-March 2014. To increase survey engagement, IPMA offered a drawing for an iPad Mini for those who completed the survey. An IPMA member from Egypt (her name is withheld) won the drawing. She is an IPMA Level C® Certified Project Manager, and her husband is also an IPMA Level C® Certified Project Manager. Congratulations!

About the Survey
"This survey demonstrates the need for true competency based PM certifications. In today's world of faster business cycles and projects, having a strong team is more important than ever," said IPMA Vice President Reinhard Wagner. "These results directly support the long term goals of IPMA to make our certification process even more relevant and effective for individuals."

See the full Press Release at the IPMA website; and, download the survey summary results!


3. IPMA-USA Seeks Board Candidate Nomination for 2014 Elections
As you are aware, IPMA-USA is a professional organization dedicated to and run by volunteers from the project management community. These members and volunteers drive the strategy and direction of our organization based on what the community and our members see as the most pressing problems facing the practice of project management.

Each year one-to-three of our Directors and Officers come to the end of their terms and we call upon IPMA-USA members with vision, energy, and who are willing to serve, to take their place. The Board is currently accepting nominations for the position listed below. Each position serves a three-year term.


If you wish to nominate yourself, or someone else (with their permission) please review the Responsibilities and Duties (follow the links provided above). Then, submit a short Statement of Qualifications and Statement of Goals for the position. These will be included in the IPMA-USA website and with links in the election ballot.

Thank you!
Joel Carboni, Vice-President -- IPMA-USA
Reply to Joel


4. AXELOS and IPMA Sign MOU for Best Practice
nw-mou-axelosPRESS RELEASE: AXELOS and IPMA to work together on the development of Global Best Practice in project management. AXELOS and the International Project Management Association (IPMA) have reached an agreement which will lead to the two organizations working closely together in the development and improvement of project management products, services and practices.

The 12-month memorandum of understanding (MoU) sets out a framework of how AXELOS and the IPMA will cooperate in multiple countries worldwide.

As well as agreeing to work together on the improvement of products, the agreement includes a commitment by the two parties to promote each other's activities and services via appropriate media such as websites, conferences and seminars.

Peter Hepworth, AXELOS CEO, says "Since the formation of AXELOS our user community has asked us to continue to show how our products fit with other frameworks and approaches. The MoU with IPMA demonstrates our commitment to fulfilling such requests.

"PRINCE2 and the IPMA framework, IPMA Competence Baseline, are complementary approaches for project management. It can only be good that the owners of these two approaches are working together to clarify how PPM practitioners can get the best of both worlds."

Implications for IPMA-USA
IPMA has also had a Memorandum of Understanding with APM Group, who formerly had the rights to the intellectual property of the UK OCG methods and certifications, and will continue working with them worldwide--including the USA.

IPMA is working on a "bridging" approach that allows individuals and corporations to recognize existing certifications enroute to an advanced IPMA certification. That work is continuing, with the cooperation of AXELOS. And, IPMA-USA will continue working with the range of methods and products that AXELOS now manages.

See the full Press Release at the IPMA website.


5. Jon Whitty's "Beyond the Iron Triangle" Offers Fresh Insights
We came across this "bite" of a useful posting in one of our searches in the last month for fresh intelligence on the web. The post, , by Jon Whitty, has several interesting posts-within-the post. Suggested sequence:
1. Watch the video about The Great Plague;
2. Take the quiz; if you pass, continue.
3. Watch the video about the APM Courageous Conmversation.
4. Read the rest of the post.

Enjoy this different point of view!


6. Closing the Gap Between PM Training and PM Performance, by Stacy Goff
This article was originally published here on the IPMA-USA website in 2009, as we were recovering from "the great recession." It remains fully relevant five years later. We have made a few modifications, and you will also find it offered in two parts in the IPMA Education & Training series in PM World Journal. Enjoy! And,we welcome your comments!

Enterprises and Government agencies have spent hundreds of millions of $USD over the last 25 years in Project Management training--just in the USA. Such a stimulus package! What do we have to show from this "investment"? Most people find it difficult to answer this question, because they cannot show improved PM Performance; nor can they even show the improved competences they hoped for. In fact, based on discus-sions with Executives, their perception is that many programs and projects are significantly much-less successful today than they were 25 years ago. And Executives ask: "What return on investment is this?"

This article explores a secret all Managers can use to Close the Gap between PM Training and PM Perfor-mance, improve PM Learning and Development methods, increase stakeholder PM Competence, improve PM Performance, and establish the success measures needed to prove you have done so.

Closing the gapThe Gap Between Training and Learning
Just what is the difference between Training and Learning? First is the objective: are you merely trying to complete a set of training contact hours, or are you trying to improve performance? You would be surprised at the number of people who aim for the former, both on the practitioner side and on the Manager side. For these individuals, the BiC (Butt In Chair) count is their measurement.

Few look for any meaningful change, with the possible exception of Managers who place their people in PM classes on a "just too late" basis, after they fouled up big time, and "we cannot let this happen again."

This situation started in the 1980s, as Human Resource (HR) Managers encouraged line Managers to acquire much of their own unique training (a result of increased HR workload with less staff, plus willingness of Managers to assume the role).

Well-meaning managers who were not learning or development professionals became a primary channel for PM learning, without knowing the difference between training and learning: Training is what you do to people, Learning is an outcome-focused process, and Performance that produces business benefits is the expected result. The upshot: poor planning blocks the learning, resulting in Yet Another Worth Less Training. ... More


7. IPMA and apfpm sign MoU for Pacific Rim cooperation
nw-mou-axelosPRESS RELEASE: Mladen Radujković, IPMA President, and Bill Young, President of the apfpm, announced the signing of a Memorandum of Understanding (MoU) with apfpm, the Asia Pacific Federation for Project Management. Leaders of the two organizations have maintained a dialogue of support for each organizations' initiatives.

The dialogues often include leaders of related industry associations. They discussed ways for the respective organizations to further increase joint efforts. IPMA and apfpm have similar interests in applying the power of effective project management to significantly increase the success of project teams, organizations, and nations. This MoU engages the organisations in jointly promoting the profession of project management in the Asia Pacific region, emphasizing common interests and objectives. Priorities among these include:

See the full Press Release, at the IPMA website.

Implications for IPMA-USA members
IPMA-USA is a member of apfpm, in addition to being the USA Member Association of IPMA. We have been an active supporter in the organization since its founding, and will participate in the November 29-30 Asia Pacific Congress in Beijing. Learn more about apfpm and the Asia Pacific Congress at their website.


8. Are You a Competence Enabler? Reminder: Current Members List for Free!

Competence Enablers are IPMA-USA members who are Project Management (PM) Consultants (or work for Consultancies), Trainers, Software Vendors, participating Universities and key Faculty, and others who can "Demonstrate the PM Performance Difference."

Competence EnablersWe know the difference between merely sending people to training, and developing PM Performance Competence; between training and Learning; and, between the status quo and the discipline of effective organizational change through projects and programs.

Because this IPMA-USA service is broader in its range of offerings than trainer registration programs, it will serve you well to carefully study the profiles and strengths of each of our Competence Enablers.

Click here for more information about the Competence Enabler program. Current members: Click here to add yourself as an Competence Enabler. Not a current member? Click here to join or renew your membership!


9. IPMA-USA Moves, With IPMA Family, to LinkedIn Groups
In 2008, to improve virtual communications, IPMA-USA created a Project Management Community of Practice (PMCoPs) networking group using emerging technology from a company named Ning. It was so successful that we next created a similar group, for the IPMA Family. The new group was for all members and friends of IPMA's 50-plus Member Associations. We soon merged the IPMA-USA group into the IPMA family site. We also established an IPMA-USA Members Only group, that contains goodies that are only available to current members. The IPMA-USA group at the IPMA Family site has been the largest group there, and the IPMA-USA Members Only group is one of the ten largest of the 120+ groups at the old site.

Time passes, with new options for virtual communication, dialogue, and posting of links to key resources. After we established our PMCoPs, other organizations have followed our lead, creating dozens of groups with a similar purpose. And then, Luciano Koletelo, of IPMA Brasil, built a LinkedIn group for IPMA that now numbers over 14,000 members (Thank you Luciano!). Several of us in IPMA-USA are now administering that group (Thank you Les Squires!). And, IPMA-USA member Thomas Keenan (Thanks Thomas!) built an IPMA-USA LinkedIn group. This group is now managed by IPMA-USA Marketing Director Paul Giammalvo.

IPMA Family Site Closes
Given these successful groups on LinkedIn, we are now closing the IPMA Family site, and encouraging all participants in our IPMA Family groups to migrate to the appropriate groups on LinkedIn. We have alerted group participants for the last six week about the pending changes in the old site, and today we "pulled the plug" on the former IPMA Family site.

What's Next?
We want you, IPMA-USA members and friends, to join LinkedIn (if you haven't already), and establish your profile, then take the following steps:

  1. asapmRequest to join our IPMA-USA group (click this link), then engage in uur dialogue, or review discussions; we strongly encourage you to not just join this group, but to get involved! Comment on discussions; ask questions; speak your mind! To join this group, you should first be logged in to LinkedIn; then click the yellow Join button in the upper right corner of the page. Note that we do request that you post your photograph in your LinkedIn profile--that is the best way for people to get to know you, and to recognize you when you attend IPMA-USA or IPMA events.

  2. Members OnlyFor current IPMA-USA members, join our IPMA-USA Members Only group. This group has links to featured items that are only available to current IPMA-USA members; examples include whitepapers, unique PM methods, and access to even more articles and back-issue newsletters than are available at our public website. To join this group, click the link and then click the Join button in the upper right corner of the page. Note that we are just beginning the process of filling our Members only group on LinkedIn, so this group is currently very small.

  3. IPMA ArrowsJoin the IPMA LinkedIn group, that anyone can join, and where you can converse with global IPMA members. As part of your IPMA-USA membership, you are also an IPMA member, joining other members from over 55 member associations, all over the world. The IPMA group is similar to the IPMA-USA LinkedIn group, but with its variety of members, you get quite a different impression of IPMA-USA's relationship to IPMA. Note that the official IPMA group has the two red arrows for the logo. For the IPMA LinkedIn group we also request that you post your photograph in your LinkedIn profile.

Thank you to Les Squires, our business networks guru, and IPMA-USA's IPMA Research Board Member. And, see you on LinkedIn!


10. Featuring Tim Herd in Our Series on Leadership
Leadership Learning Logo
Now that most organizations and PM practitioners have figured out that the so-called "Soft Side" is key to project success, what are we doing about it? In addition to practicing those skills, we feature Tim Herd, who shares his perspectives on Leadership.

Getting smart about goals
Peanuts Philosophers Charlie Brown and Linus are talking:
Do you ever think about the future, Linus?
-- Oh, yes, all the time.
What do you think you'd like to be when you grow up?
-- Outrageously happy.

(That's a much better answer than my response when I was very young: I wanted to be a fire truck!)

From another of my favorite comic-strip philosophers: Calvin is ranting at a stony-faced Hobbes: "Resolutions? ME?? Just what are you implying? That I need to CHANGE?? Well, Buddy, as far as I'M concerned, I'm perfect the way I AM!"

On to real life: one boy's handwritten-in-pencil "Goals for grade 3"
1. learn the gases pushed from Hyper Novas
2. Drink 1 gallon of milk in 1 day without going to the bathroom
3. Find if you are sent in a Worm hole or traveling in time when Entering a black hole
4. Play COd with Ethan and Matthew
5. become a nerd
6. Eat a rack of ribs that is covered in bacon

Worthy aspirations, each one! ... More

Live what you believe
Your mission, should you choose to accept, is to live the difference-making life of an effective leader.

Your gallant acts in the workplace will be challenged by cynics, skeptics, scoffers and mockers. So what.

Your bold morality is exactly what's needed to lift the humdrum to the superb, the ordinary to extraordinary, and the dream to reality.

Everything rises or falls on leadership--the art of effecting change in personal attitudes and behaviors for a change in actions and circumstances. The direction of that change lies in how the leader lives out what he or she believes.

Those who believe and act on the principles of high-caliber leadership rise above a cynical world to become more effective, certain, resilient and influential--in a life-transforming journey for themselves, their organizations and those they lead.

For those who accept it, I offer the following statement of proven people-oriented principles expressed as the Administrative Leadership Creed. How you live what you believe will make all the difference ... More


IPMA-USA is the American Society for the Advancement of Project Management. We are a not-for-profit organization, volunteers who are dedicated to improving Performance Competence in Project and Program Management. See our past newsletters at our website.

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