Archive for the ‘Project Management’ Category

I need a few more PMI-PDU

February 13th, 2015 Comments off

This is the 3rd year of my PMP certificate. I have been collecting PDU by attending meetings, doing volunteer works, practicing PMI and on going training.

I need 7 more PDU to renew my certificate I have 11 months to do it.
Does anyone need a project manager for a volunteer job ?


Categories: Project Management

Show Planned Percent Complete in Project

May 12th, 2014 Comments off

I find it useful when you have Planned Percent Complete column. Follow these steps to show it

1. Add “% Complete” column
1 percent complete column

2. Go to “Project Tab” and click on “Update Project”
2 Project tab

3. Select the options and click OK.
3 update project

Note that this is not a live update. You will need to do step 2 and 3 everytime you want to update the status of your project.

Categories: Project Management

Work Breakdown Structure (WBS)

April 15th, 2013 Comments off

As anyone involved with Project Management knows, Work Breakdown Structure or a WBS is one of the key terms used in project management. The WBS is essential for the correct management of a projects lifecycle. It forms an important component of the planning of a project with a particular focal point being put on time management.

The core principle behind having a work breakdown structure in project management software is to divide a project into sections. Having this step by step structure in place will enable project managers (PM’s) to encompass more control and visibility of their work program.


The WBS has the following objectives:

Scope: The WBS will aid in the organisation and function of a project’s scope by providing PM’s with the elements to precisely establish the work that needs to be done within a particular project.

Organization and Management: By interacting with a WBS a Project Manager can assign resources and responsibilities. This gives them the control to manage the project in a way that’s structured to ensure project success.

Verify that all details are covered in a project. This will prevent project change requests being issued.

The development of the WBS is the most important part of the process. If this stage is done poorly it will follow through and affect the cost and time of the project. If done correctly and thoroughly a project should sail through the plan schedule without any changes needing to be made. The first part of the process is to gather the entire project team and any other individual who will have a part to play in the project. By gathering a wide range of know-how and experience at the one time will allow a project manager to get to the smallest of details within the deliverables of a project.

Once these deliverables have been established they will need to be broken down into manageable tasks. By dividing the deliverable into smaller tasks will give the project manager more control and focus over the management of the time and cost associated with it. In fact the WBS is a foundation for the timeline of projects. Having the work broke down into manageable sections allows a PM to make a relatively close estimation on the amount of time required to complete the project. The project breakdown will allow the project manager to identify the time constraint that should be applied to the tasks. Therefore if a project manager decides not to go with a WBS they could run a risk of facing project delays. By having a timeline drawn up it will give the project manager and project team members a visual aid of what the progress of the project should be at a certain point in time.

Categories: Project Management

Risk Probability and Impact

February 1st, 2013 Comments off

Risk Probability (sometimes known as likelihood) describes the potential for the risk event occurring. The probability of a risk occurring can range anywhere between 0% and 100% or it can be expressed as a number between 0 to 1. But, it can neither be 0% nor be 100%. Can you see why not?

If the risk probability value is 100%, then it is certain to occur; and as such, it defeats the definition of risk, an uncertain event or condition that may or may not occur. It cannot also be 0% for the same reason, as it means it is certain not to occur.

Risk Impact describes the effects or consequences the project will experience if the risk event occurs. The impact may be in terms of money, time, organization’s reputation, loss of business, injury to people, damage to property and so on.

Probability and impact scales can be defined in terms of relative or ordinal (High, Medium, Low), linear or cordinal (1, 2, 3, 4, 5) or non-linear (1, 2, 4, 8, 16).

Categories: Project Management

My PMP certificate finally arrived

January 15th, 2013 Comments off

HR came and asked me to take some vacation days because I had so many left. So I stayed home for 2 weeks and pushed full force on my studying plan. I was able to pass the exam about 2 months earlier than the original plan with a full time job.

Some said “It’s not the destination, it how you get there” , I enjoyed this journey.


Categories: Project Management

What difference between Issues and Risks

October 6th, 2012 1 comment

There is some confusion between issues and risks. While both issues and risks have consequences (impact), the probability (and, to some extent, the time) dimension is different.

A risk is an event or situation that may possibly, but not necessarily occur, in the future. The probability can range from 0% to 100%. An example: possible loss of key staff members. When risks are identified ahead of time, we can determine mitigations and responses to prevent the risk from becoming an issue.

An issue is a situation that either is currently occurring or will occur in the future. It’s usually unexpected or has a low enough impact and/or probability that developing a mitigation or response was a low priority and, therefore, not part of the risk register (see below). The probability is 100%. An issue that has occurred or is currently happening is referred to as a problem. An example: upcoming termination of vendor support for an older release of a software product. When we know that the end-of-support date is approaching, it becomes an issue. When the date is actually upon us, it becomes a problem. When we know that an issue is coming up, we can try to take steps to deal with the issue before it becomes a problem. Too often, however, issues arise unexpectedly and immediately and must be addressed immediately.

Categories: Project Management