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I ran a couple of Calgary based PMI-ACP courses three years ago when the exam first came out.
In October 2015 the PMI rolled out the updated version of the PMI-ACP exam, based on feedback from hundreds of existing credential holders and agile practitioners. I was a founding member of the steering committee that designed and developed the exam content outline.
The course will be capped to 15 people for better Q&A and will take place at historic Fort Calgary which is close to downtown on 9th Avenue and has free parking. The course has a 100% pass rate and uses Turning Technologies audience response technology. See why project managers are the least equipped to effectively identify and manage project risks.
I have submitted a presentation for Agile 2015 Conference about team based risk and opportunity management that may well get rejected based on its title alone! It has always been a good practice to engage team members in the estimation process; then agile methods taught us how teams should do the local planning and decision making too. However, risk management as tackled by many organizations, is academic, boring, seemingly removed from real-work and it often ignores the maximization of positive risks (opportunities).
At the Agile 2012 Conference I presented a session called “Collaborative Games for Agile Risk Management” that introduced fun, team based games to engage the team in risk and opportunity management. Teams using these approaches are not only driving out risks, but more surprisingly, building great inter-organization alliances, being given free passes on bureaucratic process and generally having an easier go of things.
A little like the 18th Century discovery linking germs to infections that gave rise to the introduction of hand washing in hospitals increasing survival rate dramatically.
Good leaders know the value of a powerful vision; it “Reveals a beckoning summit for others to chart their own course”. My session proposal outlines the practices and reviews case studies so you can equip your team to be risk-consuming, opportunity-chasing beasts that leave a trail of business value and delighted stakeholders. I admire a lot of the work done to scale agile methods in the attempt to replicate the success of the initial `golden-teams` to all groups in an organization.
Agile methods are successful when they equip motivated subject matter experts to collaborate in an effective way with minimal process overhead. This phenomenon of process stifling smart behaviour was identified by Dee Hock, former CEO of Visa who said: `Simple, clear purpose and principles give rise to complex and intelligent behaviour.
The trouble is process and tools get all the press because they are more tangible and easier to describe.
I am looking forward to the event and will share thoughts and feedback on the sessions here afterwards. Today’s complex projects need proactive risk management to stand any chance of executing successfully. While the project manager is key to project co-ordination and success, they are rarely the domain experts and instead bring subject matter experts (SMEs) together to collaborate on novel solutions. This session explains the need for proactive risk management and the importance of social influence on risk management. Agile, lean and kanban approaches are a part of the new project delivery toolkit, especially for projects with IT components. Fortunately, a new class of PMO has evolved to support a dynamic mix of traditional, agile and lean project approaches that we can learn from.

Thanks to everyone who attended my presentations and, as ever, you are always welcome to contact me if you have an additional questions. This is the third part in a series on agile risk management; Part 1 looked at the opportunities agile methods offer for proactive risk management, while Part 2 examined the benefits of engaging the whole team in risk management through collaborative games and cautioned us about groupthink.
The other goal we have for this phase is to teach some risk basics to the team since they may not be familiar with the concepts or terminology. Iniziative denominate "ComunitA  Attiva", lunedA¬ 25 aprile distribuzione di generi alimentari in zona via Andria Trani.
Il LICEO VECCHI ha partecipato con grande entusiasmo a tale evento con una sua classe, la IV A appunto, che ha seguito l’intero iter progettuale, da ottobre ad aprile, durante il quale ha seguito un corso gestito direttamente dai manager del SOUTHERN ITALY CHAPTER BRANCH PUGLIA del PMI e ha preparato dei progetti secondo gli schemi e le logiche del PROJECT MANAGEMENT INSTITUTE. Un’esperienza quindi teorica e pratica con stage di grande interesse culturale e di efficace valore formativo per gli alunni del LICEO VECCHI.
In this mini crossbow tutorial, the materials you’ll need are: four pencils, four rubber bands, a pen as your arrow, a binder clip, and some tape. Since then the certification has grown in popularity from niche to mainstream with over 10,000 people now holding the credential.
The new Exam Content Outline has been restructured with the addition of a new domain “Agile Principles and Mindset” to focus on thinking and acting in an agile way as opposed to simply implementing agile processes and hoping for improved results. We based the exam on what agile practitioners with a year or two’s experience should know to be effective. Following the course each participant receives a personalized follow-up study plan based on their sample question performances. As much of the agile community seems engaged in scaling debates I am really happy to share some useful tools that can be used on any project, regardless of approach. So it should come as no surprise that the best people to undertake effective risk management are team members. My proposed workshop demonstrates how to turn teams into risk-consuming, opportunity-chasing beasts that that leave a trail of business value and delighted stakeholders. In the intervening years many teams have adopted these techniques and become much more effective at Risk Management. At first I was surprised at all the “good luck” these teams encountered but then I saw how small adjustments in team behaviour were being made towards freshly identified opportunities.
However if the mental image of eating risks for breakfast and pooping awesomeness all day is too graphic to share in your organization, maybe a machine that harvests risks and opportunities and outputs business value is an easier sell, but not as much fun.
A reasonable reaction to witnessing any great performance in an organization is to demand more of it. Unfortunately these roll out attempts largely result in disappointment or failure because the investment and effort has been applied in the wrong place.
In attempting to make agile methods scalable, it is tempting to add more process to assist larger scale coordination. Complex rules and regulations give rise to simple and stupid behaviour.` The real path to scaling agile successfully is not choosing a scaled framework to implement, but focussing on replicating good teamwork and collaboration models and then adding minimal process. Plus vendors can promote and sell frameworks more easily than teamwork advice since they are proprietary and more marketable. Yet, all the steps of: identifying, classifying, analyzing and prioritizing are for nothing if the risks cannot be effectively avoided, transferred, or reduced. These knowledge worker projects require a whole team approach to not only risk finding, but also risk resolving.

Using case studies, a team approach to risk management to collaborative workshops, new risk visualization techniques, and examples of team risk avoidance and risk mitigation actions are examined. The PMBOK Guide v5 published in January 2013 now describes a lifecycle spectrum spanning “Predictive, Iterative & Incremental and Adaptive” approaches. Using case studies from award winning PMOs, this presentation examines how proactive organizations are tracking diverse project types with common metrics and enablers.
My slides are really just prompts and pictures to accompany the explanations and stories I tell , but if you were at the conference you will get the idea. The first looked at the opportunities agile methods offer for proactive risk management, while the second examined the benefits of engaging the whole team in risk management through collaborative games.
This article walks through those games and explains how to engage a team in the first three of the six risk management steps. Plan Your Trip (Plan Risk Management) This phase is about deciding and defining how to conduct risk management activities for the project.
He is a soldier of love who will carry you on his strong back of awesomeness when the zombie apocalypse arrives.
We wanted a methodology agnostic credential that captured the agile practices used on most projects most of the time. The book is currently available for 30% off from RMC here and is also included in the course. However it turns out I was focusing on the wrong end of the lever, the big news are the results teams are getting through Opportunity Management. Getting teams to own opportunity exploitation causes them to behave differently and benefits start occurring all over the project.
These risk avoidance and reduction steps are largely human led activities with success criteria closely linked to social influence.
For the longer “Collaborative Games for Risk Management” session I have also attached a full 20 page White Paper explaining agile risk management, and the games involved in more detail. We want to tailor the process to ensure that the degree, type and visibility of risk management is commensurate with both the risks and the importance of the project to the organization. With MacGyver-like skills, all you’ll ever need for armament-building is right in front of you.
Not that we don’t add more process, just that we add it last, not first, after you have replicated and established collaboration models. So we do not use a sledgehammer to crack a nut, or undertake a risky, critical endeavor with an inadequate process.
If this is you, and you’d like to work out of our dynamic office space in Sydney’s Surry Hills, tell us why we should hire you.
Adding process first kills collaboration and then even the best intentioned and resourced development environment is doomed. Please contact us using the contact us page of this website for reporting any issues with the content.

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