To be a good certified project manager

Being a good certified project manager is not just about having a project management certificate.

The PMP or the BVOP Certified Project Manager (BVOPM) document can give you accreditation. But that won’t make you a professional leader.

In this article, we present you with a sample presentation for project managers who want to impress their directors and teams.

Introducing the Certified Project Manager

Before I get to the point, I would like to clarify that there is no room for excuses and “burden” in this case – this is my job, and I am even flattered that you are approaching me with such a critical issue for the work of our company.

I believe that my point of view, still unencumbered by the internal formal and informal relationships in it, can be extremely useful so that together we can take all the necessary actions for the smooth implementation of the project and improvement of the working atmosphere. Reference: “The Certified Project Manager speaks to the team and clients“,

I think that the previous certified project manager was under the influence of strong emotions while writing the review you quoted and his assessment lacks objectivity.

An extremely important part of my life and professional philosophy, I would even say my credo, is the principle that when something doesn’t go well, generally speaking, it doesn’t happen according to plan, I should first look for the fault in myself.

It is easy to shift the blame for the failures of others. It’s hard to focus on yourself, your own mistakes and failings, and fix them.
I will abstract from the personal definitions regarding the colleague

S.G. and his personal qualities and I will focus on the problems he identified, namely that our clients were unhappy with the work we had done on the project.

It is important here to look for the reason or reasons “Why”? Why are the customers unhappy, what are the reasons for their objections, and take urgent measures to resolve them so that they feel reassured that the project is progressing according to plan and within the planned budget.

Next step – why is it lagging behind the management-approved plan? Lack of resources for implementation (errors and omissions at the pre-planning stage)? Or are the reasons more functional, in the implementation itself – lack of or poor communication between team members (teams), lack of motivation, lack of or not well understood information about the set goals and tasks?

An excellent starting point would be to urgently review the project plan developed by the colleague to see how realistic and well-resourced the metrics and goals are.

The “constant meetings with the programmers” cited in the review speak to me personally about poor communication of goals and tasks. If his colleague had to invest so much time and effort in day-to-day micro-managing the teams, perhaps he didn’t initially do a good enough job of pre-assigning tasks and evenly distributing the workload between them.

The programmers directly involved in the project also came to the same conclusions, but unfortunately, the colleague interpreted their understandable dissatisfaction as “slander” instead of listening to their remarks and taking corrective actions. I must point out that the threat of “I will personally make everyone redundant” IS NOT a corrective action by itself and does not solve the problems – it just creates a whole new problem and threatens the entire project with a failure.

As for the client’s “incompetence” found by the colleague – the final recipient of any deliverable should not commit to “competence”. After all, if he owned one, he wouldn’t need us and our company’s services – he probably would have realized his project by himself with his resources and resources.

Clients have the right and should be kept constantly informed of the development of the project they are paying for and sticking epithets like “incompetent” do not contribute to a functional relationship with them – on the contrary, it causes irreparable damage.

In the end, the conclusion that I can make for myself based only on the facts cited in the opinion of the fellow project manager is that he is rather wrong in his approach to the project than that there are initially intractable problems in the project itself.

Once I get to know in detail what has been done so far, I will be able to be useful with more detailed and specific guidelines and recommendations!

More articles on certified project managers

  1. Reference: “A certified project manager talks about his ambition“,
  2. “The certified project manager carefully plans all activities“, (Source #1)
  3. “Certified project manager shares his wisdom”, (Source #2)
  4. “The presentation of the Certified Project Manager”, (Source #3)
  5. “Why get certified as a project manager”, (Source #4)
  6. “Why do you want to become a Certified Project Manager?”, (Source #5)
  7. “Presentation of a certified project manager to stakeholders“, (Source #6)
  8. “Newly appointed certified project manager in a new project“, (Source #7)
  9. “Why do you want to be a certified project manager?“, (Source #8)
  10. “The certified project manager is meeting with his director for the first time”, (Source #9)
  11. “Presentation of the Certified Project Manager”, (Source #10)
  12. “18 Best Project Management Certifications and Courses of 2022”, (Source #11)
  13. “I am already a certified project manager with a diploma“, (Source #12)
  14. “The new certified project manager: sample presentation”, (Source #13)
  15. Presentation of the certified project manager to the team and stakeholders”, (Source #14)
  16. The new certified project manager of the project, (Source #15)
  17. “New certified project manager in the team“, (Source #16)
  18. “New certified project manager in a small software company”, (Source #17)

The certified project manager’s address to his team

Hello colleagues! I am a certified project manager. I want to share my views not only on project management but also on leadership.

The great American philosopher and thinker George Santayana said “He who does not know his history is doomed to repeat it.” This short but extremely strong sentence contains a sufficiently strong argument for the meaning and usefulness of the so-called “lessons learned”.

During the implementation of any project, each of us necessarily faces all kinds of challenges, problems, and obstacles. Even the most careful and detailed planning cannot anticipate the chaotic, living reality, and as the great military strategist Carl von Clausewitz very rightly pointed out, “No plan survives the first encounter with the enemy.”

But where plans fail, again and again, the lessons learned from each failure remain. They are an invaluable source of experience; a huge library of good practices, and although in life and business two situations rarely repeat themselves verbatim, they very often “rhyme”.

It is for this reason that I believe it would be of great benefit to our organization to create such a library of lessons learned journals where every team member, certified project manager of a project, or even a sponsor or senior executive can record the good examples of their practice.

This would help in the future to more easily, quickly, and effectively overcome the problems we face in the realization of our common goals; it will help us plan more efficiently, be better at our day-to-day work and succeed where our competitors are likely to fail.

It is with these motivations that I turn to you – fellow project managers, team leaders, team members, and middle and senior managers.

I believe that the implementation of such a database will cost the organization a modest amount of time and resources, but will be invaluable from a strategic perspective and could potentially lead to significant savings and benefits in the future.

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