However I suffer from an incurable illness called “Techno-Lust” and when Huawei launched their P6 I knew I had to paw one. And so it happened that I sold my Windows 8 phone (good riddance) and bought a Huawei Ascend P6. My first surprise was the price: It is not expensive for a mid-range phone with many high-end functionalities. And it has a lovely skin and theme. Well done guys! I already like it. Add that the box includes a cover and the purchase was a huge pleasure.
Then the thinness. In comparison to an iPhone it is thin. Thin is in. No compromises. Luvit!
Then the width or size or palm-stretch. When I use the Samsumg S3 or S4 series phone my palm always feels like it has been to the dentist – stretched out of proportion! It is simply too wide for comfort, shirt pockets and normal hands. The Huawei P6 on the other hand (pun not intended) is just the right width to be able to type with one hand while pretending to listen to my wife. Cool stuff!
I’m not sure about battery life yet, neither am I sure about the memory size yet. I will test and feed back. I stuck a 4Gb CD card in to transfer some of my information and it worked so for the moment it is OK.
Talking about transferring information, I nearly forgot that it was a no-brainer to move from one Android to another. Remember I HAVE to (for legal purposes no less) keep some copies of logs and messages for a few months. No problem! There are several utilities on the Google Play Store and I tried a few, they all seem to work in some combination or another. WhatsApp transferred flawlessly. Mail, contacts and calendar was synced back from Google before I had a chance to sweat. In comparison to the stress of moving from and to Windows Phone 8, I guess this is a breeze.
So my final verdict is as follows: You know the story about three kinds of people – The ones who do, the ones who watch, and the ones who wonder what happened? Here’s my version:
You get three kinds of phone users:
- The kind of phone user that wonders what is happening – they will use a Windows 8 phone
- The kind of phone user that watches what is happening (or watches what other people are doing – they are using Apple iPhone
- The kind of phone user that actually does something useful with his phone – they are using Android phones!
What do you think?
The Project Management Professional Competency Development Framework provides a tool to assess individual project management practitioner’s degree of professional maturity and development. The framework is based on the PMI Project Manager Competency Development Framework and outlines technical, interpersonal and educational competencies that can be used to assess an individual project management practitioner’s current level of competence.
Once assessed, a training and education program can be put in place to provide the additional training required to achieve higher levels of competence.
Completing the framework is a simple process of marking the practitioner as Competent, Moderately Competent, or Not Yet Competent in each of the identified areas. The results are processed by our software tool and an assessment of the level of competence of the individual is provided. The results are provided back with a personalized recommendation for next steps in professional development.
There are 5 identified levels of competence for project management practitioners:
The Portfolio Manager is able to display all of the project management competencies, as well as demonstrate an understanding of program management. Additionally, a competent portfolio manager must display competence in strategic alignment and project selection.
The Program Manager must display most of the competencies of project management and also display an ability to lead, and manage and resolve competing project demands.
The Project Director is a senior level project manager with over 5 years project management work experience, and responsibility and competence not only in the project management technical and impersonal areas but also in leading and managing teams and individual stakeholder expectations.
The Project Manager is able to display competence or moderate competence in all of the required technical and interpersonal skills, and has responsibility and authority to deliver projects.
The Project Administrator or Co-ordinator provides support to a project manager, has limited delegated authority and does not display competence or moderate competence in all the project management technical or interpersonal skills.
Education and training activities will seek to increase levels of practitioner competence through informal, formal training, mentoring programmes and international credentials,
Let’s start the explanation with a diagram. The diagram shows standards, frameworks and methodologies in descending order of influence and importance.
At the top you have ISO21500 which is the newly introduced international standard for project management. It took 7 years to develop and involved all the project management organizations around the globe and as such represents a truly comprehensive, standardising and unifying approach to project management. It is still early days for this standard as it was only released in 2012 and as such it is a guiding standard only and not a normative one. We expect it to become a normative standard sometime in the next 5 years and when it does you can start certifying your organisation as ISO21500 compliant. Until then it represents a fantastic guide for professional project management and you should probably make yourself very familiar with it as it will probably become standard you need to comply with sooner or later.
The next layer down is made up of framework documents and their associated credentials. Here you have project management body of knowledge’s’ which capture what is considered good professional project management practice across the entire project management profession. The largest example of this is the PMBOK® Guide from the Project Management Institute (PMI) which is a global organization. Frameworks contain much more detailed information about project management processes, tools and techniques than standards such as ISO21500. The Association for Project Management (APM), which is largely based in Europe, also has its own Body of Knowledge as well. Despite this extra information they do not present specifics ways of completing projects – that’s a job for methodologies which we cover soon. There are many similarities between the PMBOK® Guide, APM BoK, and ISO21500, but also a few differences mainly around slight naming and content differences of some processes and process groups. We would expect these differences to be ironed out over the next few years. PMI offers the Project Management Professional (PMP®) and Certified Associate in Project Management (CAPM®) credential, and APM offers its own 4 stage certification for project managers. All of these credentials are framework credentials and are at a much more senior and detailed level than methodology credentials which we cover next. I recommend all project managers plan on gaining a framework credential at some point in their career – the sooner the better.
At the bottom of the hierarchy are specific project management methodologies developed from frameworks which in turn align with standards. Each methodology can be traced back to a particular framework document, and its ancillary documents such as extensions to the PMI PMBOK® Guide. Each methodology is particularly suitable for different projects based on industry, size, value, complexity and risk. For example Scrum is great for fast moving iterative IT projects, Prince2 for low complexity IT projects, and Method123 for defined complex projects from a range of industries. There are usually no, or very little, prerequisites needed to gain a methodology certification so they are generally not any guide to a project managers experience, ability or seniority. My opinion is that you should only look at becoming a certified in a particular project management methodology if your organization is actually going to use that methodology appropriately. Otherwise I strongly suggest getting a framework credential such as PMP® and gain the skills needed to develop your own project management methodology.
Anyway, that’s the explanation over. I hope you found it useful and you now feel more informed about standards, frameworks and methodologies.
The discipline of planning and scheduling is almost embedded in the Microsoft Office Suites, and almost anybody with no idea of management can be trained to point and click and produce something that looks like a graph of activities.
The skill of cost estimating and budgeting has narrowed its focus into the Cost Engineering fraternity where they shun anything that even looks like a project manager, opting instead to play with their calculations and spreadsheets.
The art of risk and change management has become a no-mans land, where only the most daring of individuals tread with their powerpoint presentations in hand. Companies have become so risk-averse in general and perhaps rightly so. Multi-billion dollar claims for personal injury or loss is not uncommon and class-action suits appear more regularly in the news.
So what is the next emerging management trend? If project management was riding the crest of the wave ten years ago, what is the new wave? Are we for example retracting into a “safe” world where the accountants smile and there are no identified risks (but no great rewards either)? Or are we sidestepping the really interesting new emerging technologies in favour of old established patterns? Either way I think your competition might spot a weakness in your armour to exploit, and then?
But that wasn’t the question. The question is: Who are the next generation of creators of wealth? Who are the guys that will plan, organise and execute on the brilliant ideas of the inventors and entrepreneurs? What are we going to call that discipline, and what tools are they going to use? Their tools will define them, because it appears to me that we have managed to generalise all the important tools (Excel, MS Project, PowerPoint, etc) to the point where you no longer need a specialist with a big laptop to operate them. The existing tools can do everything we want to do.
It is time for an inevitable change. The old is done, the new is waiting in the wings. But what does it look like? Do you want to take a guess? Comments are welcome!