#1 – Fix the date for the PMP exam.   Take note that you need at least
three months to prepare for the exam.

#2 – Read PMP Book thoroughly at least once.

#3 – Read PMP Exam Preparation written by the author RITA MULCAHY at
least two/three times.

#4 – Memorize the Sequence of the processes in Rita chart especially
for initiate, planning and closing process groups.

#5 – Revise the RITA MULCHY. No need to worry about the Tools and
Techniques. (Hardly 10 questions).

#6 – Try to do as many questions from the test bank as you can. Review
those you have made mistakes and then retry the questions until you
get 90% of them correct.

#7 – Assess your score.  As long the score is above 75% you are safe.

#8 – Time, Cost, Human resources, Professional Responsibility are
easier and very easy to score.

#9 – Attempt all the questions in PMP Bank, and then find even more
questions from our noteworthy links.

#10 – Assess your score.  Review the incorrect answers.

#1 – Day before the exam, relax yourself.  Do not read and take good
rest.  The exam is more on practical and not theory.  If you are not
in good mood, definitely you will face problems in answering the
questions.

#12 – Write the exam.

#13 – Pass the exam.

#14 – Good luck!

Thanks,

Om Naidu, PMP

Wow! I can’t believe it’s been over a month since my last post. Actually, I can. I’ve been busy. Very busy. Been working on a pretty large web project that’s requiring a lot of hours during the day, and a lot of hours during the night to complete. It’s a challenge, but I have confidence that the end result will justify the means–even if the means means long hours in front of a computer without being able to publish my normal Level2wo blog posts. Sorry, sometimes priorities get in the way. That’s a joke.

I think for today’s post I just want to jot down some off the cuff notes about what’s been going on in the project that’s taking so much of my time. It’ll help me think, and maybe give you some insight into another project manager’s world, so you realize that you’re challenges and difficulties may just be normal. Or, maybe, make you feel that much better about your management skills.

The project I’m working on has many moving pieces, including a project team in four locations, English as a second language (for some team members), difficulties in communication (at varying levels among various resources), and lots and lots of digital assets spread across multiple business units. Managing the project is like lasso-ing a hurricane…but I must admit, the lasso does work.

As in previous lives, you come to understand that, while there is chaos all around, understanding that chaos and ensuring everyone on your team is comfortable with that chaos is key to project success. As a PM, I often strive to bring comfort and to ease my team members when they are stressed, over-worked, and when they simply need to step back, take a deep breath, relax, and get their second (and third and fourth) wind. As any project manager knows, there is pressure coming from all around to ensure client expectations are met, to ensure the little details fit into the larger project, to ensure that budgets are met, to ensure that everyone is communicating what they need to be communicating to each other for the health of the project, to ensure that all contingencies are in place, and on and on. It’s normal to get stressed out, both as a team member and as a project manager. Read it again: It’s Normal.

I’ve found that, given you’re doing everything you need to be doing, given that you’re prepared and understand that there will be very, very busy times and some not-so busy times, given that you understand the need and value in coaching and making people smile from time to time, you’ll do fine. That’s not to say you’ll not go through the ups and downs yourself, but you’ll do fine. It’s managing the inputs above that will provide you with the output–a completed project that is polished at the end, even though it may have started as a rough boulder in the beginning.

No matter how many projects I work on, and no matter how many agencies I work with, it seems to be a common thread that processes need improving (in some cases creating), and that there needs to be an advocate or champion within the organization that ensures that these processes are created, implemented, and most importantly, followed by all of the internal stakeholders. In the heat of the battle–projects coming in at a rate a little more than what a normal project manager can handle, requests popping up from developers, designers, information architects, clients, and copywriters, deadlines creeping up, new SOWs you have to kick out, requirements documents that need completing, Project Organization Manuals, etc., it’s easy to understand how actually following a process can get in the way. Or seem like it will, anyway.
But I can’t stress enough just how important having the processes in place–not only for the PM’s working but the newbies that arrive to rescue the day–is to ensuring you can not only manage your current projects but be able to take on and effectively manage new projects. But how can we actually implement anything if we’re all busy managing projects, you ask? Simple. Outsource.

Sometimes you have to bite the bullet and hire a Project Management consultant or someone with a similar title who understands the ins and outs of project management, in my world a project management consultant in the Interactive space. If you’re a large agency, this shouldn’t be a problem–but I know for the smaller agencies with more limited resources, shelling out $75-$100 an hour or more can be a painful proposition. In the end, however, at least in my opinion, it’s definitely worth it for many reasons. Some of the reasons include:

1. Bringing in someone from the outside helps clarify what you may already think is clear.
2. Paying someone to work just on process improvement will get the job done faster.
3. Bringing in someone that isn’t assigned other projects will allow that person to focus, and thus allow them to be more effective.
4. Another set of eyes and experiences that will help strengthen the experience of your current PM organization.
5. You may just have your next project manager already working for you.

But before you jump up and down for joy that you have the budget to hire someone to fix what’s been broken for so long, make sure you’ve set the goals and objectives very clear in your mind, so that the person coming in to fix your project management organization has a base to work from. Make sure you’ve outlined what’s expected of the new PM consultant. Some things to consider making clear you want:

1. Documentation.
Make sure that the PM consultant creates documents that are useful to your organization for not only presenting to the client but that are effective information gathering tools that will help consolidate any and all project-related information that will be needed internally. A standard set of documents could include: POMs (Project Organization Manuals), SOWs (Statement of Works), BOM’s (Bill of Materials), Invoices, Contact lists (both internal and external), Vendor lists (in case you need to outsource any of the work to outside specialists), Escalation procedures, Change requests, Business requirements documents, Project Plan examples and templates, Design element documents, and any other documents that will be needed or produced by your project teams.

2. Communication Tools.
You want to have your communication tools evaluated for your projects, including file transfer tools such as FTPs and other software that you would use for transferring not only externally to the client but internally to those working on the project.

3. Finance.
Make sure you’re getting paid for your projects, and make sure that you’re documenting and following up appropriately. I hear and have seen how easily it is to forget to get paid. Clients aren’t in a rush to pay you–it’s only you who will ensure you get paid.

While I have covered a good deal of why processes are important, I’ve really only created a general overview of what you need to do to ensure your PMO needs to do to get closer to running a smooth operation. There will absolutely be pains associated with the process, but they’re growing pains that you’ll need to do as a creative or interactive agency, at least if you want to make your life easier. If you have any of your own suggestions you’d like to share, please feel free to comment. 

If you own a website, or are in the business of optimizing websites, you’re obviously reading plenty on what do to optimize the site for search engines by focusing on one-way links, keyword rich content, taking care of your meta tags, description tags, and so on. But there’s one area not to forget–your internal link structure.
Optimization is all about seeking an advantage, executing at the tactical level to satisfy all of the SEO strategy requirements that will improve your search engine rankings (although, truth be told, most people likely only have google come to mind). Part of that advantage is internal links–or links within your website that point to other pages within your same website. Besides having keyword links pointing to your site without you pointing back, internal links create the structure on your website that search engines follow like breadcrumbs in a forest.

What should you do from an Internal Links perspective?

1. Have text links to all important pages in the navigation and footer
   Search engines like google work like a train–they need a track to follow, and text links that point from one page to another within yoursite provide that track. Fancy images can’t be read by google or other search engines, at least not as well as they can read text links (I know, you’re thinking, “I just read google can read Flash”, etc., but it’s not that simple yet.) Make sure you have text links pointing to every page you want to optimize.
2. Use the rel=”nofollow” HTML tag
   Google and other search engines use algorithms to measure the importance of the various pages on your website. Part of those algorithms is that your internal pages may not rank the same, which makes sense based on a number of factors. One of those factors is the worth or value the page has based on its having a link from the Homepage, which will probably be a high ranking (if not the highest ranking) page on the site. If your pages are all relatively equal in terms of optimization factors, but you don’t want them to be, use the rel=”nofollow” HTML tag to ‘push’ all of the importance from one page away from itself and to other pages.
3. Be descriptive and alternate keywords in your quest
   The goal is to get the search engines to rank your pages highly on search engine results pages, or SERPs. Make sure you use anchor text that uses the same keywords on all of the different text links on all of the various pages where you have links pointing back to a particular page. If your anchor text is ’search engine optimization,’ for example, make sure to vary the words. So, for instance, you may have anchor text that becomes: “great search engine optimization,” or “search engine tactics,” etc., so you’re getting ranked for different terms that refer to the same or similar subjects.
4. Links within the content on the page
   This is probably the simplest seo tactic for internal link building. Blogs software such as the software that level2wo’s blog (this blog) use allow for quick and easy internal link building, which is great for people who don’t know how to write code and think HTML is some foreign language that only geeks speak. Basically, if you’re writing content for your website, and you’re including keywords for which you want to rank, turn those keywords into text links pointing to other pages rich in content on your site. It’s that simple.
5. There’s no place like Home
   If you’re a Wizard of Oz fan, I hope I just got a smile out of you. In SEO, your homepage is very important, as it is for your users. But text links that point back to your homepage, while they should be easily found, should not necessarily say ‘Home,’ unless that’s the word you’re trying to rank for on search engines. Be creative–but be user friendly, when creating that obvious link back to your homepage.

You’ll notice that every single link in this article points back to another page within the Level2wo blog, with the exception of the anchor text link pointing to Wikipedia’s definition. I did that on purpose here, obviously, to show how I built the internal links on my page–which you’re reading. So, hopefully, I’ve shown you as well as told you (which is also one of the main rules of fiction writing, in case you’re a fiction writer, as I am, and can’t help point such things out! ).

Enjoy.

Project Management Issues

Projects are rarely easy. Well, let me rephrase that. Projects often have difficulties. Hmm. Let me use Robert Burns’ or John Stenbeck’s more popularly known phrase: “The best laid plans of mice and men often go awry.” Or, maybe…well, you get my point. Projects of any kind face difficulties, from scope creep to communication issues, over-promising and under-delivering, and quality and cost issues. There’s more, but I just don’t have the time to get into them all.

So what do you do? It’s simple, and yet it’s maybe not that simple. Nothing beats planning. Nothing except for luck, great clients, great teammates, and, if you’re lucky, a combination of the two. But that’s not something you should count on. Issues arising, clients changing their minds, less than efficient team members. That’s what you should expect; if you get anything better than that, then you, my friend, have a heck of a team that you need to hold onto.

 In interactive projects, much can and does go wrong. And by wrong I don’t mean failures of massive proportion, but rather websites becoming a lot larger and more complex than agreed to in the SOW (statement of work), quality being produced by outside vendors not being up to what your (or worse, the client’s) expectations are, technology failures (server crashes, missed deadlines, delayed client approvals, PHs (person hours) over budget), etc.

What do you do? Truthfully? Roll with the punches. Learn from your mistakes, and learn from the mistakes of others, so that you don’t repeat the mistakes. Learn how your organization works, and learn how your client’s organization works. Once you understand the big picture, managing the minutae gets better. But learn. Be patient. Understand that everyone has an agenda, that everyone is probably as just as busy as you are and lacks as many resources as you do, and that they’re making the best of it. Have a smile on your face, because the storm will pass. It always does. And keep your head in the game, showing confidence and glee the entire time. You get your teammates to stay in the game, you’ll get that much more done that much quicker. And focus. You’ll be fine…just know it, and all will work out.

One of the aspects of building websites and working for interactive agencies that is sometimes nice and sometimes excruiciatingly painful (for some, anyway), is the hurry up and wait aspect of projects. If you’ve been involved in this type of work–or other types that rely on bidding for a contract, a lot of back and forth with clients, dotting all of the i’s and crossing all of the t’s, you know exactly what I’m talking about. It’s good and it’s bad–depending, anyway, on who you ask.

Personally, i’m neither here nor there on the matter. I enjoy having downtime to prep, to learn more about my client’s business, to think (or at least try to think) as they do. I know putting myself in my client’s shoes is one of the best ways for me to help them get where they need to get. In previous positions, I’ve not always had the opportunity to step back for a few minutes in order to look at the bigger picture. And I know (and I’m sure you know), plenty of people that don’t really care to grasp the bigger picture, because they know what their role is and know (or think) that their role will not have a direct impact or substantial impact on the client business to make a difference…so why try. And, in reality, some of them may be right. But there needs to be a little bit of both type people–the contributor with his or her eye on the larger picture, and the contributor who can’t see the trees for the forest. I think that helps–at least I know it does in my world.

OK, I sense i’m blabbing here, because it’s getting late and i’m tired. I hope I made sense up above–and, in fact, I ‘hope’ so much that i’m not even going to read what I just wrote, which is pretty rare. Have a great night.

No matter how many websites i’m involved in building, no matter how many of them appear great at the outset, there’s pretty much a guarantee that something, somewhere within the website–either in the design, the code or the copy, will be wrong. And by wrong I’m not necessarily saying a ‘disaster’ per se, but even just a minor tweak that is major to someone involved in executing and delivering the project–or worse, the stakeholder for whom the project is being executed.

That brings up the Quality Assurance aspect, or QA, of the project. In large design firms and small, boutique agencies, there’s always some sort of quality assurance phase (if not multiple iterations) that is/are followed in order to best ensure that the final deliverable (website) is free of errors–not only the visual errors but also the functional errors–making sure data is captured in forms, making sure the UX or user experience is the best that it can be (read, being able to complete the tasks the user needs to complete, and in a logical fashion, which the IA ,or Information Architect, should have taken care of).

In essence, QA should take everything into account if you’re doing it correctly. Processes will improve–and this is one of the major benefits and end results of imposing the best QA process that you can implement on your team of designers, developers, copywriters, and anyone else that makes up your website execution team.

Baseline just put out a good list of project management trends for ‘08. It’s almost August, but it’s some good insight into the goings on in PM. Of course, for many of us in the biz, much of what’s listed is what we know and face every day, but it’s nice to see it listed in one place. I know I have less and less time each day to actually read anything (besides my day job I also write these blogs), and getting someone else’s take on what you’re doing each day, especially when it comes to project management, is a good thing.

10 Trends in Project Management
By Baselinemag
2008-06-26�
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Keep up to speed on the latest developments in the project management arena.
Here are the top 10 trends in project management for 2008, compiled by the senior management and practitioners of ESI:

1. Investment in project management training to counter effects of a troubled economy. Keeping projects on track and on budget can counter the ill effects of a down economy. Strategic organizations realize that an unsettled economy is the time to invest in project management training and development to optimize performance.

2. Better, faster project decision-making. The pressures for project managers to “get it done yesterday” keep increasing, particularly with today’s tightening budgets. Project managers need to deploy best practices when choosing projects, knowing when to say no to ventures that won’t deliver a solid return on investment (ROI) and when to green-light promising projects.

3. Critical thinking as a key project management competency. Technical competence alone doesn’t create success. Project management has evolved into a robust discipline, and critical thinking is the key soft skill that can make the difference between success and failure.

4. Emerging relevance of the project management office. Project management offices ensure a higher chance for organizations to reach their goals. (Imagine the space shuttle without its command center.) PMOs streamline processes, coordinate projects and enable more efficiency in day-to-day project management. As more companies see the relevance of PMOs, this trend will become increasingly important to overall project management design.

5. Codependency between project management and enterprise analysis. In active knowledge-management transfer, project managers with greater experience levels and an interest in functions such as risk management are taking on traditional business analyst (BA) responsibilities, including enterprise analysis.

6. Project managers taking leadership roles in organizational change. In the face of unrelenting organizational change, project/program managers need to take a leadership role. However, leadership qualities are not program deliverables, so project managers occasionally need direction in fulfilling their organizational change leadership obligations. They need to understand business implications and what they mean for projects, and how they can drive organizational change through effective project/project-portfolio management.

7. Communication challenges of remote team management. As projects are increasingly conducted remotely through outsourcing and global expansion, project communication is often based on e-mails and conference calls. Unfortunately, a very small portion of what should be communicated is transmitted to the recipients through these channels. To manage virtual teams, project managers need to find and use best practices in communications.

8. Earning certification. Certified Program Management Professionals (PgMPSM) will be joining the workforce in 2008. This new certification from the Project Management Institute has project/program management professionals asking what the inherent differences are between their disciplines.

9. Navigating the overlap between PM and BA tasks. Project managers and business analysts now recognize the symbiotic nature of their relationships. They know where to draw the line on their responsibilities and how to work together on areas that overlap.

10. Talent management’s impact on business ROI. During the next several years, thousands of baby boomers will leave the workforce—and thousands of Millennials (born between 1982 and 1997) will enter it. This will create challenges for managers, who will find that their new workers are motivated by a different set of incentives than the previous employees had been. Organizations need to develop a talent management strategy that focuses on recruiting and retaining talent to improve business performance.
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For some other project management steps, check out my previous Level2wo Project Management blog entries.

Less money to throw around and weak consumer demand is forcing companies to cut back on their advertising–in newspapers, radio, television, and just about any other media you can think of. While not completely dead (and for some, this is probably a good time to buy advertising, given that you can probably do a little more bargaining than usual to get the placements you want), retailers, financial companies, airlines, car dealers, and just about any other advertiser marketing products and services affected by the economy, gas prices, and the housing market disaster are cutting back, putting the hurt on media groups.

Conventional media, already on the ropes because of technological advances and advertising budgets shifting towards that technology, is getting the one-two punch from advertisers reigning in budgets or cutting their budgets completely, at least for the time being. And things will only get worse for media companies if the country goes into a recession (although, and I agree, we’re already in a recession).

While digital media has clearly boomed in recent years, the revenues that follow from advertising in that area may not necessarily be as high as if the marketers were sticking to conventional media advertising. Add to that the consumer cinching their wallets and cutting back on the products and services they’d normally be buying (but that are not necessities), and you can see how trouble is brewing for a good many companies. And it isn’t getting better any time soon.

Seems like Facebook is about to crack the whip. When it comes to the applications that make it through to see the light of day, anyway. At a recent programmer’s conference, Facebook CEO and founder Mark Zuckerberg spoke to a group of programmers about the influence his 4 1/2 year old company has built up, as well as what their role might (or might not) be at Facebook in the future.

And no suprise here, the programmers listened. Turns out (and it’s not a suprise to anyone reading this, I’m sure), Facebook can make an application company. Literally. Some $200 Million in Venture Capital has poured into companies that have been building applications for the social networking site, not to mention the $240 Million Microsoft through at Facebook for a piece of the action. With the deluge of applications on the site, some issues have arisen.

Personally, I’ve sent email to contacts I did not want to send email to. A few careless clicks and away went communication to people I did not intend to send email to. Apparently, I’m not the only one. One of the issues Zuckerberg and Facebook will be trying to tackle is that of applications either maliciously or unfortunately performing actions detrimental to users–either exposing security holes, or anything that would damage user experience. And seems Facebook will now be rating, endorsing, and banning applications moving forward. In my opinion, that’s a great move.

Personally, I don’t particularly want to be invited to slay anyone or throw pie at any of my contacts. But then again, that application is probably not for my age group anyway.