Recent News Articles

Finding Project Risks

published 13/05/2013


While it is dangerous to generalize, I think it’s safe to suggest that most project managers are concerned about risk and would, at a minimum, like to be aware of all the potential banana-skins in their paths.

However, creating a list of potential risks from scratch is extremely difficult. It’s a similar feeling to an author sitting down with a blank sheet of paper on the desk and an equally blank mind. However, the Project Management Body of Knowledge (PMBoK®) offers us a good starting point: create a Risk Breakdown Structure. In this way, we can identify areas where risks might be lurking.

So what are the overall risk categories? Well another technique from the PMBoK® offers a good start: SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis. Strengths and weaknesses are internal factors, while opportunities and threats are external. So at the top level, our risks either come from within the organization and from outside. SWOT also reminds us that a risk is an uncertainty – it might have a better outcome than expected (be an opportunity in other words).

So what are the internal factors we should consider? Again, looking for high-level areas, we should consider the Knowledge Areas of the PMBoK®. This means looking at staffing issues (availability of key skills, vacation plans, parental leave, etc), budget constraints (funding for this project depends on the success of another project, etc), schedule demands (hard deadlines, etc), scope definition (scope creep, ambiguous requirements, etc), quality concerns (no history of compliance in the organization, etc) and issues with communications and stakeholder management.

Going outside the organization, we can still benefit from considering the Knowledge Areas. The obvious one is procurement (third-party suppliers leaving us down, lack of suitable vendors, etc). Quality can have external influences too, as we might need to satisfy the regulatory authorities. Budgets can depend on external funding; schedules can be influenced by customer timelines and the dates of various trade fairs. Staff shortages can arise due to increased competition for certain skills or the lack of relevant training courses in the country’s education system.

Given that the Risk Breakdown Structure is so influenced by the Knowledge Areas suggests that risk can be found in any part of our work at any time. For instance, a very effective way to identify risks is during the estimation activity. If you use a form of 3-point estimation (such as PERT – Program Evaluation and Review Technique), you will be asking the team to offer optimistic and pessimistic estimates. The difference between the two represents the risk.

So, as an example, an activity in this project could involve painting a component. The best case scenario is: 5 minutes to clean the surfaces, 5 minutes to paint it and 1 hour in the oven to dry. At this rate, our painter can get through 12 components in an hour (assuming we can put things in the oven while other components are drying). However, the pessimistic scenario is: 30 minutes getting more paint from the supply room, 60 minutes cleaning the paint gun, 30 minutes cleaning the surface, 5 minutes painting and 24 hours for drying. This is because we might run out of paint; the paint gun might get clogged up with old paint; the surfaces need to be sanded down smoothly and the oven could break down.

Obviously, these risks are easy to mitigate – get enough paint for the day’s work at the start of the day, clean the gun every evening, ensure the component surfaces are sanded properly at the previous station and get the oven maintained regularly. However, without a risk focus, they would never have been identified in the first place.

While looking for uncertainty around every corner sounds like seriously paranoid behaviour, it is a lot preferable than to finding your project in deep trouble because you hadn’t expected the unexpected.

By Velopi Seamus Collins

Finding Project Closure

published 13/05/2013

Working on projects can be extremely dissatisfying. This is particularly the case when the objectives of the project include developing a new product and commissioning it on a customer’s site before it is accepted. In these cases, many of the project team move on to other projects, leaving a skeleton crew to handle the commissioning work. Those who have moved on are often consulted on problems that emerge during the commissioning process. In other words, those who leave the project early get a sense that their work was poor and those who stay on the project to the bitter end cannot help but feel that there are still some more latent bugs just waiting to reveal themselves.

This means that the Project Management Institute has not created an entire Closing process group just to make the PMP® exam more difficult; closure is a vital element of any project. For those of you preparing for the PMP® exam, the process Close Project or Phase seems a cumbersome name. However, if your project has different phases and different team configurations for each phase, then a formal closing procedure after every phase is appropriate.

Agile people describe the closing phase as a vital element of control theory. It provides the analysis of each sprint or iteration that feeds back into how the process will work for the next one. If you remember W. Edwards Demming from your PMP® preparation, you will recognize this as the “Check” part of his “Plan-Do-Check-Act” cycle.

While refining the process for the rest of the project makes sense, it is also important to consider those leaving the project and what their feelings are. From the PMP® exam, you will remember all the stages needed for team formation – forming, storming, norming, performing and adjourning. Any time the team changes composition these stages have to happen again with the new grouping. For those moving on to new projects (adjourning), there is an immediate loss of team identify. This is indeed a tangible loss – it’s not surprising that the review of a project is often called a post mortem.

A genuine concern someone has when they know their contribution ends in a few weeks’ time is where they are going next. They can lack interest in this project and lose the motivation to make the final push to close out the phase. The project manager can help with this by providing clear notification of where the person is moving to and acknowledging the team’s work to date by organizing some event at the end of the phase to review what has happened. It is important to take stock at every milestone, celebrate the achievements and learn from the obstacles overcome along the way.

Internal staff concerns are not the only personnel-related issues with closing. From your PMP® preparation, you will remember the world of procurement. Once a vendor is chosen, the contract must be monitored during the Control Procurements process. This can become a lot more difficult if the vendor changes its point-of-contact during the project. Suddenly, the project manager is faced with a different person, who is likely to have a different way of doing things and might not be as easy to deal with. It is useful, when this happens to organize a formal handover from the old point-of-contact to the new. It allows the previous relationship to be reviewed and the lessons learned brought forward to the new one. By raising any issues at this time, the hope is that the new point-of-contact will learn and make life easier for the rest of the project.

But people are not the only motivation for project and phase closeouts. We got to ensure that we know how far we’ve got at a particular phase. Essentially we want to verify (PMBoK® 4th edition) or validate (PMBoK® 5th edition) our scope at the end of each phase. We need to review our schedule and ensure that everything that is supposed to be done in this phase has been done. For instance, in regulated industries, we may need to alert the relevant statutory bodies that a milestone is imminent and to schedule an audit. Similarly, if we have contracted a third-party to assist in this phase of the project, we need to close this transaction formally.
A phase closure is a useful way to review progress with the end customer. It is an opportunity to assess the project’s original goals and to ensure that the customer is still committed to the project in its current form. Agile development has the attraction of being able to hand over potentially shippable product at the end of each iteration and this is a useful way to assure the customer that work is being done. Similarly, presenting customers with the achievements of a phase is appreciated.

If you are awaiting your PMP® exam timeslot, you will have risk management firmly in focus. At the end of a phase, the risk register must be reviewed and any contingency funding you put aside for un-triggered risks must be returned and the financial performance of the phase can be analysed using earned value techniques.

The important thing is not to let milestones pass by without acknowledging them. For a project manager, these make excellent opportunities to review the health of the project and to share that understanding with the team, the sponsor, customers and third-party suppliers. For individuals working on the project teams, it’s a way of assessing how well they are doing. Drifting from project to project, without any sense of accomplishment is deeply frustrating. It’s a bit like running. If you train for a month and finish 10th in a race you know where you stand. If you change your training – maybe seek advice from a coach – and come 5th in the next race, you can quantify your improvement. If you just train and train without running any races, you’ll soon get tired of the effort.

By Velopi Seamus Collins

Want to try Agile Project Management?

published 16/04/2013

If you have customers who are not sure what they want, or you are dealing with unproven technologies, it makes little sense to follow the sort of project planning methodology that is laid down in the Project Management Body of Knowledge (PMBoK®). Why go to all the trouble and effort to tie down a set of requirements and to construct a comprehensive Work Breakdown Structure, when your initial thoughts are likely to be taking you in the wrong direction entirely? So what is the alternative to a traditional Project Management approach?

Having sat your PMP® exam, you might be thinking that some form of rolling wave planning (Remember that concept from your Project Management course?!)  is what is needed, which leads us nicely to agile. Agile methods are iterative and incremental. Instead of specifying every step of the way, as you would do in a well-defined project, you do a bit of development and see what the customers thinks. The feedback then guides what you do in the next piece of development and you build up a mutual understanding with the customers of what the end product should be.

However, as a good PMP, you want to make sure you are conforming to the wisdom found in the PMBoK®. You might be comforted by the fact that the Project Management Institute has its own agile accreditation – the Agile Certified Practitioner (PMI-ACP®). But does this automatically entitle you to use an agile project management technique, such as Scrum? Well the only way to assure yourself is to place Scrum side-by-side with the knowledge areas of the PMBoK® and check if there is a reasonable fit.

Project Integration Management: With Scrum, you are dividing your project up into a series of mini-projects, called sprints. These sprints are two or four weeks in length and include all the process groups familiar to the PMP®s among us. The first part of the sprint planning meeting involves identifying the scope of the sprint, effectively creating the sprint’s charter. The second part of planning takes us into a detailed examination of the features identified for completion in this sprint. Here we estimate durations and create a Work Breakdown Structure for each feature. When the planning is complete, we implement the selected features (execution), all the time monitoring and controlling using Scrum’s task boards and burn-down charts. Finally, the developed functionality is demonstrated to the customer - a form of scope validation (or verification, if you are still working with the 4th edition) - and a Sprint Retrospective is conducted. This retrospective is a project post-mortem and aligns nicely with the closing group in the PMBoK®.

Project Scope Management: Because the requirements list (or product backlog) for a Scrum project is in a constant state of flux, controlling the scope of the venture is very difficult. However, a measure of scope control is possible at the start of each sprint. When a set of features are agreed for implementation in a sprint, they are removed from the product backlog and placed on what’s called the sprint backlog. Customers are not allowed change the contents of the sprint backlog. In this way, Scrum allows flexibility, while retaining scope control.

Project Time Management: Because our project requirements are so volatile, there is little point building a detailed project schedule for the entire project. However, by ensuring the all sprints are the same duration, the amount of progress tends to average over a series of sprints. Thus we are in a position to estimate how long the current product backlog will take to implement, based on our average rate of progress. However, you might ask: How do we measure the overall size of the backlog and why bother if it is going to change all the time? An agile practitioner named Mike Cohn has come up with an ingenious solution to this. He created a unit, called the Story Point. He uses these to indicate the relative sizes of features, drawing on the fact that human beings are extremely good at comparative estimating, but we are not so good at absolute estimating. Using story points, a useful size estimate can be made, without going to the expense of PERT analysis for instance.

Project Cost: Management: A Scrum team is fixed in size for the duration of the project; the work is divided into fixed-length sprints. So the cost of each portion of the project is readily calculated. Because the rate of progress (or velocity) tends to average over time, the cost of implementing a single story point can be worked out. As the project progresses and uncertainty is reduced – in other words, the requirements become more stable – the overall duration of the project can be estimated with increasing confidence. Thus the overall cost of the project can be estimated more accurately with the passing of each sprint.

Project Quality Management: Before a Scrum project begins, there must be an agreed-upon definition of done. This is the quality benchmark for the project. Whatever quality measures required by your QA department or your industry can be specified and applied to every single feature that is implemented. The definition of done can be as lenient or as stringent as you specify, but it is consistent across the entire product.

Project HR Management: A Scrum team is a self-managed, multi-disciplinary organization. HR departments are very much in favour of self-managed teams because they tend to drive themselves harder than managed teams do – there is a peer-pressure dynamic at work. Also, the multi-disciplinary nature of the teams removes the silo mentality and encourages the team members to adopt a more holistic outlook.

Project Communications/Stakeholder Management: Scrum is a very visible way of working. During the sprints, progress is openly tracked on a daily basis using large whiteboards, called task boards, and by graphical indications of progress, called burn-down charts. At the end of every sprint, both customers and management alike can see the progress being made by the demonstration. This is an extremely useful two-way street, because, not only do the customers can reassurance that something is being done, the Scrum team gets invaluable feedback and the reassurance that they are going in the right direction.

Project Risk Management: The product backlog is regularly reviewed by the product owner, who seeks to prioritize the features listed in order of value to the customer – the goal being to get the customer up and running with genuinely useful functionality as quickly as possible. However, the rest of the group also has a hand in this process. One of their prioritization criteria is risk. If a feature is very valuable to the customer, but there is a high degree of uncertainty associated with it, then that should go to the top of the list. We want to “fail fast”. If this feature proves to be something that is impossible for the team to achieve, it needs to get that news to the customer as soon as possible.

Project Procurement Management: Customers tend to be wary of time and materials contracts. As you have no doubt learned in your PMP® preparation class, time and materials contracts place the risk firmly on the buyer’s side. However, in agile projects, time and materials can work very much in the client’s favour. There is an interesting statistic in the software world: Over 60% of delivered functionality is rarely if ever used. By prioritizing the product backlog in terms of business value, the customer can receive a perfectly useful product long before the entire product backlog is worked through. If the customer decides that this amount of functionality is perfectly adequate, then it can terminate the project long before the estimated end date.

A definite appeal of the Scrum approach is its visibility. The customer can see how the product is evolving sprint by sprint. This is extremely reassuring, as it can be nerve wracking waiting for a project to finish, when you are not sure what the end result will be.

So, on balance, the Scrum methodology can hold its head high in the context of the PMBoK®. It is effectively a form of rolling-wave planning with a strong tendency to avoid gold-plating, as worthless features tend to be pushed towards the bottom of the backlog. So if your project lends itself to the Scrum approach, the PMI at least will not oppose you. Good luck!

By Velopi Seamus Collins


Leading the troops

published 27/03/2013

During World War I, officers frequently climbed out of their trenches and charged at the enemy lines, armed with nothing but a swagger stick. On these occasions, I’m sure a fleeting moment of doubt passed through their minds: would the troops follow him into the charge? Or even, if morale was particularly low, would the bullets that cut him down come from behind instead of in front?

Project managers also have these doubts: will the team rise to the challenge? Will they get the work done when they said they could? Anyone who has taken a PMP® preparation course or sat the PMP® exam will be aware that the Project Management Institute has devoted an entire knowledge area to Human Resource Management. Despite years of cost cutting and cutbacks, a fundamental fact remains: for project work, your people are your most important assets.

A common question for new project managers is: How do you motivate your team? Well, the simple answer is that you can’t! Motivation is an intrinsic characteristic: I cannot give you motivation. However, what I can do is tap into your motivation and offer rewards and punishments that resonate with you. Unfortunately, motivations are constantly in a state of flux, so what worked for an individual this time around, might not do the trick on the next project.

This means that you need to get to know your staff. For instance, if you need a member of staff to put in some extra work and you know that this person has just bought a house (or an engagement ring), then offering a financial bonus at the end of the project will be attractive. However, for someone whose finances are in order and who might have a time-consuming hobby, some extra time-off in lieu could do the trick. Indeed the company might consider sponsoring events their employees enter, associating their advertising with their people.

You also need to know your people in order to diagnose poor performance. I had a guy working for me once who was so wrapped up in his wedding arrangements that he might as well have stayed home for six months. Similarly, the arrival of a new baby or being confronted with the care of a sick relative will throw off performance for a time. We need to plan for this and work to support the person. Take people off the critical path, if this is possible and allow them some leeway to get through the distraction. This will pay dividends later on as the person really appreciates the support and understanding.

But how about those hard-cases - the ones whose performances are consistently sub-par? Well it’s useful to remember the old adage: there is no such thing as problem people, only problem behaviours. Can you objectively and quantifiably identify the problem behaviour? The textbook example is timekeeping: the person has arrived late every day for a fortnight. The reason why it’s important to do this is because the problem might not be with the team member, but with you! You simply might not like the person. If you cannot put your finger on the problem, there likely is not a problem with that person.

But if there is a problem, what should you do? The first thing is to confront the person. The worst thing that can happen is to let this fester. The meeting has to be matter of fact: state the problem and illustrate this with undeniable evidence. Emphasise that this is a problem and explain why. For instance, in the timekeeping example, the previous shift has to hang around for longer awaiting relief and this is upsetting the unions. Also, show how this problem is going to affect the person causing the problem. Explain the disciplinary procedure – the verbal and written warnings, etc. Then, make sure that the person gets ample opportunity to explain their side of things.

This is important because, when dealing with problem behaviours, you need to answer one question: is the person unable to do the work, or is unwilling to do it? If someone is falling down because of competence, then a training course or some mentoring might be enough to get them up to speed. However, there are cases where that particular role is simply beyond them. For instance, there are people, bright people, who cannot for the life of them program computers. But they can be very productive in other software roles, like testing or documentation.

It is the unwilling worker that is the problem. A good example is of someone who expected to get the project manager role and is really annoyed that you were hired instead. In this case, the best response is to make this person the technical lead or officially recognize them as your number two. You have no need to justify your position – you did not hire yourself – but you can offer a career path for the person which may inspire them to work diligently in anticipation of future advancement.

In any project management training course and specifically in PMP exam prep training courses you will definitely see a lot of tools around Managing the Project team. You will also learn about Maslow, Herzberg etc and their theories on motivation and how you as a Project Manager can use these with your team. It is an intersting topic and knowing there will be questions on the PMP exam focuses the mind!

In conclusion, it really goes back to the motivation question: learn what your people like and direct them in ways that align with their own self-image. Many centuries ago, a scholar made a study of quarry workers, who were effectively paid slaves. The first worker he approached was irate at being asked what he was doing: “I’m hauling blocks, what do you think I’m doing?! The second one explained that he was working to support his family, but the third one declared proudly: “I’m building a Cathedral!”

Ask yourself how your team would answer this question, the next time you climb out of your trench and charge the enemy.


Who Does What, When?

published 19/03/2013

I don’t know about you, but I have never liked being described as a human resource. It makes me feel like a wheelbarrow or a refill pad. Sadly though, when planning what people you need on your project team, you as a Project Manager do tend to look at the people required in the same way as you look at the other resources.

In fact, the first thing you do when you are considering your resource requirements is to create a resource breakdown structure, where your top-level headings are likely to be: equipment, materials and people. Breaking this down further, you do tend to think of each category in the same way. What sort of work do I need done? When do I need it done by? How much can I spend on this? Should I rent or buy?

The work involved really drives the choice of resource. So the work breakdown structure (WBS) is invaluable in guiding your resource requirements. What is needed to get this particular work package completed? Using Bottom-up estimation in the Estimate Activity Resourse Process from the PMBOK outlines this apporach. Our PMP® preparation courses put extreme emphasis on the WBS and this is one of the reasons why.

However, in project work, it is very rarely the case that a work package only involves one person. Generally speaking, a work package involves the production of some sort of deliverable or artefact. Someone has to commission the artefact. In other words, someone needs to explain what needs to be done to the person who will be responsible for carrying out the work. This person then might draw on other artefacts (either those already produced during this project or ones available outside the project) to develop the new artefact. Once the first draft is complete, it needs to be reviewed. In this way, several views can be canvassed on the content of the artefact. Once these people are satisfied (which might involve the production of several more drafts), the artefact is provided to the people who need to use it.

This artefact cycle means that a variety of roles are needed to get something done. So we need someone to be:

• Accountable: This person will ensure that the work has been done and will report back to management with status reports.
• Responsible. This is the person who actually does the work.
• Consulted: These people can be a source of advice when creating the initial draft of the artefact and also can review the finished product critically.
• Informed: These are people who need to know that the artefact is available. They might depend on it to begin their downstream tasks or, in the case of project managers, they will need to know the status of the artefact for progress reporting.

The project manager can capture these roles in a very simple construct called a RACI(Responsible, Accountable, Consulted, Informed) chart. This is a form of responsibility assignment matrix (RAM) which clearly shows who does what on the project. For instance:



 
Role
Activity
 Designer Implementer Tester Installer PM
W.P 1.1 Design R,A C,I C C I
W.P.1.2 Implement A,C,I R C C I  
W.P. 1.3 Test C A,C,I R C I
W.P 2.1 Install C C C R A,I


Every activity needs someone to accept responsibility for it, i.e. be accountable (A). It also needs someone to be responsible for doing the work (R). It is possible for the same person to be responsible and accountable, but it makes sense to separate out the two roles. Having people available to review work is important in that it allows several perspectives. It also helps to incorporate reviewing activities into your work breakdown. Those called upon to assist in the development of an artefact are called consultants (C). Finally, someone, usually the project manager, needs to be informed of how things are progressing on the artefact (I), Ideally the PM wants to know when the activity is complete, but any issues that arise in the process need to be highlighted as well.

Producing a RACI chart is a useful way to identify the sorts of people you need to carry out the project work. Make sure that one and only one person is responsible and one and only one person is accountable.

Please refer to the Plan Human Resource Management process in the Project Management Body of Knowledge (PMBoK®) for more details. No doubt if you attend a Project Management course or a PMP exam prep course you will see this tool again,

Preparing for the PMP® Exam: What Happens on the Day

published 08/03/2013

Uncertainty causes stress. Given that every project is unique and all have their fair share of unknowns, the role of a project manager tends to be stressful. It is probably for that reason that the Project Management Institute (PMI) insists that aspiring Project Management Professionals (PMP®s) sit the PMP exam in a Pro-Metric Centre, rather than in the comfort of their own homes, or even in the offices of PMI Registration training providers, like Velopi.

For PMI, the only approved Pro-Metric Centre for the Republic of Ireland is in Barrow Street, Dublin. It is right next door to the Grand Canal DART station, but candidates from out of town are recommended to spend the previous night in the nearby Grand Canal Hotel, which is only a short walk away. In this way you avoid risks associated with public transport or your own vehicle letting you down and thus reduce your stress levels.
Plan to arrive at the Centre in good time. It is a good idea to explore the area beforehand, so that you are sure you know where the centre is. When you enter the centre, there will be a reception desk to the left of the door. When I arrived, for an early exam, no one was at this desk. Turn right – the examination rooms are at the end of the corridor. There should be someone to help seated down there.

It is very formal. You have to present your passport and scheduling letter and they will check if you are booked in for the PMP® exam. They will scan you with one of those wands they use in airports if you set off the metal detector. If you are acceptable after all that, you are given a key to a locker and you can put your stuff safely away. That stuff will include your watch, any food/drink you may have and anything in your pockets – you are not allowed take anything (except the locker key) into the exam room with you. Do not argue with them - they are doing their job! So give them what they want and stay calm.

Then it’s just a case of waiting in the lobby area for your exam to start.
Some people will use this interval to cram some last minute study in. Others will use the time to relax, arguing that, if they don’t know it now, they will never know it. If you have followed the process Velopi outlined to you in your PMP Exam Preparation course and have done the PMP sample exams you will be quielty confident.

Be aware too that the building is quite warm, so be sure not to wear very heavy clothes.It can also be surprisingly busy, because the driver theory tests are also conducted here (driving also being a stressful activity). You will be seated in front of a computer terminal and a pencil, together with a few sheets of paper will be provided. Ask for them, if they are not.

The staff member will have launched the PMP® exam program before you enter. This includes an introductory demo explaining how everything works. If you have attended a PMP® preparation course and have taken some of the Velopi trial exams, this will be familiar territory to you. Remember, your exam does not formally start until you run through this demo program. However, this demo has a 15 minute limit, so you will be forced to start the exam after that.
As outlined to you in the training course, this is effectively an additional 15 minutes of exam time so use it as we told you to! Do the memory dump: Fill out the knowledge areas/process groups grid and jot down all the formulae you will need – the earned value stuff, the number of communications channels, the PERT formulae etc. This activity will calm you down – remember the exam doesn’t start until you complete the demo or the 15 minutes expires. Drop us an e-mail if you want a free copy of our PMP formaula sheet.

You have 200 questions to answer and 4 hours to do it. If you have completed the trial exams (and we highly recommend that you do), you will have an idea of how long this exam will take you. You will also appreciate the physical strain of such a long exam, so plan your breaks if you need them. At least take a break after two hours, but a break every hour makes sense to soem people. Stick to whatever strategy you had used in the sample exams on our exam simulator.

Just put your hand up to get attention of a staff member and out you go. Note, you can’t take anything out of the room with you, except your locker key. You also will have to sign that you left the room and will be subjected to the wand on the way back in.

Some people find it a good idea to eat a quick snack at this point, do some stretching exercises and even close you eyes. There is a real danger of going into auto-pilot mode during a test of this length and losing your concentration. Use the breaks to clear your head.

Some people will rush through all of them and then return to those they skipped over. Others will study each one carefully and consider each of the multiple choices before moving on, never returning to the question. Again, stick to whatever stratgey worked for you in the sample exams and with what you agreed with the Velopi trainer. You can go back and review any questions you want to. It is a good idea to ensure you have selected an answer for all questions. There is no negative marking.

When you have attempted all 200 questions, you face the moment of truth: submitting your work for evaluation. It will be a nerve wracking few moments before the result comes back. Hopefully it will be a positive one and you will leave the room on a deserved high. Don’t forget that the staff will print off confirmation of your result for you. And be sure to let Velopi know your good news.

It is highly recommended that you take a PMP® preparation course before applying for the exam. While years of experience matter on the front line of project management, insights into the sorts of questions that the PMI will throw at you will assist no end on the day of the exam. Please contact Velopi to discuss your PMP® exam requirements.

Good luck!

Critical Chain Method

published 01/03/2013

Although the Critical Chain Method is not highlighted too much in the PMP® examination, it is a useful technique to be aware of. Unlike the Critical Path Method, this technique focuses very much on resource availability and seeks to improve productivity where possible.

This is needed because some workers tend not to work at a consistent rate. For example, many under-graduates spend the bulk of their university careers having a good time and then cramming before the exams. If they actually graduate, they tend to bring this behaviour to the workplace. So common is this phenomenon that it has gained a name: “Student Syndrome”.

Another concern for project planners is “Parkinson’s Law” which states that “work expands so as to fill the time available for its completion”. If your people are working to a schedule and they find they finish early, there is a tendency to put their feet up rather than rush off to the next task.

Why these tendencies are a problem relates to the way we estimate activities in a project. If we use three-point estimation or PERT (Program Evaluation and Review Technique) for instance, the estimate given for any given task includes a measure of contingency. (You will definitely see PERT on the PMP exam!!)  If the activity goes well, it should finish early. However, the "students" will wait until the last minute before starting and the "Parkinson's Group" will stretch the work out until the deadline. Thus, the safety margin built into the project schedule gets used up and will not be available when some genuine project risk materializes.

Critical Chaining addresses this problem by taking the contingency out of the activities and creating buffers in the schedule to accommodate likely overruns. Thus the project team is given much tighter deadlines to work to. Three types of buffers are used:

1. Project Buffer: This is placed at the end of the project plan as contingency for the critical chain activities. The critical chain is similar to the critical path, but with added attention to resource constraints and dependencies.

2. Feeding Buffer: These are added to all the non-critical chains. They increase the length of these paths to equal the critical one.

3. Resource Buffer: These are set alongside of the critical chain to ensure that the appropriate people are available to work on the critical chain tasks. Essentially it’s a resource calendar.

To implement this scheme, the project manager prepares the schedule using the Critical Path Method (as studied in detail in the PMP® exam preparation course). Then three steps are taken to extract the contingency into buffers and re-schedule:

1. Remove the contingency from the schedule. This exercise is the reverse of what you used to calculate the contingency in the first place. If a percentage was added to the original estimate, remove it; if techniques like PERT are used, replace the calculated estimate with the optimistic one.

2. Revise the schedule so that activities are aligned with the late finish date. Also remove resource constraints. If people are assigned to tasks on different chains, they should give priority to those on the critical chain.

3. Add feeder buffers to the non-critical paths, making them the same lengths as the critical one. Also add a project buffer to the end of the critical path. It is recommended that this be half as big as the contingency taken out of the critical path. The reduced contingency is to encourage more productivity. It also serves to reduce the overall schedule.

When using the Critical Path Method, problems often delay the schedule, but early completions rarely are published and rarely benefit the project. By making the planned contingency explicit, the project team is encouraged to get straightforward tasks completed quickly and any delays have to be flagged in order to access the buffers. Thus, Critical Chaining aims at a much more aggressive schedule than Critical Path, with less contingency built in. The advantage from the project manager’s point of view is that the use of contingency is visible and its use needs to be justified.

PMP Exam: Hurry Up or Wait?

published 22/02/2013

Planning to take the PMP exam this year? Not sure if you should get your exam application in quickly and get it over with while the fourth edition of the Project Management Body of Knowledge (PMBoK®) is still the basis of the PMP exam? Or should you wait until after July and learn all about the PMBoK fifth edition?

At first glance, it looks like the PMBoK fourth edition is the better bet, particularly if you have already attended a PMP preparation course. The fifth edition has introduced a new project management knowledge area and the overall number of processes has grown from 42 to 47. But, if you look more closely, you will see a different picture.


Firstly, the new knowledge area is not actually new. What the Project Management Institute (PMI) has done is taken the Stakeholder Management part of Communications Management out and given it its own area. This is a logical move and one that highlights the importance of stakeholders in project management.

Secondly, there are been significant streamlining of the terminology used. Although the number of processes has increased, the number of verbs being used to describe them has dropped from 21 to 18. For instance, in each knowledge area besides Integration, you now have a “Plan” process in the Planning process group. Similarly, instead of using the verbs Control, Perform, Report, Monitor and Administer in the Monitor & Control group, these have been harmonized into one verb, Control.

Thirdly, if you have, like me, spent some time learning that validation is about building the right product and verification is about building the product right, then you will be glad to see that PMI has corrected its Scope Management area and now uses Validate Scope instead of Verify Scope.

In short, the PMBoK® fifth edition gives you more material to cover, but it should be easier to learn. In essence though, there should be no surprises moving to the new version – all the old project management techniques are there – critical path method, earned value analysis, qualitative and quantitative risk analysis, etc.

In other words, if your schedule means you really would not be ready for the exam before July 31st, don’t panic – the PMBoK® fifth edition is no more (or no less) demanding than the fourth.

Whichever path you choose, Velopi is here to assist. We will continue to provide a managed end to end solution taking you from the application process, through the training course and provide you access to our web accessible PMP exam simulator. Our PMP® preparation courses will continue to be run in Dublin, Cork and Limerick. As the changeover date approaches, these will be moved over to the new PMBoK® edition. However, if someone has a PMP exam booking scheduled for before the end of July, the old PMP preparation course materials will be used to assist that person. You can see a full summary of the exact changeover dates for all the PMI certification in this post.

If you want to discuss your options and get advice on your own particular situation, please contact Velopi and one of our training instructors will be happy to talk you through the process and timelines of getting PMP certification.
 


In Software Project Management, Time is Money

published 22/02/2013

The nice thing about software development projects is that the project manager rarely has to worry directly about the budget. If the developers you need for the team are already on your staff, you just require a clear idea of how long you will need these people for. In other words, time is the triple-constraint element you will be most concerned with. Obviously Budget is always important but in this case, I think you know the schedule is what you will be fixated on!

So the development and tracking of the project schedule will be the central concern for you as the project manager. Given how important this is, how effective are you at tracking your schedule? Generally, schedule management revolves around meeting milestones. Have we produced everything we said we would at this point? If the answer is “yes”, then we are on schedule and all is well.

Or is it? I have heard of one company (which shall be nameless) where milestones are traditionally scheduled for Mondays, so the team can make up for any delays by working weekends. All the projects seem to track to schedule, but the completion of each project is accompanied by a wave of resignations. So tracking to milestones keeps poor estimates hidden, by working the team to death.

Is there some way we can make this phenomenon visible? Well, if you take the view that time is money, you have a clue: use Earned Value Analysis. If you have completed a PMP® exam preparation course, or taken the PMP® exam itself, you will remember that Earned Value is a means of tracking costs firstly but can also be very useful for SV & SPI measurement. So, if you replace currency as your measure with time, this technique can be an effective schedule tracking mechanism as well.

For example, suppose we have a task that we have estimated as 30-hours’ work. Historical records suggest that we are doing well if an individual can devote 30 hours a week to project work, so let us schedule a team member to start this on Monday morning, expecting completion by close-of-business Friday. In other words, our Planned Value (PV) is 30 hours.

Friday arrives and the deliverable is completed by close-of-business, so our Earned Value (EV) is also 30 hours. Our Schedule Performance Index (SPI = EV/PV) is 1, so we are bang on schedule, or are we?

Next week we study the actual times taken to complete the tasks. We find that the team member actually put 40 hours into reaching the milestone and spent an hour every day consulting with the software architect to resolve technical issues. This means that the Actual Cost (AC) of this deliverable is 45 hours, making the Cost Performance Index (CPI = EV/AC) 30/45 = 2/3. In other words, we underestimated this task by 50%!

Keeping track of actual values will improve the accuracy of your estimates over time – if only by amassing historical data. However, we must acknowledge that there are some organizations with “hero cultures” of long hours and 7-day weeks. Here, the project manager is under pressure to underestimate tasks deliberately. This is grossly unethical and should be avoided. Propose a technique like Critical Chaining instead. This is another PMP® certification topic; one that is covered in the Time Management knowledge area.
 


Changes in PMBOK 5th Edition

published 15/01/2013

The release of the PMBOK 5th Edition has some very interesting changes.

A new Knowledge Area called  Project Stakeholder Management has been added. This really emphasises the importance of this concept. The main knowledge area impacted by this new knowledge area is Communications. Identify Stakeholders moves from Communication to the new PM knowledge area - Project Stakeholder Management. This new knowledge area will have will have 4 processes
 

And communication management is also changed with the removal of
 


Four new planning processes have also been added:


The addition of these 4 processes closes off an inconsistency we had in PMBOK 4th Edition whereby  these management plans which were part of the PM plan were not explicitly shown as outputs of any process. These kowledge areas have a planning process focusing on how that area will be planned and executed.

Some process names have also changed - the ones I like most are the change of Verify Scope to its new name Validate Scope and Administer Procurement to Control Procurement. The new names better describe the process and should be easier for people taking the PMP exam to understand.

Here is a summary of chnages. We will hold short classes for anyone who wants to get a full understanding of the changes and to see how it benefits their projects.
 

PMBOK 5th Edition and PMP exam changes in 2013

published 11/01/2013

With the release of the PMBOK 5th Edition, there will be changes to the PMI suite of exams as outlined below in 2013.

If you have taken a PMP exam preparation training or a Project Management training course based on the PMBOK 4th Edition, then you should take the PMP exam before July 31st 2013. The full list of certifications and the mapping to the correct version of the PMBOK guide is outlined below.

Velopi will be scheduling special 2 day PMP exam preparation bootcamps in Dublin, Cork, Limerick and Galway for anyone who wants to get the PMP certification before the exam changes take effect. For further details, please contact Velopi - a PMI Registered Education Provider

PMBOK study recommendation

PMP exam changes dates

What is a PDU?

published 11/01/2013

The question “How do I maintain my PMP certification?” & “What is a PDU?” come up regularly in the questions submitted to Velopi by PMP certified Project Managers.

If you hold the PMP®, PgMP®, PMI-SP®, or PMI-RMP® , or PMI-ACPSM credential(s), you are required to adhere to the Continuing Certification Requirements (CCR) program, which supports ongoing professional development through education and giving back to the profession. The core principle is that you need to earn and submit Professioanl Development units (PDU's) 

Fortunately, there are plenty of opportunities to earn professional development units (PDUs) toward maintaining your credential(s). The good news is that many of them are free and you get some of them for just doing your job as a Project Manager.
PDU’s are split into 6 categories A-F.

Categories A, B & C are under the Education category and D, E & F are under Giving Back to the Profession category.
For each hour you spend in the category you get 1 PDU.
Category A: Courses from R.E.P’s, chapters & communities
Category B: Continuing Education
Category C: Self Directed Learning
Category D: Creating New Project Management Knowledge
Category E: Volunteer Service
Category F: Working as a Professional in Project Management

Each certification has a specified number of PDU’s you need to achieve in the specified certification period. E.g. the PMP certification needs 60 PDU’s every 3 years.

There are limits to the number of PDU’s you can claim in each category.
If you exceed the number of PDU’s in a specific category, the PDU’s can be carried forward to the next certification, which is great.

The full details of the maintenance of your certification are detailed in the handbook associated with your credential

http://www.pmi.org/Certification/Maintain-Your-Credential.aspx

If you have PDU’s ready to submit, then please go to https://ccrs.pmi.org/ and submit them. The PMI will then review and approve them. There are also short videos available at this link to fully explain the process.

If you have any questions about maintaining your PMP or other PMI certification, then please contact us.

PMP courses in Cork and Dublin

published 19/12/2012

The next PMP courses with seats available is scheduled for Q1

Dates 28/29 January, 4/5th February
Venue: Cork International Airport Hotel

Dates 20/21/27/28th February
Venue: Camden Court Hotel, Dublin 2


Velopi is a PMI Registered Education Provider and we provide both in-house and public courses. We provide an end-to-end solution for PMP certification. By this I mean we:

• Support you with the application process (which can be time consuming if it isn’t supported and explained clearly)
• Deliver the core material including hot-topics over a 4 day training course
• Provide unlimited access to our PMP exam simulator – this will ensure you quickly identify your areas of weakness and make maximum use of you study time
• Support you until you pass the exam.

Our PMP program is extremely popular, given the content of our courses, the style of delivery, the end to end support we provide and the success we have at the exams.

You will see ~30 recommendations on my linkedin profile for our training courses

http://www.linkedin.com/profile/view?id=5448477&trk=tab_pro

Cost of program including all training material, support, exam simulator, meals etc is €1095.

If you wish to reserve a place on this program, please let us know. We look forward to working with you to achieve PMP certification.

Please feel free to call us at any stage if you would like to get further details on achieving PMP certification.

PMI Fifth Edition due for release on 12/31/2012

published 27/08/2012

PMI is currently scheduled to publish the PMBOK® Guide—Fifth Edition on 12/31/2012.

A draft version of the 5th edition of the PMBOK® Guide is not available at this time. Prior to the official release of the new standard in early January 2013, in the 4th quarter of 2012, such an electronic pre-release version is expected to be made available to the R.E.P. community. Velopi is a PMI R.E.P (Registered Education Provider)

Changes to the PMP Exam based on the 5th edition of the PMBOK® Guide will not occur until sometime in the 3rd quarter of 2013 (the approximate date has yet to be determined but you should expect somewhere between a July - September 2013 timeframe TBD).

We will be working with attendees of all courses based on the 4th Edition to complete their PMP examination well before this change takes place. Please contact Velopi if you have any question on how this change impacts you.


Velopi Cookie Policy

published 04/07/2012

Cookies

According to the Data Protection Commissioner, any company or website placing information, usually by way of what is known as a cookie, on user equipment (computer, smartphone etc) must provide appropriate information to the user and collect their consent except in limited circumstances where the cookie is strictly necessary for the provision of the service in question. In practice this means that websites placing cookies on user equipment that are not deleted when the user leaves their website must identify a means of obtaining user consent.

What is a cookie?

A cookie is a piece of information in the form of a very small text file that is placed on an internet user's hard drive. It is generated by a web page server, which is basically the computer that operates a web site. The information the cookie contains is set by the server and it can be used by that server whenever the user visits the site. A cookie can be thought of as an internet user's identification card, which tell a web site when the user has returned.

Are cookies dangerous?

No, not at all. Cookies are small pieces of text. They are not computer programs, and they can't be executed as code. Also, they cannot be used to send or recieve viruses, and modern versions of browsers allow users to set their own limitations to the number of cookies saved on their hard drives.
 

What does Velopi.com use Cookies for? 

The velopi.com site uses cookies – small text files that are placed on your machine to help the site provide a better user experience. In general, cookies are used to retain user preferences, store information about what content you read, what pages you visit and it provides anonymised tracking data to third party applications like Google Analytics.
Cookies enable us at velopi.com to monitor our users' web browsing habits and profile users for marketing purposes (for example, to find out which products or services they are interested in etc).

Further information about Cookies

If you would like to read more about cookies, how they work or the EU Cookie Law here are some great resources that we would reccommend to you: 

Data Protection Commission - EU Cookie Law ePrivacy Directive Ireland
TheMarketingShop - EU Cookie Law Blog
About Cookies Website - Cookie FAQs

Queries

All queries in relation to this cookie policy can be addressed by contacting the owner, Seamus Collins at 021 240 6250 or by emailing info@velopi.com

 

 

10 Key Questions To Ask Before Starting Any Project

published 03/07/2012

 If you are contemplating managing a project, you first need to know that project management is not a zero-time task. It takes effort and energy and time. All of this should be repaid in wastage avoided during the project, but you need to be sure you can commit the time needed for the management task. If you try to squeeze in your project management responsibilities around other priority activities without doing something to free up the necessary time, then you will almost certainly encounter problems.

Here are ten key questions you should ask before you start a project:

1. Is the need for this project understood and agreed by everyone who will have to contribute resources to it?
2. Do you understand the project authorization and monitoring procedures in your firm?
3. If you take on the management of the project, will you be given the authority to make decisions about the project direction?
4. If this is your first project, will you get the support and guidance from more experienced project managers?
5. Do you know why you have been chosen to manage this project? Have you thought through what this tells you about the motivations of the other people involved?
6. Can you commit the time needed to manage his project?
7. Will you be responsible for the initial definition of scope, timing and cost? If these have already been set, can you review and renegotiate them if required?
8. Has the person described the concept to you directly in their own words?
9. Do you know enough about your organisation’s track record with projects? Have you got the maximum learning from others’ experience?
10. Are you ready willing and able to apply the project management process and guidelines?

Remember that after each project you are adding to your experience as a project manager, your ability to solve problems, and your strong foundation in Project Management.
 

Why Do Projects Fail? Learning How to Avoid Project Failure

published 05/06/2012

A project is considered a failure when it has not delivered what was required, in line with expectations. Therefore, in order to succeed, a project must deliver to cost, to quality, and on time; and it must deliver the benefits presented in the business case.
From lessons learned, a major cause of failure occurs when an organisation maintains the old project management process and methods to manage modern-day projects.

Let’s consider the reasons why projects might fail.

1. Lack of Project Strategy: Without an overall plan, many of the projects submitted and approved may provide only marginal benefits.

2. Project goals are not understood or agreed on: There is sometimes a lack of understanding and agreements about the goals of the project. Business, technical and organisational objectives might overlap and conflict.

3. Small projects are not allowed to be projects: Because of the fear of the administrative overhead and the desire for results, management allows small projects to exist without the controls and direction associated with project management. As the scope of the project grows, the stage is set for collapse because no organised structure is in place. This occurs in business units that attempt to carry out projects informally.

4. Projects are not closely linked to the business processes: Projects are carried out with the attention on the technical side of the puzzle. The business process side is too often ignored.

5. Benefits are not as they seem: The benefits cited in the project are often estimated based on the systems side without any business process change. Thus, often very few actual benefits are achieved.

6. The scope of the project is not defined: The scope of the project is not well defined until substantial; work has been done. Additional requirements that surface then enlarge the scope.

7. Projects are too rigid in either rejecting or accepting new technology during the project: In some projects, there is an over willingness to adopt a new tool – particularly if the project is in trouble. Adopting a tool then can just mask the underlying problems. In other projects, there is rigidity to anything new or improved. In either case, the project is affected adversely.

8. There is a lack of review of project ideas and plans: No through and formal approach to reviewing a project idea or plan may exist. Often the project is only reviewed by itself in a vacuum.

9. Project Manager spends too much time in administration: The project manager is assumed to be carrying out the administrative tasks identified earlier. In many organisations this is assumed to be sufficient, the project manager may lose touch with the actually work on the project and fail to build rapport with the team.

10. Few or no lessons are learned: With no formal or organised process to learn from the projects and a lack of incentives and management support, it is not surprising that few devote any time to gathering, organising or disseminating lessons learned.


Read More about Managing Projects here

Benefits of Project Management Training in Ireland

published 11/05/2012

Ever thought about getting the Project Management Professional Certification? Ever wondered about the benefits of having a world  renowned and globally recognised certification?

Below is a list of just 10 of the many benefits of going on a Project Management Professional Training Course and getting your PMP Certification in Ireland.

For more information about any of our training courses just Click Here
 

10 Benefits of Project Management Training in Ireland

1. Better efficiency in delivering services 

Project management provides a “roadmap” that is easily followed and leads to project completion. Once you know where to avoid the bumps it stands to reason that you’re going to be working smarter and not harder and longer.

2. Improved customer/Stakeholder satisfaction 

Whenever you get a project done on time and under budget, the client walks away happy. And a happy client is one you’ll see again. Smart project management provides the tools that enable this client/manager relationship to continue.
 
3. Enhanced effectiveness in delivering services 

The same project management strategies that allowed you to successfully complete one project will serve you many times over.

4. Improved growth and development within your team 

Positive results not only command respect but more often than not inspire your team to continue to look for ways to perform more efficiently.

5. Greater standing and competitive edge 

This is not only a good benefit of project management within the workplace but outside of it as well; word travels fast and there is nothing like superior performance to secure your place in the marketplace.

6. Better Flexibility 

Allows you to map out the strategy you want to take see your project completed. But the beauty of such organization is that if you discover a smarter direction to take, you can take it.

7. PMP Credentials Set You Apart 

If you've gone through the process of obtaining your PMP Certification, you have a standardized knowledge set - and the credentials to prove it. When applying for a job against competitors, having the credentials in hand will put you ahead of those who do not.

8. Networking Potential 

When you earn your PMP credential, you will be in touch with others working hard to pass the PMP credential exam. Moreover, you will be put into contact with those already holding PMP certifications. You never know who might help you obtain your next job - the more people in your field you make contact with, the easier it will be to get the job you want when it's time to move on.

9. Provides you with Greater Job Opportunities

Like every profession, in project management, there will be job opportunities only available to those with PMP certification. In fact, there are about 20% more openings than there are credentialed employees available.

10. Gain Invaluable Experience 

Because you must work through various situations you may not be familiar with in your own work environment, you will gain experience on how to solve complex and diverse project problems.





Contact Velopi Today to Book & Get €100 OFF The Course Price!

Velopi is an approved provider of project management training by the Project Management Institute (PMI). As a PMI Registered Education Provider (R.E.P.), Velopi's training courses have been reviewed against PMI's Quality Assurance guidelines.
 

Bad Behavior - Every Project Has to Deal With It

published 11/05/2012

Every project manager must work with different types of people – and that often involves difficult personalities. As human beings, we all have good and bad behaviours. When we feel appreciated by others, good behaviour tends to dominate. However, in times of stress and conflict, bad behaviour can dominate.
Studies by Zachary Wong (PhD and author) found that people working on projects tend to behave at either the “upper” or “lower” level.

Upper level players promote cooperation and move the project team forward, while lower level players are defensive, self centred, fearful and negative. People who spend their time in these lower levels can be difficult to work with. Negaitve behaviour in a project team reduces productivity, teamwork and communication.

Difficult people consume a lot of a team’s time, resources, attention and energy making everything a greater effort.

What can you when dealing with a difficult person on your Project Team?

• Do not join people on the lower level; it will only add to a negative environment
• Elevate your thinking and behaviours, and practice maintaining a positive attitude.
• Understand that the common underlying element of difficult people is fear. By addressing their fear, you move closer towards a solution.
• Do not get upset; it is not your problem.
• Do not hate them; be empathetic.
• Offer your help


If you would like further tips about how to deal with difficult people on your team - drop us an email: info@velopi.com

Job Opportunity at Velopi

published 06/04/2012

 

Financial Software Tester

Location: Cork City
Date Updated By Recruiter: 06/04/2012
Job type: Contract
Salary: Negotiable
Additional Benefits: Flexi Start
Tags that Best Describe This Job: Software Tester, Mainframe Tester
Minimum Experience Required: 4 - 5 Years
Qualifications: Third Level Degree
Contact Name: Seamus Collins (seamus.collins@velopi.com)

We currently require a Financial Software Tester to join our existing team for a contract role. 

Requirements: 

How do you study for exams?

published 30/03/2012


You have attended Project Management Professional Training ; you have read the study materials; you have learned the FREE PMP Cheat Sheet; you believe you have a good handle on project management theories and the application of those theories; and you feel as if you are ready to take the Project Management Professional (PMP®) exam.
The PMP Exam consists of 200 multiple choice questions that must be answered in 4 hours. That equates to just over one minute of allotted time per question. This in itself can be intimidating.
The PMP exam is a computer based exam with specific features and functions you will want to be comfortable with prior to taking the exam. You will need to be able to focus exclusively on the 200 multiple choice questions in order to complete the exam in the 4 hours.

Using an exam simulator prior to your exam offers the user the opportunity to experience a “real” exam environment before sitting the exam.
 

6 Benefits of using Velopi’s Exam Simulator

  1. You will feel more comfortable with the user interface of the exam. You will go into the exam with an understanding of the look and feel of the exam. The exam will feel familiar which will be one less thing to worry about when you are taking the PMP exam.
  2. You will be calmer because you have done this so many times before. You will be accustomed to how the exams features and functions which will let you focus more on the questions than trying to understand the format of the exam
  3. You will know how to pace yourself and be able to answer 200 questions in 4 hours. After using the simulator you will have an understanding as to the pace in which you need to respond to questions in order to answer all 200 in 4 hours.
  4. You will be able to identify areas of strength and weakness. Following each exam you will be able to identify the areas in which you need to spend some additional time studying for and the areas in which you excel.
  5. You will have the ability to take the exams when it suits you. Using our PMP Exam Simulator allows you to take practice exams at times that fit your schedule...these can be taken any time and as many times as you wish.
  6. You will become more and more confident with every sample exam you take. As you become increasingly successful in taking the practice exams you will feel progressively confident in your capability to pass the PMP Exam.


Investing in using a PMP Exam Simulator with professionally developed PMP Question will provide you with a genuine exam experience; allow you to become accustomed to the exam interface; provide you with a sense of calm due to familiarity with the test environment; prepare you to answer 200 multiple choice questions in 4 hours; assist you in identifying areas which may need additional preparation; affords you the ability to take practice exams on your schedule; and provide you with confidence in your ability to pass the PMP Exam.

All our Project Management Professional Course and Certified Associated of Project Management participants get FREE UNLIMITED access to our PMP exams and our CAPM exams respectively. You can also buy unlimited access to these exams for just $14.99.

PMP Exam Simulators offer the user the opportunity to fully prepare for and experience a “real” exam environment prior to sitting for the exam.

If you would like more information about our Exam Simulator, just email info@velopi.com and we will give you access to our FREE exams.

 

EGF Funded Training Courses

published 09/03/2012


Velopi has eligible courses in Project Management, certified by the Project Management Institute (PMI). The courses help to prepare for the PMP Certification Exam of the PMI, and are available to people previously employed in the building industry who are eligible for an EGF grant.

This is an opportunity for construction workers, who have been made redundant, to obtain grant aided re-training and to aquire and develop new skills more relevant to the current jobs market.

1. What is the European Globalisation Adjustment Fund (EGF)?

The EGF was established by the European Union (EU) in 2006 to enable individual Member States to provide assistance to workers made redundant as a result of major shifts in global trade patterns.
Since 2009, following a derogation to the governing EU Regulation, the EGF has also provided financial support for applications citing the global economic and financial crisis as the main reason for redundancy situations. However, this derogation expires on the 31st December 2011.

2.What does the EGF do?

The EGF provides co-financed assistance to individual Member States to provide programmes and services to workers made redundant as a result of the adverse impacts of globalisation. The types of services and programmes eligible for EGF support include career advice and guidance, education and training courses, and enterprise supports.

3.Can an individual or company apply for assistance from the EGF?

No. Individuals and companies cannot apply directly for financial assistance from the EGF. Applications for funding can only be made by the responsible authority in individual Member States. In Ireland, the responsible authority is the EGF Managing Authority in the Department of Education and Skills.

4.Can companies benefit from assistance from the EGF?

No. Only eligible redundant workers can benefit from services and programmes funded with EGF assistance.

5.Who is eligible for support from EGF?

To be eligible for support from the EGF individual redundant workers must meet a number of conditions.In the case of redundant construction workers they must have:

a. been made redundant between1st July 2009 and 31st March 2010

b. worked in one of three specified sectors within the overall construction sector

c. been identified in one to the three approved EGF Construction Applications.

All redundant workers eligible for support under the three EGF Construction Programmes will have been notified of their eligibility by letter. They will also have been provided with an EGF Eligibility Number.

6.Why am I being contacted now?

An application for financial assistance from the EGF was made initially on the 9th June 2010. It was subsequently disaggregated across three specific sectors within the construction industry on the 22nd February 2011. These three applications covered almost 9,000 redundant construction workers and apprentices and you were identified as an eligible worker or apprentice in one of these applications.
The three EGF construction applications were approved by the EU on the 14th November 2011. The Department have contacting you now to inform you that you are eligible for the services and programmes being funded with assistance from the EGF.

7. I was made redundant between 1st July 2009 and 31st March 2010 but have not received a letter notifying me that I am eligible for support from the EGF. Why?

There are two main reasons. First, you were not working in one of the areas of construction covered by the EGF construction applications. Second, your redundancy was not notified as a redundancy under Statutory Redundancy Legislation or you were not issued with an RP50.

8. I got a letter stating I’m eligible for support from the EGF but I am working at the moment. Am I eligible for assistance?

Yes. If you wish to access any of the services or programmes being funded by the EGF you should contact the EGF Construction Contact Centre. For training course options please view our list hereunder.

9.How can I check if I am eligible?

If you have not received a letter from the EGF Managing Authority in the Department of Education and Skills and still wish to check your eligibility you can contact the EGF Construction Contact Centre.

10.What can the EGF do for me?

In Ireland, the EFG funds a number of services and programmes. Examples include assistance with job search, career guidance, training and education courses, and enterprise supports.

11. What education or training courses can I do?

A list of the services and programmes being funded by the EGF can be found within the Services section of this site. You may also be eligible for assistance to participate in an education or training course that you believe will improve your employment and career prospects.

12. For how long can I receive assistance from the EGF?

Any course or service you wish to attend with assistance from the EGF must be completed on or before the 8th June 2012.

13. Can I keep my social welfare entitlements if I attend a course funded by the EGF?

To keep your welfare entitlements while attending an EGF supported education or training course you will need approval from your local social welfare office. The EGF Construction Contact Centre will assist you with this matter. For contact details please click here.

14. Will I get a training allowance?

No. There is no EGF-specific training allowance payable as such.

15. Will any expenses involved in doing an education or training course be covered?

As a matter of course, the EGF does not provide for expenses incurred in attending any EGF related training, guidance, or education courses. However, if you attend an approved education or training course that requires specific resources or equipment you may be able to recoup the costs involved. The EGF Construction Contact Centre will be able to advise you further on this matter.

For further information give Seamus a call on +353 21 240 6250 or email info@velopi.com
 

Update to PMI's Certification Exam Rescheduling and Cancellation Policy

published 02/03/2012

In recent days, the PMI have announced changes to the rules for the rescheduling and cancellation of Project Management Certification examinations which will come into effect on April 1st 2012. Here are the full details from the PMI:

PMI is implementing a new fee for the rescheduling and cancellation of Project Management Certification examinations. Effective 1 April 2012, at noon (Eastern Daylight Time), test takers who reschedule or cancel their exam within 30 calendar days of their scheduled appointment will be charged a fee of US$70.

Rescheduling fees are a means to better serve certification candidates by allowing for greater seating availability at Prometric Testing Centers.

Today, test center seating is available on a first-come, first-served basis, and there is no current rescheduling/cancellation fee. Candidates are able to reschedule or cancel their exams at any time as long as they do so before they are within two days of their scheduled exam appointment, at which point, the entire exam fee is forfeited if they cannot make the appointment.
While many candidates take their exams as scheduled, those who wait until the last minute to reschedule or cancel are "reserving" seats that could be used by others.

Based on testing industry best practice, this fee will help keep more seats open for those who intend to take their exams as scheduled.

The new rescheduling/cancellation fee applies to all of our certification exams and to computer-based tests (CBT) only, not to paper-based tests (PBT). Please note that the existing full-fee penalty will continue to be applied to candidates who do not reschedule or cancel their exam before two calendar days prior to their scheduled appointment.

PMI will endeavor to be flexible with candidates who cancel within the 30-day window due to extenuating circumstances. We will evaluate these situations on a case-by-case basis.

We want to make you aware of this update should questions arise in your exam prep courses. Please review this FAQ document if you need more details. Candidates are encouraged to contact Customer Care with additional questions.

If you require more information or if you would like to book one of our Project Management Training Courses please contact info@velopi.com or Call us on +353 21 240 6250.



 

Part11 Computer Validation Services

published 02/03/2012


Achieving and maintaining compliance with applicable GxP regulations such as FDA 21 CFR Part 11, GAMP5 and fitness for intended use by:

• the adoption of principles, approaches and life cycle activities within the framework of validation plans and reports
• The application of appropriate operational controls throughout the life of the system

We will produce a report and present our findings back to you. The next step is your decision. You may be able to justify the decision not to validate. The report will clearly outline what aspects of the system need computer systems validation or if a procedure would suffice. If may not need to be validated at all. If so, the decisions are justified and documented.

If validation of the computer systems is necessary, a phase 2 is executed. We can do computer system validation for you or direct your software validation engineers as to what needs to be done. We can supply you with the templates you need. Read More...

Contact us for further information on what we can do for your organisation.

Email: info@velopi.com

Phone: +353 (0)21 240 6250
 

Computer Systems Validation Training Dublin

published 02/03/2012


GAMP 5 CSV Training Courses in Dublin

This course guides you through the latest GAMP Guidance, providing you an understanding of current best practices for GxP compliant computerised systems in regulated environments.

Upon completion you will understand and be able to interpret the key requirements for your organisation, ensuring computerised systems within your organisation are fit for purpose and meet current regulatory requirements.

Venue: Camden Court Hotel
Dates:
24th & 25th May
Course Package includes:

• 2 Day GAMP 5 Computer Software Validation training course
• All Printed course notes
• Lunch each day of the course
• Refreshments during course

Email: info@velopi.com

Phone: +353 (0)21 240 6250

 

FREE PMP Exam Questions

published 24/02/2012

Free PMP® Questions

This is a sample of 10 PMP® questions. Test your knowledge!

Q1 Scope

A project stakeholder is trying to add some scope to your project. The project sponsor specifically said this scope was not part your project when the charter was signed. What should you do?

A-See if you have made enough progress that would allow this change to be made
B- See if you have any cash reserves that would allow this change to be made
C- Reject the request, the scope cannot be added
D- Talk to the sponsor again

Q2 Time

You are in the process of developing the schedule for the project, and have been given the following activity duration estimates. However, the project sponsors would like you to shave a few weeks off the project duration. Which activity should you shorten in order to reduce the overall duration of the project?

A-Activity W-End
B-Activity Start-S
C-Activity T-S
D-Activity T-X

Q3 Cost

You are a project manager who is in charge of a technical documentation project. The project is 30% complete after 2 months and has cost $53,000. The budget for the project is $90,000 and is scheduled to last 6 months. How is the project performing?

A- The project is behind schedule and over budget.
B- The project is ahead of schedule and under budget
C- The project is ahead of schedule and over budget.
D- The project is behind schedule and under budget.

Q4 Quality

Quality costs are the total costs incurred by investing in preventing non-conformance to requirements. Failure costs are often categorized into external and internal. Failure costs are also known as:

A-Sunk Costs
B-Indirect Costs
C-Cost of Poor Quality
D-Cost of Noncompliance

Q5 Human Resources

Theory X management is based upon an assumption that:


A- Quality improvements lie in the hands of quality circles
B- Profits are tied to meeting the project's baseline milestones
C- Absenteeism is tied to poor working conditions
D- Workers are inherently unmotivated and need strong guidance

Q6 Communications

You are holding a kick off meeting for the build out of a new data center. This will be the largest, most costly and most complex project you have worked on in your career. You have counted up the number of stakeholders, vendors and project team members to be 52. In order to stress to the group how important and difficult communication will be on the project you want to tell them how many channels of communication exist on the project. What would you tell them?


A-1326
B-2704
C-52
D-2625

Q7 Risk

Due to unforeseen circumstances your supplier has run out of the cement needed for your construction project. What is the BEST strategy for dealing with this issue?


A- Refer to the risk register.
B- Transfer the risk.
C- Implement the contingency response strategy.
D- Implement a workaround.

Q8 Procurement

You are working with your Procurement Department trying to decide whether to buy or lease an item needed in an upcoming phase of your project. The item costs $2000 plus $50 a day to run. You can rent it at a rate of $150 a day. How long will it take for the lease to match the purchase price?

A- 10 days
B- 20 days
C- 30 days
D- 40 days

Q9 Integration

As the project manager for the Walk Fast Shoes project, you are adding to the project charter to document the boundaries of the project. The BEST source of information at this stage of development is:

A- Lessons learned from past projects
B- Standard guidelines
C- Project sponsor
D- Various stakeholders

Q10 Professional Responsibility

You notice a mistake on one of the invoices going to your client from your company's accounts receivable department. You know your company is overbilling hours for last month, but you also know the customer is clueless and depends upon you to reconcile these invoices. Your best response to this would be:


A- Tell your A/R department that their invoice is wrong and make sure they correct the error at once.
B- Cover-up as best you can, since the customer will not know the difference, and probably doesn't care.
C- Ignore the situation; it is not your problem
D- Tell the customer that he will be getting an invoice that has a mistake on it and that he should take it up with the A/R dept.

Answers

Q1- C
Justification:

The best choice is to reject the change. The sponsor specifically did not want this scope as part of the project. Even if you have time or cash, they are not to be used for this purpose.

Q2-A
Justification:

Since the path "Start-T, T-S, S-W, W-End" has the longest duration, this path is considered the critical path of the project. In order to reduce the duration of the overall project, one should reduce the duration of the activities on the critical path. Hence, based on the available choices, one should reduce the duration of Activity W-End.

Q3-A
Justification:

The project is behind schedule; since after two months, less than one-third of the work is complete. It is also over budget, since more than one-third of the budget has been exhausted and there is two-thirds of the project left to go. This assumes that an equal amount of work has been planned for each month of the project.

Use Earned Value formulas:
Actual Costs (AC) = 53K.
Planned Value (PV) is 2 months into 6 months project i.e. one-third of 90k = 30k.
The Earned Value (EV) = 90k * .3 = 27k.
Cost Variance CV = EV – AC = 27k – 53k = -26k, minus implies over-budget.
Schedule Variance SV = EV – PV = 27k – 30k = -3k, minus implies behind schedule.

Q4-C
Justification:

Failure costs are also called cost of poor quality. PMBOK 4th. ed. pg. 195

Q5-D
Justification:
McGregor's Theory X theory states that workers are lazy and unmotivated and need to be excessively managed in order for them to be productive.

Q6-A
Justification:

Communication Channel formula is N(N-1)/2 where N=Number of people involved on the project. Number of communication channels is 52(52-1)/2 52*51=2652 2652/2=1326 PMBOK Pg. 253.

Q7-D

Justification:
In this situation, you would need to come up with a workaround. A workaround is similar to a contingency response strategy, but differs in that the risk was unexpected and a response was not planned prior to the risk event. Hence it will not be in the risk register. Contingent response strategy is a means to address specific identified risks through a formal process and provide resources to meet risk events if they occur. The question states the problem was unforeseen.

Q8-B

Justification:
The calculation is as follows. Let D = number of days.

150D = 2000 + 50D
150D - 50D = 2000
100D = 2000 => D = 20 days. So if you need the item for more than 20 days, it is cheaper to buy it.

Q9-C

Justification:
The project sponsor should be able to provide authoritative background information about the project. They will also refer you to the best contact for specific details. PMBOK 4th. ed. pg. 25

Q10-A
Justification:

It is best to handle the error yourself, before it gets as far as the customer. If he depends on you to manage invoices, you would be doing your job by handling it.




PMBOK, PMP, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Well how did you do? Need more help? Call us now!


         

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Project Management FETAC Level 6 Course

published 24/02/2012

Velopi Ltd are approved Training Providers with FETAC and that they have agreed and approved quality assurance systems in place for the design and delivery of training programs. This means that Velopi can offer to learners Project Management Courses which lead to FETAC awards on the National Framework of Qualifications (NFQ).
 
This module is a statement of the standards to be achieved to gain a FETAC credit in Project Management at Level 6. The module is designed to provide the learner with the
knowledge, practical skills and understanding required to operate effectively as a project manager or senior project manager.

On completion of this course, participants will be able to:

This is an introductory course that is beneficial for those who are new or have just entered project management. It may be of particular benefit to those who have been working in project teams and are now looking to enhance and expand their skill set and move into a project management position.
However, this is a course that can be customised to reflect the experiences and levels of participants.

For more details on this please contact Seamus on +353 21 240 6250 or email info@velopi.com

Only 3 Spaces Remaining on GAMP 5 Computer Software Validation Training Course - Dublin

published 17/02/2012


The main objectives of this course is to give attendees the ability to apply the GAMP® 5 approach to categorise software and hardware for a networked and configured computerised system.
THis course defines the appropriate engineering and life cycle activities and describes the suite of documentation required to maintain the system in a validated state.
The course provides an overview of the FDA and European requirements with practical exercises covering the implementation of those requirements. It covers the application of these requirements to the validation of both computer hardware and software systems used in Manufacturing, QA, Regulatory and the Control of Processes.
The GAMP 5 Computer Software Validation Training Course also covers the latest FDA Requirements and Guidance on Electronic Records and Signatures (21 CFR Part 11) and Quality Risk Management as applied to Computer Systems Validation. It gives guidance on leverage and management of suppliers and outsourcing to reduce the validation effort. The validation of Excel spreadsheets and other small bespoke applications is also covered.

Upon completion you will understand and be able to interpret the key requirements for your organisation, ensuring computerised systems within your organisation are fit for purpose and meet current regulatory requirements.

There are a limited number of spaces remaining on this course on February 23rd and 24th in Dublin.

Further Course Details are here: http://www.velopi.com/training/gamp5-computer-software-validation-dublin

Contact Seamus: info@velopi.com or 021 - 240 62 50




 

Microsoft® Project 2010 Courses (Level 1 & Level 2) Now Available at Velopi

published 10/02/2012

Due to popular demand we have opened up our successful Microsoft Project 2010 (Level 1 and Level 2) Courses to the public!

Ever wondered - How to use MS Project properly?

These Microsoft Project courses will allow the participant to create and manage a project schedule using Microsoft® Project 2010. Microsoft Project let's you stay informed and control project work, schedules, and finances, keep project teams aligned, and be more productive through integration with familiar Microsoft Office system programs, powerful reporting, guided planning, and flexible tools.

This Microsoft Project Training is designed for people who has an understanding of project management concepts, who are responsible for creating and modifying project plans, and who need a tool to manage those project plans.


For More Information : Microsoft® Project 2010 Level 1  

       Microsoft® Project 2010: Level 2

Contact Us: info@velopi.com

 

New dates for Dublin training course for Project Management Professional (PMP)®.

published 01/02/2012

The revised dates for the next 4-day Project Management Professional training course to be held in Dublin are:

March 15th, 16th, 28th, 29th.

If you would like to book a training course, or get support from one of our experienced PMP certified trainers, feel free to contact us.

T: +353 21 240 6250
E: info@velopi.com

It is highly recommended that you avail of a certified PMP training course to help you to study effectively and to gain PMP certification. See the benefits of our courses.

FREE Training via EGF Fund

published 31/01/2012

The European Globalisation Adjustment Fund (EGF) offers the opportunity of free training for unemployed construction workers.

To find out if you are eligible for the grant scheme, contact the EGF Construction Contact Centre.

To obtain EGF funding for a project management course, you must have been made redundant between 1st July 2009 and 30th March 2010 and the course must be completed before Friday, 8th June 2012.

Velopi has eligible courses in Project Management, certified by the Project Management Institute (PMI). The courses help to prepare for the PMP Certification Exam of the PMI, and are available to people previously employed in the building industry who are eligible for an EGF grant.

This is an opportunity for construction workers, who have been made redundant, to obtain grant aided re-training and to aquire and develop new skills more relevant to the current jobs market.

To prepare candidates for the PMP Certification Exam, Velopi holds PMI accredited project management training courses in Dublin, Cork and Limerick. The Project Management Professional (PMP®) certification is the most widely recognized certification available to Project Managers worldwide and offers an opportunity for construction workers to broaden and transfer their skills.

For more information on Project Management Courses which are eligible under the EGF scheme, contact Velopi at:

Velopi Ltd.
Building 4400
Airport Business Park
Cork
Ireland.
T: +353 21 240 6250
E: info@velopi.com

Velopi was recently approved by Further Education and Training Awards Council (FETAC) and the Project Management Institute (PMI).

published 18/01/2012

Velopi was recently approved by Further Education and Training Awards Council (FETAC) and the Project Management Institute (PMI).

Velopi was awarded FETAC approval on 11 October 2011. This means that Velopi Ltd are approved Training Providers with FETAC and that they have agreed and approved quality assurance systems in place for the design and delivery of training programs. This means that Velopi can offer to learners Project Management Courses which lead to FETAC awards on the National Framework of Qualifications (NFQ).
The National Framework of Qualifications (NFQ) provides a way to compare qualifications, and to ensure that they are quality assured and recognised at home and abroad. Individuals with qualifications recognised through the NFQ have advantages if contemplating moving abroad for further study or for employment. The National Framework of Qualifications places the learner at the centre of the education and training system in Ireland.

In recent years, an increased emphasis has been placed on the importance of qualifications being portable and recognisable, in both a European and an international context. In this respect, the NFQ is a national initiative that is linked in with similar developments that are taking place in other countries and at an overall International level.
The NFQ is significant for learners, providers and employers in this international context. The NFQ has aided the recognition of qualifications, not only for holders of NFQ awards travelling abroad, but also for those travelling to this country with qualifications gained outside the State.

Employers, in Ireland or abroad, can recruit from a larger group of potential employees when their qualifications are understood.

Qualifications recognised through the NFQ are quality assured. This means that the programme leading to the qualification, and the institution providing it, are reviewed regularly. Quality assurance is intended to ensure that all learners have a high quality learning experience regardless of where they study.
FETAC is soon to be amalgamated along with HETAC and the NQAI into the new Qualifications and Quality Assurance authority of Ireland.

The picture below shows Seamus Collins from Velopi receiving the award from at the awards ceremony in the Gresham Hotel, Dublin

Velopi Project Managment Courses, FETAC Certification Award Ceremony


Velopi is also a Registered Education Provider for the Project Management Institute (PMI). This means our quality systems and course content has been approved by the PMI as meeting their expectations. Velopi have expertise in getting people the internationally recognised Project Management Professional (PMP) certification.

Upcoming Project Management Courses:
Project Management Course Cork: 6/7/13/14th March 2012
Project Management Course Dublin: 15/16/28/29th March 2012
Project Management Course Limerick: 3/4/17/18th April 2012





To get more information on this or other Velopi training courses or services; please contact Velopi at info@velopi.com or 021 240 6250

 

6 Items to Achieve your PMP Certification

published 16/01/2012

 6 Items to Achieve your PMP Certification in 2012

The Project Management Institute (PMI) has developed a set of criteria and credentials for recognising Project Management Professionals (PMPs) worldwide. The credentialing process is rigorous, including: three to five documented years of work experience in project management, 35 hours of project management related training, and successful completion of the multiple-choice PMP Exam. The amount of material on the PMP Exam is vast and can seem overwhelming, but don’t be intimidated! Having and using the 6 items in this article will ensure you are prepared for and achieve optimal results in your exam.

1. PMP Credential Handbook

Including everything from an overview of the PMI certification program to exam policies and procedures, the PMP Credential Handbook is available for free online here. The first 20 pages of the handbook cover many exam basics and are a must-read for every potential examinee. Becoming familiar with the application process, payment policy, and examination administration rules will go a long way to making the actual exam day less stressful.

2. Time

The material on the PMP Exam is vast and detailed. This is not an examination you can “cram” for in a couple of weekends. Plan to take the exam after spending 10-12 solid weeks of studying for an hour or two nearly every day. Naturally, this schedule will have to be flexible enough to fit in with the rest of your responsibilities and commitments.

3. A Study Plan and Schedule

As project managers, we are well aware of the importance of a plan and schedule. Create a study schedule over 10-12 weeks that fits with the rest of your responsibilities. Depending on your job and household commitments, you may need more or less time. Take a practice exam to evaluate your weaknesses and consider spending more time on those areas. Be realistic in how much material you can cover each day and set weekly goals to track your progress. Don’t forget to include time for refreshing breaks and activities that you enjoy.

4. Training Course/Intensive 2 Day Bootcamp

It bears repeating: The PMP Exam covers a large amount of material in a relatively short period of time. Don’t be discouraged! While many project managers are able to successfully schedule their time to achieve optimal results, almost everyone can benefit from a training or intensive course.
It is highly recommended to participate in a training course or intensive bootcamp (revision) course in order to clarify any questions you may have, to focus your studies and also to get in touch with other people who are studying for the PMP exam. PMP Certified trainers also provide clarity and support, and have the experience of sitting the exam so are there to listen and help each individual candidate. Velopi provides support by email, phone and in person after the training courses as well as FREE unlimited access to the online exam simulator.
Our PMP Certified Trainers help divide the material into manageable portions and assist you in developing a successful schedule. Focused instruction over a specific timeline will help you meet your study goals and satisfies the required 35 hours of project management instruction.

5. Use the FREE Resources provided by Velopi

There are a number of areas in the PMP® Exam where questions are based on mathematical equations. To succeed in these question areas, all you need is to know the formulas and understand their application. Velopi’s PMP® Formulas Cheat Sheet provides a quick visual reference of all of the key formulas required for the PMP® Exam. 

Would you like to apply for PMP® Certification? Do you need help filling out the PMP® application form? This can be a daunting task, especially as PMI® request that the majority of applications are processed online. Unless you are properly prepared, it can take a lot of time and effort to collate and organize the information required. Consequently, mistakes are easily made and often result in applications being audited. This article will explain how to fill out a PMP® application form correctly.
One solution to this is to use a PMP® sample application form. Velopi's PMP® Experience calculator is an excellent tool to help organise, prepare and edit your project management experience. It guides you through the PMP® application process ensuring that the data you enter into the online PMP® application form makes sense. 

6. Exam Practice on Exam Simulator - Questions. Questions. Questions.

A large number of free PMP Exam sample questions are available from hundreds of resources on the internet. These free mock exams are a good start, but because they are free they will only go so far for you. You will also want to subscribe to an online PMP Exam Simulator to have access to the highest possible quality of samples.
Your study plan must include answering as many practice questions as possible including at least seven to eight complete 200-question practice exams. This type of preparation will help gauge your study progress and prepare you for the format of the real thing. You will be nervous on exam day, but becoming intimately familiar with types and formats of questions will help reduce anxiety and prepare you for success.

To sum up, there are a few simple things you can do to ensure you are prepared for the PMP Exam. Including these 6 items in your studies will reduce anxiety and eliminate stress associated with the exam day. Study hard and good luck!

If you would like to book a training course, or get support from one of our experienced PMP certified trainers, feel free to contact us.

T: +353 21 240 6250
E: info@velopi.com
 
 

Project Management Professional (PMP) & Software Validation Course Dates 2012

published 29/11/2011

The following are a list of our Project Management Professional (PMP) and Software Validation Courses lined up for Q1 of 2012.

We have had a number of bookings for these courses already, so if you are interested please get in touch soon to book your place.

Project Management Professional Courses Cork January 31st and February 1st, 7th, 8th (2012)

Project Management Professional Courses Dublin March 22nd, 23rd, 29th, 30th (2012)


GAMP5 Computer Software Validation Training Course  February 2nd and 3rd (2012)


For a full list of our training courses click here


To book your place on a project management professional or software validation course, Contact Us today!




 

Updated list of services on Velopi.com

published 11/10/2011

Velopi.com has recently undergone a number of updates, changes and improvements. We have updated our website with our full list of training, project consultancy, validation and software testing services.

Here is the full list of our services: 

Training

Project Consultancy

Validation

 Software Testing

Project Management Professional (PMP)®

Project Planning

Computer Validation

Software Testing Services

Project Management Professional (PMP®) 2 Day Exam Preparation Course

Project & Programme Management

Regulatory Auditing Services

Writing Software Testcase Cases

Certified Associate in Project Management (CAPM)®

Project Cost and Schedule Control

Process Validation

Software Test Management

Managing Projects

Project Recovery

Equipment Validation

Software Quality Assurance

Managing Project Risk

Project Management Outsourcing

Professional Outsourcing

 

Managing Outsourcing to Low Cost Centres

 

Project Management Office Setup

 

 

GAMP5 Computer Software Validation

 

 

 

Software Test Fundamentals

  

 

 

Advanced Software Testing

 

 

 



If you would like any further information on any of our services listed above, please do not hesitate to contact us.


T: +353 21 240 6250
E: info@velopi.com


Velopi Ltd.
Building 4400
Airport Business Park
Cork
Ireland.

 







 

Testimonials: What they are saying about Velopi

published 07/10/2011

Seamus andour team at Velopi love getting feedback as it helps us to improve our consultancy services, our training courses and our website! 

We receive feedback and evaluation through a variety of mediums some of which include post-course evaluation sheets, recommendations on LinkedIn, testimonials on our website and comments on our facebook and tweets to us on twitter! 

Here are just some of our most recent testimonials which we have recieved. We do not edit, enhance or delete ANY of our testimonials.
 

"I recently sat the PMP certificaton exam and would highly recommend Velopi's 4 day Advanced PMP preparation course. The training course was excellent and prepared me completely for the exam. Seamus was a great tutor with vast experience and real project examples that were extremely relevant. Seamus provided excellent follow-up support after the training and Velopi's online exam simulator was very helpful in preparing for the exam. I would strongly recommend this course to anyone interested in achieving PMP certification.” September 18, 2011

 

 

"I recently achieved PMP certification having completed the Velopi exam preparation course. I am happy to recommend Velopi. Seamus is an exceptional tutor. His course material is of a very high standard providing a thorough grounding in all of the PMBOK key knowledge areas.” August 22, 2011

 

 

"Velopi and Seamus Collins provide wonderful training. Seamus is an enthusiastic and exceptional teacher and gets the whole class involved in getting the most from each lesson. His teaching is very structured, focussed and informative and yet responsive to the needs of each individual in the class. His enthusiasm and personal support helped me to pass the exam and obtain certification. I am very grateful for all his help.” August 19, 2011

 

 

"I recently received my PMP certification after completing the 4 day preparation course at Velopi. I found the course to be an invaluable tool toward gaining certification and would highly recommend it to anyone. Seamus proved to be an excellent tutor and consistently provided support and information following the course up to the day of my exam.” August 17, 2011

 

 

"I recently received PMP certification after attending the PMP course with Velopi. I found the course format and exam simulator excellent tools in preparing for the exam. I must give credit to Seamus the course lecturer who was very professional and maintained a good learning environment over the 4 day course. I have since recommended Velopi to many of my friends and collegues who are interested in preparing for the PMP certification.” August 16, 2011

 

 

"I recently obtained PMP certificaton and would highly recommend Velopi's 4 day Advanced PMP preparation course. Seamus is a great tutor with real world experience that was extremely relevant.
Seamus provided excellent follow-up support after the training and Velopi's online exam simulator was very helpful in preparing for the exam” August 15, 2011

 

 

"My recent attainment of PMP Certification was greatly aided by the excellence of Velopi’s training course content, delivery and mentorship. The process took just one month from first introduction to the process formalities to exam completion. I would unhesitatingly recommend Velopi’s personnel and methodology” July 28, 2011

 

 

"Having decided to move 'sideways' in my career, I wanted to consolidate my project management skills in order to increase the opportunities available to me.
Seamus Collins from Velopi was recommended to me by someone I trust and I passed the PMP exam first time. Seamus delivers PMP exam training in a clear, concise manner. The 4 test exams he provides via his website are invaluable.
Velopi delivered on the promise of taking me from the application process through to success at the PMP certification exam.
Do you want to get the PMP qualification first time?
I highly recommend taking the PMP course with Velopi and Seamus Collins.” July 22, 2011

 

 

If you would like to read more testimonials or add your testimonial just email info@velopi.com




 

 

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2 Day PMP Certification Preparation Course Cork

published 04/10/2011

PMP Bootcamp Refresher Course November 8th & 9th


Have you attended a Project Management Course in the past and never quite got around to sitting that Project Management Exam and gaining your PMP certification?

Well, never mind because we have a PMP Bootcamp Refresher Course in Cork in November, just for you! It is the Project Management Professional Course covered in 2 days. It is an intense revision course and will prepare you for the PMP exam.

The Project Management Professional (PMP)® certification is the most widely recognised certification available to Project Managers worldwide.

Our Project Management Professional (PMP®) 2 Day Exam Preparation Course in Cork is proving very popular indeed with places filling up faster than expected. Our course is 2 days long, plus individual coaching and unlimited exam simulator access.

Date: November 8th & 9th
Location: Cork International Airport Hotel
Cost: €600

So, if you are interested in this course or any other of our courses email info@velopi.com today and if you book this course before the 11th October, we will give you €100 OFF the price!
 
 

Don't forget to Like Velopi on Facebook, Follow Velopi on twitter and Link with Velopi on LinkedIn






Email: info@velopi.com
Call Seamus: +353 21 240 6250
Velopi Ltd.,
Building 4400,
Airport Business Park,
Cork,
Ireland.

 

Equipment Qualification (EQ)

published 04/10/2011

Notes on Equipment Qualification

Equipment Qualification is the final series of inspections and tests to ensure that critical requirements necessary for related product quality are satisfied and that documents and procedures necessary to properly operate and maintain the system are in place.
Critical requirements may be derived from system User Requirements Specifications, transfer reports and manufacturing instructions.
Examples of critical installation requirements may include product contact material and instrument accuracy. Examples of critical operating requirements may include temperature and fill weight accuracy. Systems having at least one critical requirement are subject to Equipment Qualification.

Principles of Equipment Qualification (EQ)

The extent of qualification activities will vary depending on the specific function of the equipment being qualified. Equipment may require IQ only, IQ/OQ, or IQ/OQ/PQ. The number and type of specific inspections and tests will be dependent on the complexity of the system & it’s impact on product quality.

Assessment of systems should include an evaluation of system components and functions to determine impact on product quality. These should take into account User Requirements, (when available), Critical Process Parameters, (CPPS), and Critical Quality Attributes, (CQAs) related to system use. The intent of these evaluations should be to ensure that appropriate inspections and tests are prescribed for each system element.

Records of assessments should become part of the validation files. They may be included in the Validation Plan or Equipment Qualification Protocols.
 

Installation Qualification (IQ)


IQ ensures that the equipment as installed, meets the User Requirements and that critical installation requirements have been verified.
Installation Qualification requirements could include the following: -

 

Operational Qualification (OQ)

Operational Qualification ensures that the equipment as installed meets the User Requirements and that critical operational requirements have been verified.
OQ generally will consist of a test or series of tests designed to challenge critical operating requirements and alarms such as speed, pressure, temperature, flow rate etc, against pre-determined Acceptance Criteria. The duration of the tests should be adequate to ensure system capability to achieve desired performance while experiencing variations that might be expected to occur in normal use.
The operational ranges of testing should include a set of conditions encompassing upper and lower operating limits.
Operational Qualification requirements may include:-


Performance Qualification (PQ)

 

The purpose of PQ is to qualify the operation of a system of multiple units that may have undergone separate IQ/OQs.
The PQ of critical utilities should involve an extended monitoring and sampling program to demonstrate system performance.
PQ requirements are analogous to the OQ requirements listed above but should focus on integrated system performance. Read More...


Velopi can provide customers with the technical and management expertise needed to deliver projects. Either on-site with the customer or off-site; we provide an experienced, flexible & cost effective solution to either short term or long term needs. We provide a wide range of services to the Pharmaceutical & Medical Device industry globally.

Contact usfor further information on what we can do for your organisation.

Email: info@velopi.com

Phone: +353 (0)21 240 6250
 

Velopi at MEDTEC Cork Event

published 04/10/2011

Ireland’s Only Event for the Medical Device Manufacturing Market

MEDTEC Ireland, the knowledge bank for medical device technology professionals, has moved to Cork for 2011. As the second largest hub of medical device manufacturing in Ireland, Cork has long been in our sights as an ideal location for a MEDTEC event.

With over 80 exhibitors showing best-in-class technologies, tools and tips for world-class medical device manufacturing strategies – coupled with a high-powered conference visitors to this year’s exposition - will have plenty to see and hear to help them build/retain their cost-effective and efficient manufacturing and supply-chain solutions.

Even amidst the economic downturn the global consumption of medical devices has continued to rise. Growing at an average rate of 9% per annum and driven by the changing demographic of a globally ageing population, medical device manufacturers continue to invest in manufacturing that serves an increasingly diverse market.

Nowhere has the search for medical device manufacturing excellence become more apparent than in Ireland. The Emerald Isle's aggressive package to attract inward investment has resulted in the establishment of manufacturing facilities for 15 of the world's top 20 medical device manufacturers.

During the past few years the emphasis in Ireland has changed from a low-cost manufacturing base to a centre of R&D excellence for the medical device industry. The requirement for up-to-date knowledge and learning in the fields of materials, technology and manufacturing has never been greater. This is particularly apparent in Cork where both pharmaceutical and medical device manufacturers have invested heavily in R&D facilities.

Come visit Velopi (Stand 218) at the MEDTEC event in Cork – tweet us, like us on facebook or link with Velopi and we will send you FREE tickets to this fantastic event!

Alternatively, email info@velopi.com or call: +353 21 240 6250



 

New PMP Exams available on MyPMP

published 16/09/2011

New PMP Exams available on MyPMP

The Project Management Professional (PMP)® credential examination has been revised based on updates to the professional role of a PMP® credential holder recently found by PMI’s Role Delineation Study (RDS).

PMP Exam Changes

Project managers pursuing the credential or preparing for the exam should be aware that approximately 30 percent of the PMP exam has changed. As a result of the RDS, the Professional and Social Responsibility content area (Domain 6) is now included in every domain rather than a separate domain on the examination.

The recognition obtained through the RDS is that professional and social responsibility is integrated into all of the work of project management. PMI’s Code of Ethics and Professional Conduct should therefore be viewed as now integrated into the day-to-day role of a project manager, emphasizing its importance in each phase of the project lifecycle.

However, education and experience eligibility requirements for the PMP credential will not change.Velopi now have updated PMP exams on our exam simulator.

Project Management Professional (PMP®) Courses Dublin, Limerick and Cork

published 07/09/2011

Our Project Management Course Dublin (starting September 19th) is now FULL. The next course dates will be added to our home page later in the week.

Be sure to book early to avoid dissapointment as our early booking discount of €100 is very popular!! 

We have the following Project Management courses lined up for Q4.
The normal course booking fee is €1200, which includes;

• 4 Day Project Management Professional (PMP®) training course
• All Printed course notes
• Lunch each day of the course
• Refreshments during course
• Professional Assistance in completion of the PMP Application online
• Support from one of our PMP qualified tutors leading upto and after the PMP Exam

Book early to avail of our €100 early booking discount and get your place on Velopi’s Project Management Professional (PMP®) preparation course for only €1095.

Upcoming Course Dates:

Project Management Courses
Cork:

October 13th, 14th, 20th, 21st


Project Mangement Courses
Dublin:

September 19th, 20th, 26th, 27th FULL
November 21st, 22nd, 28th, 29th


Project Mangement Courses
Limerick:

October 11th, 12th, 18th, 19th



Velopi is an approved provider of project management training by the Project Management Institute (PMI). As a PMI Registered Education Provider (R.E.P.), Velopi's training courses have been reviewed against PMI's Quality Assurance guidelines.


We are one of the top project management training partners in Ireland we a long list of satisfied corporate clients ranging from Pharmaceutical to Medical Device companies. See what Our Customers have to say about us here!

Upcoming Project Management Professional (PMP®) Courses

published 22/08/2011

Upcoming Project Management Professional (PMP®) Courses


We have the following Project Management courses lined up for Q4.
The normal course booking fee is €1200, which includes;

• 4 Day Project Management Professional (PMP®) training course
• All Printed course notes
• Lunch each day of the course
• Refreshments during course
• Professional Assistance in completion of the PMP Application online
• Support from one of our PMP qualified tutors leading upto and after the PMP Exam

Book early to avail of our early booking discount and get your place on Velopi’s Project Management Professional (PMP®) preparation course for only €1095.

Upcoming Course Dates:
Project Management Courses
Cork:

October 13th, 14th, 20th, 21st


Project Mangement Courses
Dublin:

September 19th, 20th, 26th, 27th
November 21st, 22nd, 28th, 29th


Project Mangement Courses
Limerick:

October 11th, 12th, 18th, 19th

 

Velopi is an approved provider of project management training by the Project Management Institute (PMI). As a PMI Registered Education Provider (R.E.P.), Velopi's training courses have been reviewed against PMI's Quality Assurance guidelines.


We are one of the top project management training partners in Ireland we a long list of satisfied corporate clients ranging from Pharmaceutical to Medical Device companies.


 

How to Become a Certified Project Management Professional (PMP®)

published 03/08/2011

How to Become a Certified Project Management Professional (PMP®)

Becoming a PMP is not a difficult thing to do. This article will explain how to get PMP certified the easy way. In response to queries looking for material titled “PMP Certification for Dummies”, we have written this document to outline the basic information in relation to the credential and its attainment.

Follow the guidance below and this will help you to get PMP certified!

The PMP exam
The PMP exam is based on the Project Management Institutes PMP Examination Specification. The PMP exam consists of 200 multiple choice questions which deal with the 6 respective Project Management Processes. These are;
 

 

1. Initiating the project (11%)

2. Planning the project (23%)

3. Executing the project (27%)

4. Monitoring and controlling the project (21%)

5. Closing the project (9%)

6. Professional and social responsibility (9%)


To pass the PMP Exam, candidates need to score 106 out of 175 questions. Please note that 25 random questions within the exam are unmarked.

The Project Management Institute PMI
PMI serves practitioners and organizations with standards that describe good practices, globally recognized credentials that certify project management expertise, and resources for professional development, networking and community.*

PMP Certification Prerequisites
To apply for the PMP, you need to have either:

• A four-year degree (bachelor’s or the global equivalent) and at least three years of project management experience, with 4,500 hours leading and directing projects and 35 hours of project management education.

OR

• A secondary diploma (high school or the global equivalent) with at least five years of project management experience, with 7,500 hours leading and directing projects and 35 hours of project management education.

We will provide an excel template and guidance to assist you in compiling your Project Management experience for the PMP Exam Application form.


How to get PMP certified
To get certified, you will need to sit and pass the PMP Exam. Once you pass the exam and receive your results you will be added to the list of PMP credential holders worldwide.

New PMP Exam format
According to the PMI approximately 30% of the exam will change (August 31st). The Professional and Social Responsibility content area (Domain 6) will now be tested in every domain rather than as a separate domain previously.

1. Initiating the project (13%)
2. Planning the project (24%)
3. Executing the project (30%)
4. Monitoring and controlling the project (25%)
5. Closing the project (8%)


PMP Exam and Certification Costs
The combined cost for both the PMP Exam and all Certification costs are

• $555 for non-PMI members
• $405 PMI members

PMP Exam and Certification preparation
In order to prepare for the PMP Exam, candidates should enroll on a PMP Preparation or revision course; click here for information about Velopi’s PMP Preparation Courses. Following this course, they should practice with Velopi’s 800 PMP Question Exam Simulator.

How much time does it take to prepare for the PMP Certification Exam
The amount of time required to prepare for the PMP Certification Exam depends very much on the candidate, the academic background and other commitments. A guide to preparation time would be 4 weeks study after attending Velopi’s PMP Preparation Course, but again this is dependant on the individual.






* Taken from Project Management Institute Website

Download .pdf version

PMP Examination to Be Updated in August 2011

published 03/08/2011

The PMP exam will be updated as of 31 August. This means that the last day to take the current PMP exam in 30 August. For those you out there thinking of taking the PMP exam this year, it’s worth remembering that a new version of the exam will be issued. So if you’re planning on taking the PMP exam on 30 August or after that date, you will be doing a significantly different exam!

Why is this? These modifications are based on updates to the professional role of a PMP credential holder recently found in PMI's Role Delineation Study (RDS).

Every 5-7 years the Project Management Institute (PMI) reviews the PMP credential to ensure it is up to date with the current needs and trends of project management practices. After collecting information from more than 3,000 certified PMP’s, PMI have produced an updated version of the exam.

In this blog post I’ll run through some of the major changes in the PMP exam and in doing so answer some of the commonly asked questions we’ve being getting here at Velopi.

Although the role has changed and the exam content will change a bit to reflect the updated role, the education and experience eligibility requirements for the PMP remain the same.

Following the latest update to the PMP exam, approximately 30% of the exam will change. If you already hold PMP certification, fear not! The new changes will not affect your current credential. According to the PMI, the eligibility criteria and application process for the PMP exam will also remain unchanged. Only the multiple-choice examination content of the exam will be amended.

One of the major updates involves the Professional and Social Responsibility content area (Domain 6). This will now be tested in every domain rather than as a separate domain. Or to quote the PMI, “PMI’s Code of Ethics and Professional Conduct is now integrated into the day-to-day role of a project manager, emphasizing its importance in each phase of the project lifecycle.”

Candidates should, however, continue to study the Fourth Edition of the PMBOK Guide. The update to the exam will not affect the study guide. A new version of the PMBOK guide is scheduled to be released sometime in 2012.

Participants in Velopi’s training courses who may be affected by the exam changes will be fully briefed by a certified PMP tutor. You can read more about this topic on the PMI website.

Remember, do not hesitate to contact us in a variety of ways: facebook, twitter, email or by phone!
 

Delivery of PMP Exam Results

published 27/07/2011

As you know, the new Project Management Professional (PMP)® examination will be released on 31 August 2011 as a result of the recent Role Delineation Study (RDS). The PMP® RDS is the foundation on which this professional certification is based.

The RDS defines what project managers do, how often they do it and how important their work is. As the RDS is updated, there are resulting updates to the examination questions and process areas in the PMP examination application.

PMI strongly recommends PMP candidates who have prepared for the current exam to schedule their exam on or before 30 August.

Delivery of Exam Results

As PMI transition to the new examination, they must update the examination reporting processes. This means for a short period of time examination results will not be available immediately following the examination. There will be a 4–6 week period between taking the examination and receiving the results via email. The delay is necessary any time an exam changes to validate the new examination structure. In particular, please note the following details about the delivery of the examination results.

• PMP candidates who take the updated computer-based examination on or after 31 August will not receive immediate results at the Prometric testing center.

• PMP candidates taking the updated paper-based examination can also expect a delay in receiving their examination results.

• Once PMI validates the new examination structure (by mid-October) we will be able to resume providing individuals with immediate results at the Prometric testing center.

• Each PMP candidate will receive a communication to notify them when their results are available at PMI.org.

• All candidates can expect to receive their examination results by mid-October.

If you have any further queries, please contact us.

seamus.collins@velopi.com
 

Changes to PMP Application

published 27/07/2011

For candidates who are getting ready to apply for the PMP, the application will be updated to reflect the current role of the project manager revealed in the new RDS.

• In the past, PMI has required PMP candidates to track and report their hours of experience leading and directing projects for each task within the RDS.

• On 31 August, PMI will update the PMP application to require candidates to track and report their hours for each domain (Process Group) within the RDS.

• Any candidates who have an application in progress at the time the change is made will have their experience hours migrated to the new application, so that no data is lost.

• Please refer to the PMP Handbook on PMI.org for more detailed instructions.

If you have any further queries, please contact us

info@velopi.com

The value of a concise Project Management Professional (PMP)® Cheat Sheet

published 05/07/2011

There are a number of areas in the PMP® Exam where questions are based on mathematical equations. To succeed in these question areas, all you need is to know the formulas and understand their application. Velopi’s PMP® Formulas Cheat Sheet provides a quick visual reference of all of the key formulas required for the PMP® Exam.

This information is also very useful for a PMP® braindump. When you are sitting in the exam centre prior to beginning the PMP® exam, you will have 15 minutes to get used to the environment. You can use this time to quickly dump all of the information onto the paper provided in the examination centre.

By learning Velopi’s PMP® Exam Cheat Sheet, you will be able to quickly replicate the PMP® Formula Cheat Sheet from memory. This will help you succeed in relevant PMP® exam questions.

If you would like a copy of our Free PMP® Exam Cheat Sheet, please email info@velopi.com.

If you have any queries or require further help with Velopi’s PMP® Cheat Sheet please contact

Seamus Collins
seamus.collins@velopi.com


PMBOK® Guide, PMP®,PMI® are registered trademarks of the Project Management Institute.


12 Step guide to completing the Project Management Institutes (PMI)® Project Management Professional (PMP)® online application correctly the first time.

published 04/07/2011

Would you like to apply for PMP® Certification? Do you need help filling out the PMP® application form? This can be a daunting task, especially as PMI® request that the majority of applications are processed online. Unless you are properly prepared, it can take a lot of time and effort to collate and organize the information required. Consequently, mistakes are easily made and often result in applications being audited. This article will explain how to fill out a PMP® application form correctly.

One solution to this is to use a PMP® sample application form. Velopi's PMP® Experience calculator is an excellent tool to help organise, prepare and edit your project management experience. It guides you through the PMP® application process ensuring that the data you enter into the online PMP® application form makes sense.

Email us at info@velopi.com for a copy of our free PMP® Experience Calculator.

The following 12 steps will take you through our PMP® Application help process;


PMP Application Form Preparation;

Step 1 – Download the following items
• Velopi’s PMP® Experience Calculator.
• PDF version of PMI’®s PMP® Credential Application form and print a hardcopy. (Always complete in hardcopy prior to online application process.)

Step 2 - Start by completing page 1 of the PMP® exam application form by giving your name. Please ensure that you use the same name as the valid identification you will bring to the exam. If your passport states “John J. Smith” then use this on the PMP® application form. When adding a billing address, ensure that it matches the billing address on your credit card statement.

Step 3 – Add Educational information. Only use the highest level of education attained at the time of preparing your PMP® credential application.

Step 4 – Select projects you are using for your PMP® application and complete Section 1 of the Experience calculator. This section will calculate the total hours spent on each project. Next fill in grey cells with project start and finish dates, name of project and duration of project (months).

Be careful not to include time spent working on two projects in parallel – do not double count hours. All overlapping projects must have the correct amount of hours allocated to each project. If your total hours do not meet the following criteria then you do not have sufficient experience to apply for the PMP® credential

• With a baccalaureate degree – 4500 hours
• Without a baccalaureate degree – 7500 hours

 

Figure 1 – Section 1 (Project Details) of Velopi’s PMP® Experience Calculator

 

Step 5 – You can now move to Section 2 where you will need to input the hours you have spent on each project leading and directing project tasks in each of the project management process groups. Take each project task for each project and estimate the hours you spent completing this task and enter the value into the grey cells in the spreadsheet. Do this for all tasks working your way down through each process for every project. This takes some time but once complete the PMP® Application form is nearly finished.


Figure 2 – Section 2 (Project Tasks) of Velopi’s PMP® Experience Calculator

 

Step 6 – Section 3 will give you a summary and enable you to check the hours you have entered. Take your time to ensure that the hours totaled for each project match in each section. Errors here will probably result in your application being audited.

 


Figure 3 – Section 3 (Experience Summary) of Velopi’s PMP® Experience Calculator

 

Step 7 - Once you have completed the experience verification you will need to summarise the project tasks that you led and directed on each project in a short 500 character description in the hardcopy application form.

PMI Application Hardcopy Preparation

Step 8 - Complete step 4 & 5 for all projects using the results from Velopi’s PMP® Experience Calculator.

Step 9 - Complete Project Management Education section with minimum of 35 hours project management training/education.

PMI Online Application Form Completion

Step 10 - Once you have completed the hardcopy, check it against the spreadsheet and ensure that all hours allocated to project tasks match and that the sub-totals are correct.

Step 11 - Carefully transfer information from hardcopy PMP® Application Form to the PMP® Online Application Form.

Step 12 - Finally complete and submit Online PMP® Application Form.



This PMP® Experience calculator is not endorsed by PMI® and is provided to assist in the collation of data while preparing the PMP® application form.

If you have any queries or require further help with the PMP® Application forms please contact


Seamus Collins
seamus.collins@velopi.com


PMBOK® Guide, PMP®,PMI® are registered trademarks of the Project Management Institute.

 

Job Opportunity - Experienced Project Manager

published 01/07/2011

Velopi Ltd requires an experienced project manager is required to lead a new project in Galway

THE ROLE:


REQUIREMENTS:

If interested, send your CV to vacancies@velopi.com or call Seamus 086 8102111

Job Opportunity - Equipment Validation Engineers

published 01/07/2011

Velopi Ltd requires Equipment Validation Engineers to supplement existing team for contracts on client sites.

We require 2 engineers for 5 month contract in Cork.

Typical duties include:

* Write, review, execute all documentation associated with equipment (URS, Specs, protocols, Reports etc) in a Medical Device company
* Typical equipment includes sealing m/c's, crimping, fishman dispenser etc.



Person Specification:

* Education in Engineering or equivalent
* 5+ yrs Industry experience in Medical Device or Pharmaceutical industry in validation role
* Experience with GAMP 5 guidance
* Good estimation ability to scope subsequent validation work.
* Candidate should be proactive and work on their own initiative
* Accurate and methodical
* Strong communication skills – written and oral


If interested, send your CV to vacancies@velopi.com or call Seamus 086 8102111

Job Opportunity - System Test Engineer with Finance

published 01/07/2011

We require a System Test engineer with Finance application experience for a Cork contract role:

Skill Set & experience required:


Personal Skill Set Required:

Project Management Institute (PMI)® Credentials – Professional Certification for Project Managers

published 21/06/2011


Professional certification in Project Management can lead to increased career and employment opportunities. The Project Management Institute (PMI)® offers a wide range of Certifications to suit every level of project management practitioner. Achievement of PMI® certification demonstrates a candidate’s knowledge and experience and provides formal internationally recognized acknowledgement of their project management abilities.

The Project Management Certifications offered by the Project Management Institute are;

• Project Management Professional (PMP)®
The Project Management Professional (PMP)® credential is an internationally recognized certification which demonstrates a Project Managers ability to effectively lead and direct projects. It is the standard certification for most practicing Project Managers and increases their marketability to employers and career options.

• Certified Associate in Project Management (CAPM)®
The Certified Associate in Project Management (CAPM)® credential is aimed at project team members and is considered an entry-level certification. It is suitable for project team members who require an understanding of the fundamentals of project management based on the Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008

• Program Management Professional (PgMP)®
The Program Management Professional (PgMP)® credential is aimed at experienced program managers. Achievement demonstrates a proven aptitude in program management and the ability to manage multiple complex projects simultaneously.

• PMI Scheduling Professional (PMI-SP)®
The PMI Scheduling Professional (PMI-SP)® credential is a specialized certification aimed at specialized project scheduling. It is internationally recognized and demonstrates excellent scheduling abilities

• PMI Risk Management Professional (PMI-RMP)®
The PMI Risk Management Professional (PMI-RMP)® credential is a specialized certification aimed at specialized Project Risk Management.

Velopi Ltd provide Project Management Training courses in preparation for all of the above PMI® project management credentials. If you have any further questions relating to PMI® Certification or training courses in preparation for the PMI® exams, please contact us for further information.

We run regular Project Management and PMP® Exam Preparation courses in Cork, Dublin, Galway and Limerick, so take that next step in your career, secure a Project Management credential and open the door to your future!





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.










Project Management Professional (PMP)® Examination to Be Updated in August 2011

published 16/06/2011

The PMP® exam will be updated as of 31 August. This means that the last day to take the current PMP® exam of 30 August. For those you out there thinking of taking the PMP® exam this year, it’s worth remembering that a new version of the exam will be issued. So if you’re planning on taking the PMP® exam on 30 August or after that date, you will be doing a significantly different exam!

Why is this? These modifications are based on updates to the professional role of a PMP® credential holder recently found in PMI®'s Role Delineation Study (RDS).

Every 5-7 years the Project Management Institute (PMI)® reviews the PMP® credential to ensure it is up to date with the current needs and trends of project management practices. After collecting information from more than 3,000 certified PMP®’s, PMI® have produced an updated version of the exam.

In this blog post I’ll run through some of the major changes in the PMP® exam and in doing so answer some of the commonly asked questions we’ve being getting here at MyPMP.ie.

Although the role has changed and the exam content will change a bit to reflect the updated role, the education and experience eligibility requirements for the PMP® remain the same.

Following the latest update to the PMP® exam, approximately 30% of the exam will change. If you already hold PMP® certification, fear not! The new changes will not affect your current credential. According to the PMI®, the eligibility criteria and application process for the PMP® exam will also remain unchanged. Only the multiple-choice examination content of the exam will be amended.

One of the major updates involves the Professional and Social Responsibility content area (Domain 6). This will now be tested in every domain rather than as a separate domain. Or to quote the PMI® , “PMI®’s Code of Ethics and Professional Conduct is now integrated into the day-to-day role of a project manager, emphasizing its importance in each phase of the project lifecycle.”

Candidates should, however, continue to study the Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008. The update to the exam will not affect the study guide. A new version of the PMBOK® Guide is scheduled to be released sometime in 2012.

Participants in Velopi’s training courses who may be affected by the exam changes will be fully briefed by a certified PMP® tutor. You can read more about this topic on the PMI® website.

Remember, do not hesitate to contact us in a variety of ways: facebook, twitter, email or by phone!





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® Exam Topic - HR - Teamwork

published 15/06/2011

HR (Human Resources) is considered to be one of the “easier” exam topics – however still requires attention before sitting your PMP® Exam as it is a frequently asked question in the exam. At our recent Limerick PMP® Exam Preparation Course, we discussed some of the following aspects of HR for the PMP® Exam.

What are the characteristics of an effective team?
Here are just a few attributes of a successful team:
• High level of commitment to common and inspiring goals/vision
• Team are innovative and creative
• Roles and responsibilities are clearly defined
• Conflict can lead to better results
• Effective communication systems
• Trust and co-operation exist
• Everyone opinion is heard and valued
• Project members are empowered
• Appreciation and praise is the norm
• Success is celebrated

What are the characteristics of an ineffective team?
Some of the features of a problem team:
• No direction – lack of clear objectives
•Divergent outlooks
•Team leadership issues
•Communication issues
•Frustrations and issues raised outside meetings
•Decisions are slow and imposed
•No listening – score settling
•Politics & Gossip
•New ideas rejected – people stop suggestions
•A few talk the mostErrors are punished


If you have any other Project Management related questions that you would like us to answer just ask us on Velopi on Facebook, follow us on twitter or drop us an email info@velopi.com




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® Exam - Types of Questions

published 10/06/2011

Today, we’re going to run through some of the different types of questions you may be asked in the PMP® project management exam. The ability to recognize and deal with each type of question will significantly increase your chances of attaining PMP® certification. All PMP® sample questions on our exam simulator are based on these question types.

Formula Based Questions:
Obviously, these questions are based on the approximately 50 formulas one must know for the PMP® exam. It is very important to learn these formulas inside out and to actively practice using the formulas. Our courses will give you methods to understand these formulas. These techniques will make them easy to remember. Formula based questions are really good in multiple-choice PMP® questions in that there is a right answer once you plug the values into the formula.

Situational Based Questions:
These questions test your ability to apply theoretical knowledge to real life project management scenarios. They can be quite long, involve a lot of reading and therefore, time. It’s important to quickly recognize what is important in the question and be able to ignore the unnecessary information that will almost certainly be thrown in to confuse you.

Knowledge Based Questions:
These questions may ask you to identify the meaning of a project management scenario based on the information provided. They are quite broad in nature. For example, you could get a question where you are asked to find the exception within the four answers given or you may be asked to name a type of chart or diagram. E.g. The Pareto Chart.

Interpretational Questions:
Interpretational questions give you a description of a situation and ask you about the best options to take. For example, they could give you a situation where a project is behind schedule and ask you to pick the best option a project manager should take to make up the lost time.



Remember: If you have any other Project Management related questions or comments, just write under this blog, ask us on Velopi on Facebook or follow us on twitter!




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Job Opportunity - Equipment Validation Engineers

published 02/06/2011

Velopi Ltd requires Equipment Validation Engineers to supplement existing team for contracts on client sites.

We require people for 3 and 6 month contracts in Cork.

Typical duties include:

Person specification:


If interested, send your CV to vacancies@velopi.com or call Seamus 086 8102111

Project Management Professional (PMP)® Exam Topic - Conflict Management

published 30/05/2011

Conflict Management is a frequently asked question under the Human Resources section of the PMP® Exam.

Some of the most common sources of conflict in a project team environment include schedules, project priorities, resources, technical opinions, administrative procedures, cost and personality.

What are some of the most commonly used Conflict Management Techniques?

• Withdrawing/Avoiding: Retreating from an actual or potential conflict situation.

• Smoothing/Accommodating: Emphasizing areas of agreement rather than areas of difference.

• Compromising: Searching for solutions that bring some degree of satisfaction to all parties.

• Forcing: Pushing one’s viewpoint at the expense of others, offers only win-lose solutions.

• Collaborating: Incorporating multiple viewpoints and insights from differing perspectives; leads to consensus and commitment.

• Confronting/Problem Solving: Treating conflict as a problem to be solved by examining alternatives; requires a give-and-take attitude and open dialogue.



If you have any other Project Management related questions or comments, just write under this blog, ask us on our Velopi on facebook page or follow us on twitter!




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® Exam Topic - Human Resources

published 27/05/2011

HR (Human Resources) is considered to be one of the “easier” exam topics – however still requires attention before sitting your PMP® Exam as it is a frequently asked question in the exam.

At our recent Dublin PMP® Exam Preparation Course, we discussed some of the following aspects of HR for the PMP® Exam.

What are the different Leadership Styles?

* Directing: Telling others what to do
* Facilitating: Co-ordinating the input of others
* Coaching: Instructing others
* Supporting: Providing assistance during the project
* Autocratic: Making decisions without input
* Consultative: Inviting ideas from others
* Consensus: Problem solving within group; decision making based on group agreement

What does the Human Resource Plan Include?

HR Plan includes Enterprise Environmental Factors, Organisational Process Assets and Activity Resource Requirements.

The following are just a couple of definitions found in the Human Resource Plan:

RAM - Responsibility Assignment Matrix: RAM is used to illustrate connections between work packages and project team members.

RACI - Responsible, accountable, consult, inform: Shows all the activities associated with one person and all people associated with one activity.

OBS - Organizational Breakdown Structure: Hierarchical-type chart which is arranged according to an organization’s existing departments, units, or teams with the project activities or work packages listed under each department.

Resource Histogram - Illustrates resource utilization over time.


These are just two aspects of the HR section of the PMP® Exam. Remember to cover this section of the course before you sit your PMP® Exam. Best of Luck!

Don’t forget to follow us on twitter!




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.



Project Cost Management - Exam Topic

published 09/05/2011

There are usually a number of questions on the Project Management Professional (PMP)® exam relating to a Project Cost Management. This article will explain some terms relating to the Project Cost Management section of the course.

What is Project Cost Management?
Project Cost Management includes the process involved in the planning, estimating, budgeting & controlling costs so that the project can be completed within the approved budget. A project manager must:
• Estimate Costs
• Determine Budget
• Control Costs

What are “Resources”?
Resources are:
• People
• Equipment
• Materials
• Estimation involves determining
• What type of resources are required
• What resource rates
• What resource quantities
• Where will the resources come from
• Alternative strategies to obtain critical resources


What are the different Types of Costs?
Sunk Costs: A cost that has already been incurred whether action is taken or not. Sunk costs should not be considered when deciding whether to continue with a project.

Variable Costs: Any cost that changes with the amount of work e.g. materials, wages

Fixed Costs: Costs that do not change as production changes e.g. Set-up, rental etc

Direct Costs: Costs directly associated with the project
Wages, team travel, cost of materials.

Indirect Costs: Overhead items incurred for the benefit of more than 1 project. Examples include Taxes, cleaning, lighting and so on.

Remember, Project Cost Management is a commonly asked question in the PMP® Exam. In order to achieve the PMP® certification a project manager must be familiar with the Project Cost Management.

If you have any other questions that you would like us to answer, just comment under this blog, ask us on facebook or tweet @velopi on twitter!





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Quality Planning Tools for Quality Management Plan

published 06/05/2011

Yesterday on Twitter, we were asked about Quality Planning and so, thought it might be useful if we posted some information here, on this topic.

Quality Planning Tools is a commonly asked question on the Project Management Professional (PMP)® Exam. It is crucial that a Project Manager would be familiar with all aspects of Quality Planning Tools on the course in order to gain PMP® Certification.

What is Quality?
• “Quality is fitness for use” – Juran
• “Quality means conformance to requirements” – Crosby
• “Quality is the degree to which a set of inherent characteristics fulfil requirements” – Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008 & ISO9000: 2000
• Quality is meeting customer expectations

What are the Quality Planning Tools?
Quality Planning Tools form part of the Quality Management Plan. There are six tools:

1. Control Charts
• Purpose is to determine whether or not a process is stable or has predictable performance
• Data gathering tool to show when a process is subject to a special cause variation
• Illustrate how a process behaves over time
• E.g. Project: Used to monitor cost or schedule variances. Product: Used to determine if the number of defects found during testing are acceptable or unacceptable
• Upper & lower control limits

2. Cost-Benefit Analysis
• Consider the cost-benefit trade off
• Benefit is less re-work, higher productivity, increased stakeholder satisfaction
• Cost is the expense associated with project quality mgmt activities

3. Benchmarking
• Comparing actual or planned project activities to those of other projects
• Generate ideas for improvement
• Provide a basis to measure performance
• Can be internal or external projects

4. Design of Experiments (DOE)
• Statistical method that helps identify which variables have the most influence on the product or process
• “What if” analysis to determine what variables will impact product quality
• Also plays a role in optimization of product or process
• E.g. Car manufacturers use DOE to determine which combination of tires and suspension give the most desired ride characteristics at a reasonable cost

5. Cost of Quality
• Looking at how the cost of conformance & non-conformance to quality will cost the project and creating a balance
• Prevention costs
• Appraisal costs
• Failure costs
• Internal
• External

6. Additional Tools
• Flowcharting
A diagram showing how parts of a process or system relate
Used in Quality Planning to analyze potential future quality problems
Used in Quality control to analyze quality problems
Cause and effect
• Ishikawa diagrams
• Fishbone diagram
Brainstorming, Affinity Diagrams, Force field analysis


Remember, Quality Planning Tools is a commonly asked question in the PMP® Exam. In order to achieve the PMP® certification a project manager must be familiar with the Quality Planning tools.

If you have any other Project Management related questions that you would like us to answer, just comment under this blog, ask us on facebook or tweet @velopi on twitter!





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Time Managment

published 05/05/2011

During one of our recent Project Management Professional (PMP)® Exam preparation courses we were asked a few questions about Time Management, so we thought it may be useful to post the answers to these questions on our blog.
Time Management is a commonly asked question in the PMP® Exam. In order to achieve the PMP® certification a project manager must be familiar with all aspects of Time Management on the course.

What is time management?
Project Time Management includes the process required to complete timely completion of the project:
• Define Activities
• Sequence Activities
• Estimate Activity Resources
• Estimate Activity Durations
• Develop Schedule
• Control Schedule

What is the Critical Path Method?
Critical Path Method calculates early/late start/finish dates without considering resource limitations. It is done by forward and backward pass through the schedule network paths. Activities on critical path are called “critical activities”
What are the advantages of the Critical Path Method (CPM)?
Critical path and activities are identified which:
• Allows for risk management focus on these activities
• Focus for management intervention E.g. Add resources to critical activities
• Teases out activity interaction and path to completing the work
• A project can have multiple critical paths. That means, the project is more complex to handle

What is a Milestone?
• Represents a major project date, deliverable, beginning or completion of a piece of work
• Examples include contractual obligations, sign-off dates, major block of WBS completion dates
• Represented by black diamond shape
• Has zero duration

If you have any other Project Management related questions that you would like us to answer, just comment under this blog, ask us on facebook or tweet @velopi on twitter!





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Work Breakdown Structure

published 04/05/2011

There are usually a number of questions on the Project Management Professional (PMP)® exam relating to a Work Breakdown Structure. This article will explain what a work breakdown structure is and why a project manager would use one.

What is a Work Breakdown Structure?
In project management a key tool to ensure project scope is fully defined, is a Work Breakdown Structure (WBS)
A Work Breakdown Structure:
• Organises, defines and displays the total scope of the project
• Progresses downward from general to specific
• Sub-divides the project work into smaller, more manageable pieces of work
• Converts projects objectives into specific deliverables
• Does not show dependencies

Why use a Work Breakdown Structure?

• Graphical; easy readable form of all project work
o Clearly defined project scope; identify gaps and duplication
o Important for responsibility delegation
o Input to risk management
o Input to communications, quality, HR, contract planning
• Easy to see work package relationship and connection to end product
• Provides structure for organizing
o Cost, Budget
o Work Package Management and tracking
o Input to schedule
• Ease of management of project

The WBS is a commonly asked question in the PMP® Exam. In order to achieve the PMP® certification a project manager must be familiar with a WBS and how to use it.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Access to Velopi.com

published 27/04/2011

We would like to apologise to any of our customers who may have experienced some difficulty accessing our website over the past 24 hours.

Our web hosting company had a failure in one of their Storage Area Networks (SAN) yesterday, and so resulted in our website being out of action. This problem was out of our control and we are happy to confirm the problem is now resolved.

Please contact us  if you encountered technical problems while you were doing exam(s) on our website.

We sincerely apologise for any inconvenience this has caused.

Project Management Professional (PMP)® Boot Camp

published 19/04/2011

Velopi will be holding a PMP® exam preparation boot camp in various locations around the country.

These 2 day boot camps will cover all the material required to pass the PMP® exam. All users will also get access to 800 PMP® exam sample questions in the exam simulator.

Course Duration: 2 Days + Exam Simulator Access

Cork: June 16, 17
Dublin: May 31, June 1
Limerick: June 21, 22

For more details, please Contact Us!




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

The Project Management Professional (PMP)® Certification

published 18/04/2011


Studies indicate that only one-quarter of all projects world-wide succeed in achieving quality, cost and schedule objectives. With the ever increasing pressure to manage costs and an equally aggressive market space for quality products delivered to scheduled dates; the need for certified project managers is increasing.

The Project Management Professional (PMP)® certification is the most widely recognised certification available to Project Managers worldwide.

Professionally Certified Project Managers are a benchmark for excellence in terms of performance and productivity in their profession and also bring a repeatable, consistent quality to the projects they manage.

Project Management Certification gives project managers a competitive edge in job opportunities, promotions and they also retain higher salaries than those without certification. This course is geared towards achieving PMP® certification.


For more information on our PMP® Exam Preparation Courses or our PMP® Exam Boot Camps Click Here





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.







Project Management Professional (PMP)® Project Charter and Project Management courses in Ireland.

published 05/04/2011

You have just been assigned the position of project manager to a new project. What is the name of the document that formally authorizes the project?
A. The project assignment
B. The project charter
C. The project description
D. The statement of work

As you probably guessed from the title of this blog, the answer is B – the project charter! The project charter will contain the name of the project manager. Exam wise, it is part of the project initiation phase and the Project Management Institute (PMI)® state that a project cannot start without a project charter. Once the shareholders are satisfied, the document can be signed off and the project can get started. These high level requirements must be accurately documented as they will be used to create the Project Scope document.

The project charter should be created by external parties and by the people who are to perform the tasks within it, for example, the project manager in collaboration with the client or sponsor. The project charter is usually a fairly broad document that will not need to be changed too often. A more detailed description of the project will be contained within the scope statement.

We have several 4 day and 2 day PMP® courses scheduled in the upcoming months. For those of you interested in the Dublin based courses, there is a 4 day PMP® Exam preparation course on June 28th, 29th and July 5th, 6th as well as a 2 day course on May 31st and June 1st. A Limerick based 4 day PMP® course is scheduled for May 18th, 19th, 25th and 26th and the 2 day Limerick PMP® course is on June 21st and 22nd. Due to high demand, we have also added a 2 day PMP® Exam preparation course in Cork on June 16th and 17th.

Everything a person needs to obtain Project Management Professional (PMP)® certification will be covered on these courses from the PMP® application process right through to the PMP® certification exam. Participants also gain unlimited access to the 800 PMP® exam questions in the exam simulator. Click here for more information on these courses.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® Exam Topic – The Code of Ethics

published 01/04/2011

This blog is focussed on the PMI® Code of Ethics. Unusually, the PMI® Code of Ethics is not covered in the Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)- Fourth Edition, Project Management Institute, Inc., 2008. However, you can find the PMI® Code of Ethics on the PMI® Website. It is essential that you download and study the Code of Ethics because typically the PMP® exam will contain 10-15 questions on the subject.

The code itself is based on project management ethics and the specifically the values that a responsible project manager should use in his/her business practices. Central to the code are the ideas of responsibility, respect, fairness and honesty.

Most PMP® questions on the subject will describe a hypothetical situation where you are asked to make a decision about certain situations or opportunities that you may encounter as a project manager. For example: “You have evidence that co-workers have been involved in illegal activities that violate the company’s rules of conduct. What action will you take?” Like all PMP® questions, you will be given four possible answers. It is not necessary to learn the code of conduct verbatim but it is crucial to have a thorough understanding of its principles.

Upcoming dates for our Dublin PMP® exam preparation course are April 6th, 7th, 13th and 14th. Everything a person needs to gain Project Management Professional certification will be covered in this 4-day course from the PMP® application process right through to the PMP® certification exam. People who attend will also get unlimited access to 800 PMP® exam questions in the Velopi PMP® exam simulator. See here for more info.

Places on our 2 day PMP® Exam Preparation course are going fast. The dates are as follows: Cork: May 12th, 13th; Dublin May 31st, June 1st; Limerick: June 21st and 22nd. Click here for more information, course fees and bookings.





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® Question Strategies and Upcoming Dublin PMP Course

published 14/03/2011

Today we’ll take a look at strategies for answering PMP® Exam questions even if you are not entirely sure of the answer. This is an important skill because you should answer every single question on the PMP® Exam.

The format of the PMI® PMP® exam is as follows: 200 Multiple choice questions where each question has four possible answers labelled A, B, C or D. Each correct answer is worth one point. Here’s the key point: If you don’t answer a question, it is considered incorrect and you get nothing but if you take an educated guess, you are increasing your chance of getting those valuable points. Incorrect answers are not marked negatively so it’s always worth taking a gamble even if you are unsure of the answer.

Make sure you read and understand the question and the four possible answers. Many PMP® questions will contain superfluous information which you can ignore. The possible answers will also contain 1 or 2 choices that will be blatantly incorrect. Use your project management knowledge to filter what is relevant from what is not relevant. Once you have completed this process of elimination, it’s a simply a case of making a choice.

Our Exam simulator is a great resource for practicing and perfecting these techniques. See here for more info.

Just a quick reminder that places are at a premium on our upcoming four day Dublin PMP® training course! The dates are April 6th, 7th, 13th and 14th. The course fee also includes access to our PMP® Exam simulator.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® Exam Question Types

published 01/03/2011

Today, we’re going to run through some of the different types of questions you may be asked in the PMP® project management exam. The ability to recognize and deal with each type of question will significantly increase your chances of attaining PMP® certification. All PMP® sample questions in our Exam Simulator are based on these question types.

Formula Based Questions:
Obviously, these questions are based on the approximately 50 formulas one must know for the PMP® exam. It is very important to learn these formulas inside out and to actively practice using the formulas. Our courses will give you methods to understand these formulas. These techniques will make them easy to remember. Formula based questions are really good in multiple-choice PMP® questions in that there is a right answer once you plug the values into the formula.

Situational Based Questions:
These questions test your ability to apply theoretical knowledge to real life project management scenarios. They can be quite long, involve a lot of reading and therefore, time. It’s important to quickly recognize what is important in the question and be able to ignore the unnecessary information that will almost certainly be thrown in to confuse you.

Knowledge Based Questions:
These questions may ask you to identify the meaning of a project management scenario based on the information provided. They are quite broad in nature. For example, you could get a question where you are asked to find the exception within the four answers given or you may be asked to name a type of chart or diagram. E.g. The Pareto Chart.

Interpretational Questions:
Interpretational questions give you a description of a situation and ask you about the best options to take. For example, they could give you a situation where a project is behind schedule and ask you to pick the best option a project manager should take to make up the lost time.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

The Stages of Project Team Development

published 22/02/2011

A very important topic you will need to know for the Project Management Professional (PMP)® Exam is Team Development, specifically the five stages a team goes through as it develops. The stages a team generally goes through are: forming, storming, norming, performing and adjourning. As a project manager, a good understanding of these stages will help you guide a team from infancy to maturity. It is also a very common PMP® exam question.

Forming:
The initial stage is the forming stage. At this point, team members are generally concerned about their role in the team and who calls the shots. As a project manager, you will have a dominant role in team building and people will be looking to you for guidance and reassurance. This stage can be relatively short in comparison to the other stages and may only last a meeting or two.

Storming:
At this stage, the team addresses the problems they are going to solve and how they are going to function as a unit. Team members will become more open with each other as they express their own ideas and thoughts and will often confront the project manager about certain aspects of the project.

Norming:
Team members will begin to settle to the task at hand. Conflicts will be resolved and they will develop “norms” around how they work together. A hierarchy is established and the project will start to progress at greater pace with less emphasis placed on team development.

Performing:
At this stage, the project manager’s job is easier. Team members will work together as a unit and significant progress will be made. Project management will focus on the delegation of work and on future team building. Less supervision will be required as the team will be highly motivated and independent.

Adjourning:
The final stage is adjourning or as it’s sometimes referred to as, “mourning”. This is when the team is finished its project and is expected to break apart. The project manager should afford the team members time to celebrate a (hopefully) successful project. It is likely that there will be sadness and anxiety in a successful group who must finish their time together.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

5 Essential Project Management Professional (PMP)® Exam Tips

published 18/02/2011

1. Although you may have many years of project management experience behind you, your answer must be based on the Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008. At Velopi.com, we provide additional condensed material and notes for you to read. Our questions have a justification for the right answer and in many cases a PMBOK® Guide page reference to back it up. So if you need to, you can read the relevant section of the PMBOK® Guide and not have to search the whole document for the answer.

2. Get the help of a certified PMP® tutor who specializes in helping people pass the exam. The PMP® exam is a multiple choice exam and you will benefit greatly from the advice of somebody who delivers project management courses and knows the “language” and format of the PMP® exam inside out.

3. Use PMP® sample questions. This will help you get to grips with the structure of the exam and will give you the extra confidence you need when it’s time to sit the real thing.

4. Develop your own study plan and keep to it. People often say study “hard” but it’s also wise to study “efficiently”. Take study breaks as necessary and review the previous session’s material at the start of the next session. Study in the morning or study in the evening; whatever suits you! Everybody studies differently. Find the method that best suits you and stick to it!

5. One final piece of good advice for the PMP® exam is to try and decide what the right answer is before looking at the 4 options. You have done the study; you have the project management real-life experience; you have stored some information so you could leverage these sources first to come up with the right answer. This will prevent you from becoming confused by the alternatives. We always advise you look at all alternatives and see if there is any merit in the answer. But if you tend to get confused by the alternatives; try this advice.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Upcoming Changes to the Project Management Professional (PMP)® Exam!

published 17/02/2011

For those you out there thinking of taking the PMP® exam this year, it’s worth remembering that a new version of the exam will be issued on August 31st 2011. So if you’re planning on taking the PMP® exam on or after that date, you will be doing a significantly different exam! Why is this? Every 5-7 years the Project Management Institute (PMI)® reviews the PMP® credential to ensure it is up to date with the current needs and trends of project management practices. After collecting information from more than 3,000 certified PMP®’s, PMI® have produced an updated version of the exam. In this blog post I’ll run through some of the major changes in the PMP® exam and in doing so answer some of the commonly asked questions we’ve being getting here at Velopi.com.

Following the latest update to the PMP® exam, approximately 30% of the exam will change. If you already hold PMP® certification, fear not! The new changes will not affect your current credential. According to the PMI®, the eligibility criteria and application process for the PMP® exam will also remain unchanged. Only the multiple-choice examination content of the exam will be amended.

One of the major updates involves the Professional and Social Responsibility content area (Domain 6). This will now be tested in every domain rather than as a separate domain. Or to quote the PMI®, “PMI’s Code of Ethics and Professional Conduct is now integrated into the day-to-day role of a project manager, emphasizing its importance in each phase of the project lifecycle.”

Candidates should, however, continue to study the Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008. The update to the exam will not affect the study guide. A new version of the PMBOK® Guide is scheduled to be released sometime in 2012.

Participants in Velopi’s training courses who may be affected by the exam changes will be fully briefed by a certified PMP® tutor. You can read more about this topic on the PMI® website.





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Preparing your Project Management Professional (PMP)® Application

published 11/02/2011

One of the first tasks involved in doing the PMP® exam is filling out the PMP® exam application form. You might assume this to be a simple task but many aspiring Project Management Professional’s find filling in the PMP® Exam form to be a time-consuming and complicated burden! If your application form isn’t filled out correctly you may get rejected so it’s a good idea to put some effort into getting this process right first time.

A common tip is to prepare yourself before you go online. Why not print out the necessary section of the PMP® Handbook and go through the details with a hardcopy before you go online? Make sure you understand every aspect of what is required before you log on and fill in the real thing. Remember to provide valid information because the Project Management Institutes (PMI)® may contact you to verify your project management experience. It is also important to have references you can easily contact as they will be required to sign the audit forms if you do get audited.

Trying to work out the number of project management hours and tasks you have completed in the past is a potential stumbling block for many applicants. It might be helpful to record the hours you've worked against each of the 30 tasks for the 6 process groups in an excel spreadsheet. This information could be transferred to the application form as you fill it in. We provide a template for this to all attendees of our Project Management courses. This ensures no double counting of hours and compiles your Project Management experience in a format the on-line PMP® application requires. This saves many hours of effort and reduces the chances of audit or rejection of your PMP® application.
Tip: Ensure that your first name and last name matches with government documentation. E.g. Passport or driving license.
Also, it’s worth remembering when you filling your PMP® application form you can save your progress and come back at a later time if you think you need a break. You will not need to do this if you have the Excel file with your Project Management experience ready. You can just login and submit your data in one go.
The application fee must accompany the application. These rates are available from the PMI® website (www.pmi.org). If you meet the eligibility requirements, you will receive an e-mail explaining how to schedule your PMP® exam.
You can download the application form here. All participants of Velopi training courses are instructed on how to fill in the application form correctly.

Hope this helps!

PS. If you have attended one of our courses and want the latest version of the Excel PMP® experience template, please contact us and we will e-mail it you.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Courses Limerick

published 27/01/2011

Velopi will be delivering our Project Management course in Limerick on the following dates

February 8,9,15 & 16th 2011.
Cost 1095 euro

This project management course is based on the Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008 and will cover everything a Project Manager needs to know to go for Project Management Professional (PMP)® certification.

The program covers the PMP® application process, the core Project Management material from the PMBOK® Guide and provides PMP® exam questions. The PMP® exam questions are completed after each module to ensure the Project Manager is learning the PMI® concepts in the training. After the training course, access to provided to our web-accessible PMP® exam simulator which has 800 PMP® exam questions. This simulation of the real PMP® exam ensures you pass the PMP® exam on the first attempt.

Here are some testimonials from Project Managers who recently attended our PMP® Project Management training course.


“The PMP® certification program with Velopi was high quality. Very engaging on site training focusing on the most relevant material coupled with example based exam prep. The Velopi web based PMP® exam's were extremely useful providing realistic simulation of the exam conditions and content. Velopi provided excellent end to end service with follow up and advice that I would highly recommend.” January 18, 2011

Martin Faherty, PMP®, Medtronic


“I recommend Velopi for PMP® exam preparation. With Velopi's help I passed the PMP® exam first time round. Besides the PMP® exam preparation, the training was extremely useful in helping me and my team deliver projects to our multinational clients.” January 25, 2011

William Hearne O'Sullivan, PMP®, SeabrookGroup




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® course in Dublin in April

published 18/01/2011

The current PMP® exam preparation classes in Dublin are full.

The next PMP® course in Dublin with places available is scheduled for April 6,7,13 & 14th. Please contact Velopi if you want to more details on this program which will ensure you pass the PMP® exam.

Access to our exam simulator is also included in this PMP® exam preparation program




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® course in Cork in March

published 17/01/2011

With the February course already full, we have started to advertize the March dates for the 4 day PMP® exam preparation program. The dates for Cork in March are: 

March 8,9,22 & 23rd.

The Project Management course also includes everything from the PMP® application process right through to the PMP® certification exam. Our PMP® exam simulator containing 800 PMP® sample questions is the best preparation tool and is also included in the program.

For more details on the  PMP® program which ensures passing the PMP® exam first time, please contact Velopi





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Velopi in the Sunday Business Post

published 26/11/2010

The Sunday Business Post had an article on Velopi last weekend - November 21st 2010.

http://www.thepost.ie/peopleinbusiness/tailored-training-system-is-paying-off-52953.html

Our blended learning solution for Project Management Professional (PMP)® certification is working extremely well. We take Project Managers from the application process right through to the PMP® certification exam. Our PMP® program; which combines 4-day classroom training, a PMP® exam simulator and continuous support is reducing the study time required and is making the process easier for Project Managers.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Dublin & Cork Project Management Professional (PMP)® courses scheduled for Q1 2011

published 12/11/2010

New dates have been added for the Project Management Professional (PMP)® Exam Preparation course in Q1 2011 in Dublin & Cork.

The 4-day classroom dates are scheduled as follows:

Dublin: January 25,26, February 1,2.
Cork: February 8,9,15,16

The course will take Project Managers from the PMP® application process right through to the PMP® certification exam. Included in the course is unlimited access to 800 PMP® exam questions in our exam simulator. The program costs 1200 euro. This covers all training, exam simulator, materials & support until you get the PMP® certification. For more information contact Velopi





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional PMP® Course Cork

published 11/10/2010

If you need to get your PMP® before Christmas, then time is starting to run out. Our upcoming Cork PMP® exam preparation course is scheduled over 4 days - 9/10/16/17 of November.

We are already working with those who have signed up to complete their PMP® application forms and get that step completed. Once the application is accepted and as soon as they have the PMP® course attended they will be able to go ahead and sit the exam. They will use to time after the class to practice the exams on our PMP® exam simulator which has 800 PMP® sample questions. Getting the application completed and then just having the exam to focus on is working really well - based on feedback from people who passed in the last few weeks.

If you want to get your PMP® certification process underway and get PMP® certification completed in the quickest way possible, contact Velopi for advice on the options open to you.





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® training course in Cork in November

published 22/09/2010

We will be holding our next 4 day Project Management (PMP)® exam preparation course in Cork on the 9/10/16/17th of November.

Full course details
www.velopi.com/training/4-day-pmbok-pmp-exam-preparation

The course includes classroom training and unlimited access to 800 PMP® questions in the Velopi PMP® exam simulator.

Price is 1250 euro per person. To reserve your place or to get further details please contact us.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Velopi will be at MEDTEC in Galway

published 15/09/2010

Velopi will be at the MEDTEC event in Galway on the 22-23 September. If you are at the event, we would be delighted to meet with you at Stand 219 to discuss Computer systems validation services. We can also discuss how our range of training courses which include Project Management Professional (PMP)® certification training, Computer systems validation, GAMP5 and Risk Management can have a positive impact on your business.

Project Management Professional (PMP)® training course in Dublin

published 27/08/2010

The next PMP® exam preparation course will be held in Dublin on the 13th to the 16th of September. Course outline can be viewed on our Project Management training page


COURSE DESCRIPTION

The cost for this course is €1250 and this course will provide you with the expertise and support to ensure that you achieve PMP® certification.
If you require further details please contact Seamus Collins or Aisling Walsh on:

021 2406250 or on info@velopi.com

Project Management Professional (PMP)® training Cork

published 20/08/2010

We have just delivered the 4-day PMP® exam preparation course this week in Cork and due to demand we are scheduling another Project Management training course already. Our main centres for this course are Cork and Dublin but we have people from Limerick, Galway and Athlone also attending our Project Management training course. The next dates for the PMP® exam preparation course for Cork are the 19th-20th October and the 2nd-3rd November. So the 4 day program will be delivered in 2 two day sittings.

As always, the classroom training is just part of the program. Our PMP® exam simulator which contains 800 PMP® exam questions will be available from the course right up to when you take the PMP® exam. We also support you through the application process to the PMI®. If you require more details on the course or wish to reserve your place, please contact Velopi.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® course in Cork filling up!

published 23/07/2010

Our next Project Management PMP® exam preparation course in Cork will be held from August 16th-19th 2010. The course is filling up! If you want to get PMP® certification in the next few months; this is a managed end to end blended learning solution that increases your chances of PMP® exam certification success.

For more details see:

http://velopi.com/training/4-day-pmbok-PMP®-exam-preparation

The cost is 1250 euro per person.

If you have any specific questions or to reserve your place, contact Velopi.




Project Management Professional (PMP)® training course Dublin

published 19/07/2010

Velopi have scheduled the next PMP® exam preparation program dates for Dublin.

The Project Management training consists of classroom dates on 13/14/15/16th of September.  The program also gives unlimited access to a PMP® exam simulator and support right up to the PMP® certification exam.

Cost per person 1250 euro

So for people who want Project Management training based on the Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)- Fourth Edition, Project Management Institute, Inc., 2008 and/or want to pass the PMP® exam in Q4 2010, this program is one of the best ways to do it. For more details or to book your place; please contact Velopi




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Requirements for 21 CFR Part 11 Electronic Records and Electronic Signatures.

published 06/07/2010

The questions about 21 CFR Part 11 comes up almost daily when doing computer system validation and software validation:

"What is 21 CFR Part 11?"
"Does 21 CFR 11 apply?"
"What about CFR 21 Part 11?" etc

So over the next few weeks; we are going to do a series of articles explaining this topic.

So lets start with some background on Part 11 and a definition from the guidance document:

In March of 1997, FDA issued final part 11 regulations that provide criteria for acceptance by FDA, under certain circumstances, of electronic records, electronic signatures, and handwritten signatures executed to electronic records as equivalent to paper records and handwritten signatures executed on paper.

"Part 11 applies to records in electronic form that are created, modified, maintained, archived, retrieved, or transmitted under any records requirements set forth in Agency regulations. Part 11 also applies to electronic records submitted to the Agency"

 The original guidance raised many concerns that it did:

  1. unnecessarily restrict the use of electronic technology in a manner that is inconsistent with FDA’s stated intent in issuing the rule,

  2. significantly increase the costs of compliance to an extent that was not contemplated at the time the rule was drafted,

  3. discourage innovation and technological advances without providing a significant public health benefit.


In 2003, the FDA issued a new guidance document : “Part 11, Electronic Records; Electronic Signatures – Scope and Application”. This guidance relaxed some of the earlier Part 11 criteria and is the one I will be basing the interpretation on. Even though the new guidance relaxed some criteria, predicate rules still apply.

The Part 11 requirements must be fulfilled where:

  1. Quality Record or document specifying product or raw material is sent electronically.
  2. Quality Record or document specifying product or raw material is stored electronically and no paper copy exists.
  3. A Quality Record or document specifying product or raw material is stored electronically and a paper copy exists but the electronic copy is the one used it practice.
  4. Data which will later be used to generate a Quality Record is stored electronically.
  5. Data which will later be used to make Quality related decisions is stored electronically.
  6. Any data or records sent electronically to the FDA.

Project Management Professional (PMP)® Course Cork

published 21/06/2010

Our next Project Management PMP® exam preparation course in Cork will be held from August 16th-19th 2010. This 4-day project management course will cover everything from the PMP® application form, the material from Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008, PMP® exam hot topics and give you access to the PMP® exam simulator. This PMP® exam simulator has 4 full length PMP® exams; 800 PMP® samples questions and it will help you prepare for the real-life exam. This on-line evaluation tool is available right up to the exam and it will track and monitor your progress towards the internationally recognised PMP® certification. If you want to get PMP® certification; this course is for you. Besides the PMP® exam, the course will show you how to use project management best practices, tools and techniques in your work.

The cost is 1250 euro per person. 

If you have any specific questions or to reserve your place, contact Velopi





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® Exam questions free 1 week trial

published 11/06/2010

We had a number of people who passed the PMP® exam after taking our Project Management course and using our PMP® exam simulator so far in 2010. If you want to try a full length PMP® practice exam for free, please contact us and I will give you access for 1 week as a trial.  This will quickly identify your areas of weakness and help you focus your study in preparation. This offer is available until the end of July 2010.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Courses Dublin

published 14/05/2010

Our next public Project Management training course is scheduled for Dublin on the 19/20/23/24th of August 2010.

If you want to get Project Management certification or do some Project Management Professional (PMP)® exam prep; then this Project Management course is for you. As well as covering the material in the Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008; we will also cover the PMP® exam application process and 200 PMP® exam questions.  After the class you will have access to 800 PMP® exam questions in our online exam simulator.

If you need more details, just call or e-mail Velopi.





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Courses

published 11/05/2010

So what is a Project Management Course? What does a Project Management training course cover? What does Project Management education give you? Will attendance of a Project management course help me in my career in Cork and in Ireland? Who should attend a  Project Management course?

These are typical of the many questions we get asked. The answer can vary! It depends on what you and your organization  are trying to do and your experience and capability.

Let me explain. If you are an experienced Project Manager and want some international certification to underpin your experience; we would advocate you get Project Management Professional (PMP)® certification. There is a certain set of core material we need to cover with you based on the Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008. This Project Management certification will help you in your current job or attain another Project Management position. So; it will help in your career progression. 

If you are working on projects and have problems with Scope creep, schedule slippage, cost over-runs; then you need Project Management training to provide you with best practices, tools & techniques to address these issues. So it is not a "one-size fits all". The course needs to address a problem you are having.

Or you may be a company which has no Project Management process and you want to get some best practices and a process / framework in place.

Project Management training will usually provide industry best practices in the following project management areas: Scope, Time, Cost, Quality, Human Resource, Communications, Risk, Procurement, Integration and Ethics.

These Project Management training courses aimed at PMP® certification are usually for Project Managers, Section Managers and team leads. We find that team members can benefit greatly from attending Project Management courses. The team members are the people doing the project work; so it is important that they understand how to lock down scope, estimate activities and do proper risk analysis to name but a few areas. They are the best placed to give real value add. Some official training can bring real value and allow more efficient and effective communication with the project manager and team.

Our Project Management Courses list some of our typical content and durations. As discussed, all courses are tailored to suit your needs. Contact Velopi for more details.





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Last chance to register for upcoming Project Management Professional (PMP)® exam prep class in Cork & Dublin

published 23/04/2010

Our next public courses will not be scheduled for a number of months; so if you want to get your PMP® certification program started now; register for one of our upcoming courses in Cork or Dublin.

Cork dates: 4-5-6-7 May
Dublin dates 10-11-12-13 May

These courses will take you from the PMI® application right through to the PMP® certification exam. Our PMP® exam simulator will identify your areas of weakness and allow you to reduce the necessary study time to get this valuable Project Management certification.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Institute numbers continue to grow

published 07/04/2010

According to the latest numbers released by the Project Management Institute, over 360,000 people world-wide now have the Project Management Professional (PMP)® certification. Over 75,000 people passed the PMP®  exam in 2009. People complete project management certification for a variety of reasons. Some are using it to differentiate themselves in the job market, others are using this project management certification to underpin their project management experience or to get a promotion. There are over 3 million copies of the Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008 in circulation - make sure you are reading PMBOK® Guide, Fourth Edition if you are doing project management courses or  preparing to take the PMP® exam!




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® Exam preparation course in Dublin in May 2010

published 31/03/2010

We are holding a 4 day PMP® exam preparation course in Dublin on the 10/11/12/13th of May 2010. This Project Management course will prepare people for the PMP® exam. We will cover all the PMP® exam material and make 800 PMP® sample questions available via our PMP® exam simulator.
 
For more details contact Velopi.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® Exam preparation course in Cork in May 2010

published 22/03/2010

The next dates for our PMP® exam preparation course in Cork is the 4/5/6/7th May 2010.
This Project Management course is based on the Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008 and will prepare you for the PMP® exam.

Everything a person needs to know for the PMP® exam will be covered in this 4 day course. We will cover from the PMP® application process right through to the PMP® certification exam. People who attend will also get unlimited access to 800 PMP® exam questions in the PMP® exam simulator. For more details contact Velopi.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® exam preparation course to be subsidized for unemployed

published 19/02/2010

Our upcoming PMP® exam preparation course in Cork will be subsidized for unemployed Project Managers. This is great news if you want to get your PMP® certification and differentiate yourself in the difficult job seekers environment. Contact info@velopi.com or call us on +353 21 240 6250 for more details .




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

New Project Management Professional (PMP)® exam questions loaded and available for users

published 09/02/2010

A group of our PMP® certified project managers have just completed additional PMP® exam questions. These questions are now available to our customers and to people who will be attending our next PMP® exam preparation course in March/April in Cork. These are exam standard questions and are based on the areas that are popular on the actual exam. Contact us if you want to test your PM knowledge and your PMP® certification exam readiness.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Another Computer Systems Validation project successfully completed

published 03/02/2010

We have just completed another computer systems validation project. In all these projects we use a 2-phase approach. In Phase 1, we review and audit the computer system with respect to:

We use a risk based approach to assess the computer system and determine the impact to patient safety, data integrity and product quality.

We prepare a report and findings and present this to the customer. We also provide a validation or remediation proposal if needed. This outlines what effort is involved and what the scope of any required work is. This phased approach has proved very popular with our customers. For more information; please contact Velopi

Project Management Professional (PMP)® exam preparation course in Cork

published 25/01/2010

Hi

Our next public course for PMP® exam preparation is scheduled for the following dates; 8,9,10,31 March and April 1st in Cork. 

The 5-day course is split into 2 blocks - this is based on feedback from the attendance; some of whom find it hard to take 1 full week off to attend Project Management training. This split delivery mechanism also users to review what they have learned and come back with specific questions at the second block of delivery.

The course will cover all the content of the Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008 and fully prepare people for the PMP® exam. As part of the course; we also provide a web-accessible PMP® exam simulator which will allow people to experience the actual PMP® exam scenario. This is available to people from the training course right up to the PMP® certification exam. Full-length PMP® exams with exam standard questions are available. This will ensure you pass the PMP® exam on your first attempt.

For more details; contact Velopi




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

 

 

Project Management Course in Cork

published 16/11/2009

Our Project Management course is starting in Cork this week. This is a 4 day course for people who want to become Project Management Professional (PMP)®. This course is based on the Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)- Fourth Edition, Project Management Institute, Inc., 2008. It is an excellent course for PMP® exam prep and will help you pass PMP® exam on your first attempt. The course is held on 2 days this week (18 & 19th) and 2 days next week (25 & 26th). So if you want to get your project management certification, contact Velopi for details.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Usability Testing of Software

published 01/10/2009

The user experience is something we hear more and more about when new applications are released or when existing applications are no longer used. Usability test is the term used to detect software defects in a product or process prior to release.

What is usability? Usability is the effectiveness, efficiency and satisfaction with which specified users can achieve specified goals in particular environments” (ISO 9241)

Usability is a critical success factor!! If users find your systems unusable they will look for reasons not to use it and look elsewhere for solutions. Hence usability test is a critical part of your your software test cycle.

What is a usability fault? A potential problem in the appearance or organization of a system that makes it less easily used by its users

Operationally, a usability fault is a clear or evident violation of an established usability principle or guideline

Any aspect of a system that is likely to lead to confusion, error, delay or failure to complete some task on the part of the user.

What Problems do usability tests detect?

The aim of the usability tests is to expose difficulties that a user experiences when interacting with a system or web-site or whatever application they are using e.g.

Performing particular tasks using the system or process

Navigating a web-site to find information

Personalizing a web-site

We will look at a few examples in the next post.

Project Management Professional (PMP)® Exam prep course in Cork

published 28/08/2009

We are holding a public PMP® exam preparation course in Cork in November.

The 4 day course will take place on the 18,19,25 & 26th of November. We have spread the course over 2 weeks; so as not to take a person away from their work for a full week. This course will cover from the PMP® exam application process right through to the certification exam. We will cover all the Project Management Process and Knowledge areas with specific focus on the exam hot topics. We also provide access to a PMP® exam simulator that you can use after the class to help you prepare for the actual PMP® exam. This PMP® exam simulator has 800 PMP® exam questions and it will quickly identify your areas of weakness. From this; you can maximize the use of your available study time. For more details, contact us at info@velopi.com




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

 

PMBOK® Guide - Fourth Edition and the PERT formula

published 19/08/2009

The new Project Management Institutes, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008 explicitly states the PERT formula in both Time and Cost Management chapters. PERT stands for Program Evaluation and Review Technique. It is used to provide a more accurate estimate by considering the estimation uncertainty and risk. PERT factor in best case (optimistic) and worst case (pessimistic) estimates. The PERT formula is: (O+4M+P)/6 Where O is the optimistic estimate, P is the pessimistic estimate and M is the most likely estimate The formula is easy to remember and will probably come up in the Project Management Professional (PMP)® exam. So learn it and pick up easy points for it in the PMP® certification exam.




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management Professional (PMP)® exam is made up as follows...

published 07/08/2009

If you are studying for the PMP® exam; you should know that the 200 question multiple choice exam is made up using Project Management questions from the following areas.

Initiation 11%

Planning 23%

Execution 27%

Monitor & Control 21% 

Closing 9%

Ethics 9% 




PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Managers with Project Management Professional (PMP)® certification is increasing

published 29/07/2009

The latest numbers released by the Project Management Institute shows that the number of Project Managers with PMP® certification is approaching 350,000 people. Of these, over 30,000 Project Managers achieved PMP® certification this year alone. Yes; that means over 30,000 people passed the PMP® exam so far this year. So whether you are looking to benchmark your Project Management skills in a job; seeking a promotion or looking to get into the workplace following redundancy - PMP® certification will help differentiate you from the crowd. Sign up for your Project Management training program today  with Velopi as your first step towards achieving PMP® certification.





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Growing number of Project Managers with Project Management Professional (PMP)® certification.

published 21/07/2009

The number of Project Managers with PMP® certification is close to 350,000.  Over 30,000 people passed the PMP® exam this year. Obviously people have various reasons for taking the PMP® exam. We can be sure a majority of them see the PMP® certification as a means to differentiate themselves in the current difficult jobs market. Many also take the PMP® certification exam to benchmark their current level of Project Management expertize. There are others who need the PMP® certification to stay in a job or get promoted.  If you are interested in PMP® certification, we can talk you through the process. Contact Velopi for PMP® exam questions via the web-page





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Project Management training courses now based on PMBOK® Guide

published 13/07/2009

The Project Management Institute (PMI) have released a new version of A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fourth Edition, Project Management Institute, Inc., 2008. This is the fourth edition and all Project Management Professional (PMP)® exams are now based on this version from July 1st 2009. All our Project Management training courses and PMP® exam preparation courses have been updated to reflect these changes. The PMBOK® Guide itself lists the areas updated in this version. A sample of the changes are as follows:

  1. The “Develop Preliminary Scope Statement” process has been merged into the “Define Scope” process, so Integration Management is now 6 processes.
  2. Communications now has 5 processes. This is a result of Plan Communications being split into "Identify Stakeholders" and "Plan Communications"
  3. Procurement has been reduced to 4 processes Plan Procurements, Conduct Procurements, Administer Procurements, and Close Procurements.
  4. PERT estimate is back! Arrow Diagrams are gone and as a result so is GERT
  5. The classic triple constraint has been expanded!

This is just a brief overview of changes. Check back with us over the coming weeks and we will be outlining the changes in each Project Management knowledge area and how this affects you PMP® exam.





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.





PMBOK, PMP, PgMP, CAPM, PMI-SP and PMI-RMP are registered marks of the Project Management Institute, Inc.

Additional software tester skills.

published 01/07/2009

In a previous post, I listed the key skills that makes some software testers great. Besides those skills, there are other "softer" skills that a software tester needs to have. Software testers are part of a bigger development effort. What a lot of people fail to remember is that; finding the software defect is only the first part of the job; getting the defect fixed is an equally important part of the role. Hence the following skills are required.

Tact and Diplomacy: Finding a serious software defect very close to a release date is not always hailed as good news! So testers normally bring bad news to the development team. These situations need to be dealt with tactfully and professionally. Great testers have the communication and professional skills to deal with these situations.

Good Judgment: Normally squeezed for time, a great software tester needs to make decisions about what aspects of the software to test, how long it will take to test and have the ability to decide when enough testing is done.

Finally, software testers need to be persuasive.   

Not all software defects get fixed. It may not be seen as a problem, not severe enough, not seen often enough or too late or dangerous to fix. Hence software testers need to be very clear on what the defect is and what the impact of it are to the customer.  Then they need to follow through and support the organization in getting a fix in place.

What makes a great software tester?

published 29/06/2009

In my many years working as a Software Test Manager, the question "What makes a good software tester?" came up again and again. Escaped defects cost money, they reduce customer confidence in your products. So you need your software testers to be great at their job. Some people are good software testers. Good is not enough, you need great software testers. What traits do they have? What skills do they have? What makes them great at their software test job. Here is my view of what skills they need to excel at:

There are other "softer" skills that I believe are important. I will discuss these in the next article.

PMP® Exam Topic – The Code of Ethics

published 30/11/-0001


published 30/11/-0001