Ed. 021 The PMP is Changing, Say What???

There's no denying it. The PMP is outdated. The test is changing for the better.

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The PMP Test is changing. Here’s what’s new.

Well, it’s happening. It’s finally happening. The PMP test is changing and that’s a good thing. For too long we’ve been stuck in waterfall methodology and while waterfall still works very well for conventional industries and verticals, it is no longer applicable to fast-moving, innovative software and tech companies.

Why does this matter? Project managers must evolve. They cannot stay within the safety of waterfall or even agile for that matter. New-age program managers have been doing many of the new PMP domains and tasks for a while now.

1 on 1s Are the Most Valuable Meeting

Ah, yes, the 1 on 1. When I first started working I would speak to my manager maybe once a month in terms of my career and future aspirations. Now it’s once a week.

Why does this matter? 1 on 1s divulge a lot of information ranging from anything from career, project status, obstacles, etc. While that’s great and all, those are all tangible. The intangible is the working rapport you end up building. That same rapport is what you’ll use to recruit help for your own projects and programs.

How to Write a Proposal That Clients Can’t Say “No” To

For those of you in heavily projectized environments, this one is for you.

Why does this matter? Selling your projects, programs, and work is a key part of being a program manager. Your programs must earn visibility and commitment from leadership.

A Practical Prioritization Approach for Technical Debt

Tech debt is the bane of my existence and certainly the same for others. The creation of a decision tree to handle tech debt is a particularly compelling approach.

Why does this matter? For those of us that are TPMs and work closely with development teams, the article provides a sane approach to handling tech debt.

Make it OK to Speak Truth and Take Risks

It’s not enough to just tell people what to do. They have to feel safe. They have to trust the others on their team. There has to be a sense of inclusion for optimum productivity.

Why does this matter? Program managers must be skilled in aligning and holding others accountable. Remember, PGMsrarely lead by influence, not authority. I personally have convinced people to agree with my requests and push-backs simply by offering them coffee.


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