Volume 3 / Issue 1

PMP<sup>®</sup> Passport
PMP<sup>®</sup> Passport Home Print this Page pmi.org PMI Bookstore Contact Us
Asia Pacific
Europe, Middle East and Africa
North America
Latin America
Maintaining your Credential

Don’t Risk Losing Your Credential. Earn and Claim Your PDUs to Stay in the Game.

Important message for those who earned or last renewed their PMP credential in 2004. Read More

    1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30 31    

Click on the highlighted dates for event information.

View all eventsRead More

Need PDUs?

Global Congress 2008—Asia Pacific in Sydney, Australia, 3–5 March. Register for the SeminarsWorld courses being held in conjunction with the congress.

eSeminarsWorld Courses Delivering Business Strategies through Programs
31 January–14 April
27 March–10 April
Essential Skills for Managing Projects
6–20 March
Project Management for the Experienced Professional
7–21 February
10–24 April

Part of the Solution

Four global professionals reveal how they have become better problem-solvers since earning the Project Management Professional (PMP®) credential.

Asia Pacific

Profile: Suhail Iqbal, PMP, CEO

Company: SysComp International (Pvt.) Ltd., Islamabad, Pakistan

Quick Take: Utilize A Guide to the Project Management Body of Knowledge (PMBOK® Guide) to help plan a course of action and solve problems with confidence.

Alexandre Rodrigues Since obtaining the PMP credential in 2003, Suhail Iqbal has received frequent requests for advice from his colleagues. Luckily, Mr. Iqbal says, the skills he learned during the PMP certification process—and from studying the PMBOK® Guide—taught him to step back and look at problems from a clearer vantage point.

Recently, when asked for guidance on a troubled construction project, Mr. Iqbal took a closer look at the various process groups and knowledge areas to assess how things should have been done versus how they were actually being done. “We were, in a way, doing the variance analysis between the two approaches, and that led us to the key errors and omissions,” he says.

After spelling out what had been done incorrectly on the project thus far, Mr. Iqbal and his colleague were able to determine the best ways to control the damage and find the shortest route to success.

“The solution we finally came up with was very logical, methodological, and was a surety for getting us out of trouble,” Mr. Iqbal says. “Understanding and following the PMBOK® Guide has made me more proactive, thus [able] to plan for contingencies in the future, which I would otherwise have never considered important.”

Back to Questions
Europe, Middle East and Africa

Profile: Theofanis C. Giotis, PMP, co-founder, CEO, CTO, president of PMI Athens, Greece Chapter

Company: ITEC Solutions SA, Athens, Greece

Quick Take: Pick your battles: It's important to have proven strategies for dealing with problems, and to also know which problems to focus your attention on and when.

Anca Slusansch

PMP credential holders can focus on stakeholder interests and use proactive risk management to prevent problems from happening in the first place, says Theofanis Giotis, PMP. “The PMP drives you to use proactive risk management in order to identify and eliminate as many potential threats to the project as possible, and then to reduce the negative impact of the remaining threats on the project,” Mr. Giotis says.

In June 2006, Mr. Giotis was faced with a difficult problem while working on a project that entailed moving 2,000 users from one e-mail system to another. It became clear from the beginning that the two systems were not communicating correctly. So, Mr. Giotis took a proactive approach, creating a schedule that called for moving addresses in small chunks, as opposed to moving them all over at once. When initial problems arose, his team was able to move all e-mail addresses back to the old system while the technical glitches with the new system were being fixed.

“Without the PMP certification, I wouldn’t be able to do proper risk management and adequate problem solving. I wouldn’t be able to develop fallback plans and effective contingency plans,” Mr. Giotis says. “That’s why gaining [the PMP] was a significant milestone in my professional career.”

Back to Questions
North America

Profile: Myles Lawless, PMP, expert-strategic planning

Company: Roche Pharma Global Informatics, Palo Alto, California, USA

Quick Take: Get back to basics.

Anca Slusansch

For Myles Lawless, the most important question a PMP credential holder can ask is, “Why are we doing this project?” Too often, he says, project managers get so caught up in the daily details of their work that they fail to fully understand the business objectives of their projects.

When Mr. Lawless took over an internal project management program for Roche Global Informatics in June 2005, he quickly realized that many of the company’s projects shared similar goals: improve the organization’s overall project success rate and build project capabilities. The problem? No one had developed a plan to integrate all of Roche’s projects and capitalize on potential synergies.

To get the projects back on track, Mr. Lawless returned to the lessons he had learned years before when studying the PMBOK® Guide before his PMP certification exam. “Based upon guidance provided in the PMBOK® Guide, we conducted stakeholder interviews—talking with the project sponsor, senior management and future users of the project’s solution.”

Now guided by this stakeholder input, Mr. Lawless was able to identify, and begin integrating, six key components—namely training—that crossed all of the organization's project management areas. By leveraging a PMI-recognized training provider rather than creating its own internal training, Mr. Lawless says Roche provided consistent, quality training.

Back to Questions
Latin America

Profile: Ana Luz Montejano Alonso, PMP, director of projects

Company: International Institute for Learning, Inc., Mexico City, Mexico

Quick Take: Implement PMI standards and create a project management office (PMO).


Rodolfo Ambriz Ana Luz Montejano Alonso, PMP, has spent a portion of her career managing large-scale industrial construction projects in Mexico City, Mexico. One project in particular—the remodeling of a detergent facility—faced some challenges. For one, production at the plant continued while construction was taking place. Not to mention that the project was planned and developed in the United States, with little to no consideration for the local conditions.

When the project’s scope continued to grow and change with each passing stakeholder request, Ms. Alonso had one solution in mind: create a project management office (PMO).

“In this instance, a local [PMO] had to be set up to completely customize the project plan to deal with local conditions. The PMO organized, authorized and monitored the scope, time, cost and quality.”

Aside from customizing and organizing the project plan, the new PMO also helped establish methodologies for request submissions and communication, which were then used throughout the project’s life span. In the end, the project was delivered on time and the company was able to launch its product before a direct competitor—translating to a larger market share and a commercial advantage.

“Prior to obtaining my PMP credential, I didn’t apply the guidelines in the PMBOK® Guide to plan and control projects using of all the tools and techniques that I currently employ,” Ms. Alonso says. “I’m really happy now and feel comfortable because all the knowledge that I have [as a PMP] will improve my development in projects.”

Back to Questions