Thanks to the site’s recent move to WordPress, the change was quite easy to manage. By updating the site’s theme, I was able to keep the look of the site consistent throughout. In the past, I had to update every page by hand when I changed the look of the site. This time I changed a few template files, and WordPress took care of the rest.

If anything is broken on the site, please let me know or post a comment here.

I am thrilled to announce that this is the first joint paper to be published on this site, and to welcome Jennifer as co-author. She was wonderful to work with as co-author, co-presenter, and panelist. You can find out more about her on her blog (tharpo.com) and her company’s web site, Mastodon Consulting.

We also did a presentation on aligning strategy to projects in Sydney, but we will not be able to publish that material here until after the PMI North America Congress in October. We are making the same presentation at that event, and PMI does not allow publication of a paper before a Congress event.

Introduction

A project manager develops skills, knowledge and experience over years of hard work.  When he becomes a consultant, he can offer that hard won experience and skill to others.  Consultants are in charge of scheduling their own time, and setting their own rates.  They only need to take work that interests them.

When a project manager switches from full time employment to starting a consulting practice, he’s saying goodbye to the predictability, routine and safety of a regular job. He ventures out on his own, into unknown territory. From here on out, he’ll need to survive by his wits, not a paycheck that appears every two weeks without question (Coutu, 2006).

Project managers have a unique advantage over other types of consultants who are building a practice – they know how to break down a large project into manageable components and follow through to execution. Project managers can launch a consulting practice using familiar tools.  A Guide to the Project Management Body of Knowledge (PMBOK® Guide) lists the processes that are key to building a successful consulting practice.

Scope Management

Scope management ensures that a project includes all the required work.  “Scope” can refer to both the features and functions of the project, as well as the work that must be done to deliver a product with those features and functions (PMBOK® Guide, p. 51).  So how can a consultant use this principle to help develop his practice?

Initiation:  Strategic planning

In the same way that a project begins with a charter, consultants should also develop a charter for their practice. The charter should include a product description and a vision of what the business will accomplish. Spending some time at the outset on initiation and planning will help with the execution of the consultant’s vision, greatly increasing the chance of success.

Vision statements are temporary – looking 3-5 years in the future, drawing a very specific picture of what the world will look like in this time period.  The vision statement drives the bottom line and success of the practice (Collins, 1996).  A good vision will help decision-making in times of uncertainty.

Before many projects are initiated, a feasibility study is conducted, to determine whether the project will be successful.  Applying that lesson to consulting, in order to determine whether a prospective consultant should go into business for himself, he needs to consider these feasibility factors:
Is he comfortable working alone?  Can he maintain his sense of objectivity when he doesn’t have others to support him?

• Does he believe in himself, and can he persuade others to believe in him?
• Can he walk away from a job he doesn’t want or that does not match his vision?
• Is he good at listening to others, and reframing their issues in order to get to the next step?
• Does he follow up quickly, completely and reliably?
• Can he sleep at night without knowing when he’ll see revenue?
• Will his family support his decision? (Coutu, 2006, online; Weiss, 2000, p. 7)

Assuming the project is feasible, the project manager moves on to develop a project description, which describes the product or service that the project was undertaken to create, as well as the business need that gave rise to it (PMBOK® Guide, p. 53).

First, what is the service the consultant will provide?  A beginning consultant often looks at his title, and thinks he should consult in general project management.  After all, once a project manager has mastered the fundamentals, he can handle managing projects in many different fields.  However, by being a generalist, he becomes a commodity product in a very crowded field.  As someone who isn’t differentiated from his competition, he will only be able to attract a commodity price.  He might find that while it’s easy to get work, it’s harder to get interesting or lucrative work.

Differentiating and narrowing the field of service, puts the consultant in a much smaller pool of competition.  He can differentiate

• By area of expertise, such as risk, earned value, or regulatory compliance
• By industry, such as biotech, telecom or finance

With lower competition and greater specialty, he can bill at a higher rate. Experts debate over whether being more specialized increases or decreases business opportunities. Although a specialist’s market is smaller, he or she may be able to service it more effectively; increasing the demand for their services far more than if they tried to serve everyone (Port, 2006, p. 19). The consultant considers all these issues, and then determines exactly what his service will be.

The prospective consultant should analyze whether there is a business need for his services. What are the results a client will see after working with the consultant?  This business need is the consultant’s value proposition.  A value proposition describes tangible, measurable business outcomes the client will realize from working with the consultant (Konrath, 2006, p. 53-55).  Is there a business need or market demand that the prospective consultant can fill?  This need is often documented in the project charter. Unlike a typical project charter, the independent consultant does not need to get approval from anyone else. As the chief executive of this new business, he himself authorizes the charter. However, it’s in his best interest to consider constraints (such as finances) that will limit his options as he begins his practice.

Scope Definition

A consultant needs to develop a core marketing message, to clearly state who he works with, what problems he solves, what solutions he provides, what benefits he offers, what results he produces, what guarantees he gives and what is unique and special about his particular service.  This positioning is the foundation for the rest of his marketing efforts (Middleton, p. 29).

Other questions the consultant should consider in developing his practice:

1. What size should his practice be?  Will it be a single-person practice? Does he want to build a large practice? Does he want partners? Building a larger practice involves greater risk and creates more financial issues.
2. What will be the organizational and legal structure for his practice?  Will he do business purely as a sole proprietor, or will he create a separate business entity, such as a corporation?  Finding the right organizational structure requires discussions with tax and legal professionals. Liability, financial and tax consequences vary depending on location, politics, local law, and common business practices.
3. Where will the consultant operate, geographically?  Is there enough local business to sustain the practice, or will the practice be international?

Scope change control

When a client requests work performed outside of a consultant’s area of expertise, geographical reach or other parameters, a wise consultant analyzes whether this new work is aligned with his vision.  If so, perhaps the consultant should dedicate the time to building that expertise, and complete the work for the client.  If not, the consultant should either outsource the work or recommend a partner to complete the work.

Time Management

Time management is a huge challenge for the beginning consultant. As with any project, the consultant needs to identify and document all the activities that must be performed to build a successful practice.  Like other small business owners, consultants often find themselves wearing many hats, and commitments can be overwhelming. Time spent on accounting, legal, marketing, administration, writing, editing and other tasks is non-billable time. These tasks can be outsourced, so the project manager can focus on core services. (Coutu, 2006).  Starting with a robust work breakdown structure and determining which tasks can be outsourced or delayed is the first step to getting all these activities managed successfully.

Much of the beginning consultant’s time needs to be allocated to building credibility, and building a network.  Marketing is essential to build the new business. That work does not happen automatically. It needs to be planned and scheduled, to make sure it gets done.

It used to be that sales could be driven by cold-calling a hundred companies.  Consultants will be much more successful if they target a few specific companies, and focus sales efforts towards getting in to those companies.  Consultants need to be careful not to fall into the trap of thinking they just need a customer, any customer.  Consultants must know when to say no, and know exactly what they want to go after, or they won’t make productive sales.  Clearly defining a target market is a more efficient use of time – prospective clients can quickly see that the consultant is a perfect match for their needs. (Konrath, 2006, p. 42).

Cost Management

Project cost management is conducted to ensure a project is completed within the approved budget (PMBOK® Guide, p. 83).

It doesn’t require a substantial investment to launch a consulting practice. A consultant only needs to start with some basic tools, such as a computer, business cards, a telephone, an Internet connection, and expertise in order to begin reaching and working with clients.

Pricing strategy

Pricing is a marketing decision.  As with any contract, care should be taken to distinguish cost estimating from pricing (PMBOK® Guide, p.86).  A consultant can only fairly price his services once his positioning has been determined.

Many consultants begin by setting their fees fairly low, in order to get work.  While this strategy can be effective in obtaining work, it’s also more likely that the consultant will engage with companies with less ability or inclination to pay, and their work will not be valued.  However, if fees are set too high, it may discourage potential clients.  Setting fees is making a decision about how the consultant approaches the market.  By differentiating, and presenting rare services, the consultant can command a higher fee.

Whereas many beginning consultants charge an hourly rate, some consultants find they are able to increase their margins by setting their rates by the project. This approach can be very risky for the consultant. Offering a fixed price requires excellent skills in:

• Project management
• Scope control
• Activity duration estimation
• Cost estimation

The consultant uses historical information and expert judgment to help determine overall costs, and ensures that his pricing model covers these fundamental costs, and is aligned with his overall marketing and pricing strategy.

More experienced consultants may set fees based on the value the client derives from the consultant’s advice. This value might include future revenue, profits or commissions. Consulting fees based on performance, such as these, pose several risks:

• The company’s performance in other areas may affect the area in which the consultant is measured.
• It may take months or more to see the results of the work, meaning that the consultant will not see any revenue for a long period, effectively giving the company an interest-free loan
• The company may not implement all of the consultant’s recommendations, compromising the ability to reach the potential projected
• The consultant may not be able to audit the improvement measure, to see whether the client has manipulated results (Coutu, 2006, online).

The consultant also needs to allow for the full costs of the business, including employee benefits, which he will now need to cover rather than a separate employer, and bad debt, and other overhead costs.

Quality Management

Quality management is critical to successful consulting, as the consultant’s name and reputation depends on the quality of his output.  A client hires a consultant to help solve a particular problem.  Therefore, effective consulting isn’t simply producing a report of recommendations, but rather helping the client achieve results.  Results are client benefits, not simply a project deliverable.  (Schaffer, 2002, p. xiii)  The consultant who focuses on client benefits will not only be perceived as more valuable to the client, but will also be more likely to gain repeat business.  Similarly, presenting a proposal in terms of client benefits, rather than deliverables, will close a sale much more quickly.

A consulting project can be successful if:

1. The consultant provides a solution or method that’s new to the client.
2. The client must achieve measurable improvement in its results by adopting the consultant’s solution
3. The client must be able to sustain the improvement over time

In other words, consultants must be effective change agents, and share accountability for results with their client (Schaffer, 2002, p.4).

Agreeing on quality criteria (whether via a checklist, control charts, statistical sampling or trend analysis) at the outset of the consulting engagement will allow both parties to determine that the engagement has been successful.  Careful quality planning, assurance and control will help manage client expectations.

Instead of passing responsibility and deliverables between client and consultant, a good relationship is a partnership, where both parties learn and work together through every stage of the project (Schaffer, 2002, p.36).

Human Resource Management

When a client requests work performed outside of a consultant’s area of expertise, geographical reach or other parameters, consultants need to determine if they should expand their capabilities to meet client demand.  The simplest way to expand is to bring in another consultant on a project basis.

Anyone a consultant hires or collaborates with must provide a synergy that creates an exponential degree of business growth or increase in value.  The relationship will take energy to manage, and it makes no sense to collaborate if each party will only make as much together as they would make individually (Weiss, 2000, p. 190).  One plus one should equal at least three, or there is no point in working together.

A consultant may figure out who would make a good partner by identifying someone in a business contiguous to his – someone with the same target market but a different skill set.  A good strategic alliance would be with someone who is doing well and wants to grow. A consultant should remember that any partnership reflects upon his own judgment, so he should take the time to be sure he is confident in a potential partner’s work before jumping in to a partnership (Konrath, 2006, p. 95).

Communications Management

Communications management provides the links between people, ideas and information that are necessary for success (PMBOK® Guide, p. 117).  How can the consultant provide effective outreach to prospective clients?  Marketing is the biggest communication challenge for a new consultant. Consultants can write, speak, and create marketing messages through branding and development of marketing materials.

Branding

This paper previously discussed the importance of developing a consulting business around a core value proposition.  Branding effectively communicates this value proposition to prospective clients, via communications planning. Communications planning involves determining who needs what information, when they will need it, how it will be given to them, and by whom (PMBOK® Guide, p. 119).

First, the consultant must articulate a positioning strategy, examining key industry trends and market needs, and objectively evaluate strengths and weaknesses.  What is the most compelling solution offered by the consultant? Which target customers and segments have the most immediate need for this solution?  Who are the key competitors in the target segment, and what is the consultant’s competitive differentiation from these competitors?

With this information, he can now develop a strategy framework for positioning, including product definition, target customer and target market, value proposition, competitive differentiation, and strategic direction.

Finally, he can use these materials to develop a positioning statement and key messages.  These will be critical for development of marketing materials, including logo, website, business cards and collateral (Karen Kang, personal interview, April 4, 2007). All marketing activities, from brochures, to logos, to sales pitches should all be rooted in a common positioning approach and concept. The consultant needs to understand what he is selling, whom he is selling to, and why customers ought to buy from him. These key facts provide the foundation for all marketing (Middleton, p. 29).

Networking

Everyone knows the value of networking, but networking sometimes has little value.  Going to a networking event, meeting people and passing out business cards is a very inefficient method of communicating with potential customers. There are more powerful ways to reach people.

When a consultant provides value to others without asking for anything in exchange, he starts a powerful chain reaction. Others want to reciprocate, to provide value back to the consultant, and many people will provide referrals or other information.  Many consultants hold tightly to their intellectual property, but giving something of value for free will help customers see the potential value the consultant can bring to an organization.  “If he gives this away for free, what will we get when we hire him?” By offering value with every interaction, the relationship with a potential client can grow (Weiss, 2000, p. 82 – 86).

Most project management services are high-value, high-trust services. A consultant cannot expect to close a sale in a single phone call or a single meeting. He should have a long-term plan to build trust with potential customers.  He may even want to write down a plan for a typical sales cycle that begins with early introductions, progresses to sign-up for a free newsletter or article, and eventually builds into a paid client relationship (Port, pp. 73 to 91). Understanding a typical client sales cycle will help him decide where to invest time and when. It can also be a foundation for metrics about the effectiveness of different marketing activities.

Writing and Speaking

The consultant should develop a communications management plan to determine the appropriate medium for each type of message.  He may even consider using multiple methods for the same message. If he writes an email newsletter, somebody might forward on that email to a couple of friends. If he posts the same message on his blog, a reader may post about it on his blog, and the message is distributed to thousands of people immediately. White papers can be published on his website as PDF’s, on his blog, and in paper marketing materials.

The consultant can submit articles he has written to magazines and newsletters. He should be sure they are the kinds of magazines his potential customers read, or they might not be effective marketing. Many new consultants focus on publishing material targeted for their peers; that work may be valuable to build reputation, but it is not likely to lead to new business.  Similarly, when he considers speaking engagements, he should speak at conferences or universities where his potential customers will be in attendance.

Book publishing offers similar options.  Commercial publishing helps the consultant gain credibility, while self-publishing can provide less expensive material to give away (Weiss, 2000, p. 99).

Many consultants stop marketing and networking when they accept a long-term assignment.  However, when that project is over, they will need to begin marketing and networking again, and they will find that it can take months to build momentum if all efforts have stopped. The communication and marketing plan should include ways to continue to build business, even while working on an assignment.

Risk Management

Risk management is focused on maximizing the probability and consequences of positive events, and minimizing the probability and consequences of negative events to project outcomes (PMBOK® Guide, p. 127).  An independent consultant quickly becomes a master of risk management. A company employee might manage risk closely to prevent catastrophe for his employer; an independent consultant must manage risk to avoid catastrophe to himself and his business.

Financial risk

The number one reason new consulting businesses fail is undercapitalization (Weiss, 2000, p. 2).  As there are many administrative and marketing tasks that need to be performed in order to set up a consulting practice, a consultant needs to ensure he has revenue to sustain himself until he’s achieved that baseline.

He should count on at least 6-12 months of dedicated effort before his efforts begin to bring in new business.  The uncertainty of the timing and amount of revenue in the first year is the consultant’s largest risk, in both probability and impact.

Consultants need a strategy to mitigate this risk.

Possible ways of resolving this risk include:

• Wait to begin work until the consultant has saved enough money to live on for the startup period
• Take out a loan, while still employed
• Perform startup activities while still employed.

Each of these options has their own risks. A consultant might miss opportunities, if they wait to save up money. Loans introduce loan-repayment risks, and possible loss of any collateral offered for the loan. Starting the business while employed introduces the risk that the consultant will not have enough time to do the work properly. In many companies, they also risk being fired from their job if their employer discovers the new business.

Many consultants make the mistake of simply planning on getting business right away. It is not a feasible approach. The consultant will be influenced by financial risk and worry from the very beginning, and will make poor business decisions as a result.  (Weiss, 2000, p. 3) Desperation can lead people to price their services too low, pick poor clients, and make decisions that can hurt their reputation and long-term business plans.

Contracts and Legal Risks

Contracts and proposals, with all terms, conditions, deliverables and measures of completion clearly defined, are a consultant’s key tool for risk mitigation. No matter how high his fees or how busy his consulting schedule, the independent consultant will not be successful if he doesn’t get paid. Contracts can help consultants get paid. Contracts can also help encourage cash flow, if they include early payment clauses. By collecting deposits on work, billing after key milestones, and charging interest on overdue payments, the consultant can ensure he has money to continue running the business (Coutu, 2006).

A consultant needs to keep excellent records, in case he needs to sue a company, or is the object of a lawsuit himself.  Errors and omissions insurance helps protect the consultant from a lawsuit claiming harm from services.

Taking on multiple concurrent contracts may be productive if the contracts are complimentary, are close geographically, and if both parties understand that the consultant will be setting his own hours. Good client communication is critical.

Market risks

A consultant will weather market fluctuations by anticipating trends as a key way of establishing value.  By watching what’s happening in his industry of expertise, and designing services to help clients cope with changes in their environment, he can stay in the area of highest demand and value (Liz Greer, personal interview, August 10, 2007).

Wrap-up and closing

“Your biggest competition isn’t another consulting firm – it’s the status quo.” (Konrath, 2006, p. 25).

Becoming an independent consultant is challenging, and it uses every part of a project manager’s skills. With careful planning and thought, a prospective consultant can decide if this is the right career change. With good planning, a project manager can launch a profitable and enjoyable career as an independent consultant.

References

Collins, J.C. & Porras, J.I. (1996) Building Your Company’s Vision. Harvard Business Review [Electronic Version] Retrieved June, 2007 from http://harvardbusinessonline.hbsp.harvard.edu/hbrsa/en/issue/9609/article/96501.jhtml;jsessionid=TUPXW0YG20R2QAKRGWDSELQBKE0YIISW?path=arc&pubDate=September%201996

Coutu, A. (2006) Consultant Journal. Retrieved July, 2007 from http://www.consultantjournal.com/

Coutu, A. (2006) Consulting Fees: A Guide for Independent Consultants. Retrieved July, 2007 from http://www.consultantjournal.com/consulting-fees

Konrath, J. (2006) Selling to Big Companies. Kaplan

Middleton, R. (2005) Infoguru Marketing Manual. Boulder Creek, CO: Action Plan Marketing

Parth, F. (2007, May) Becoming a Successful Consultant. PMI Global Congress 2007, EMEA, Budapest, Hungary.

Port, M. (2006). Book Yourself Solid. Hoboken, NJ: John Wiley & Sons, Inc.

Project Management Institute (PMI®) A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (2000 Edition). Newtown Square, PA: Project Management Institute

Schaffer, R.H. (2002) High-Impact Consulting. San Francisco, CA: Josey-Bass.

Weiss, A. (2000) Getting Started in Consulting. Hoboken, NJ: John Wiley & Sons, Inc.

Copyright 2008 Jennifer Tharp Russell and Alex S. Brown

Although this new web site is being hosted as part of my company web site (Real-Life Projects), it is not affiliated with my company, nor does the group represent my company in any way. I thought it was important for this group to have a place to talk and collaborate, and I was happy to help host the group.

I encourage anyone who is interested in the issues to visit the web site and join the discussion group. Here is an overview of what the group is concerned with:

“We agree with PMI that it is time to find innovative ways for PMI Specific Interest Groups (SIGs) and Colleges to deliver value to members. We want to maximize value to members (not merely normalize it), and it is time we innovate together. We vigorously oppose PMI’s plan to dissolve all SIGS and Colleges, terminate boards of directors, and eliminate independent elections. We need to preserve and improve democracy! It is easy to remember our position in a nutshell: Innovation with Democracy is “IWd” which is “PMI” spelled upside down.”

This is the group’s IWd icon:

When people decide to earn their PMP, many are anxious to find the “best” way to study and prepare. I do not know whether there is one, “best” way to study, but these are things that I have seen work for friends and coworkers.

• About the Vendors

  The vendors mentioned here might feel that my advice is biased. Some might feel that it is outdated. I make no claim to be objective or up-to-date here. I am biased. I urge you to double-check everything you read here. This article is not an objective review.

Pick Your Study Style

A key question for anyone studying is:

How do you like to learn?

Do you like

• Self-study, using books
• On-line learning
• Classroom courses
• “Cram” courses

The list above is ordered from low-cost to high-cost. For most people, the list is also ordered from the longest to the shortest path to achieving the PMP. Ask yourself how you learn best, how much time you have to pass, and how much money you can afford to put into test preparation services. For most people, these three factors drive them to pick a particular study method.

Some people decide to use more than one method. (Many project managers are thorough, detail-oriented people, and they want to be as prepared as possible.) Remember that the PMP test is a pass/fail exam. You will get a score, and while getting a higher score might feel better right after taking the exam, few people will care about it. When I passed the exam in 2001, the passing score and the meaning of a certain score was totally different than it is today; my score has no meaning at all today. You cannot really compare scores effectively, so just focus on passing.

Getting the PMP certification is the goal. Keep that goal in mind.

Self-Study

Self-study is my personal favorite study method, and it is how I passed. Buy your books, read them, and take pencil-and-paper practice exams. It is great for a self-paced, self-driven student. It can also be done inexpensively.

Searching on Amazon or the PMI Bookstore will show a variety of flashcards, sample exam books, and other tools to pass the test. Most are less than $100 USD each. If you get a good study book for the exam, and sample tests from at least two authors, you should be able to prepare and pass.

PMI used to offer a package of books for people planning to take the exam. When I purchased it, I got many books that have been valuable references, but they went into far more detail than I really needed to get the certification. For instance, “Earned Value Management” by Fleming and Koppelman was in the package. It is a great book on earned value, but it provides more details and examples than needed to pass the PMP test. I recommend purchasing books like these to learn, but if you really want to pass the PMP test, focus on PMP Prep titles. They will be a more effective use of your time.

At some point around 2003, PMI also offered specific brands of PMP Prep books in a package. I am not happy about seeing PMI pick a specific vendor and endorse it that way in their bookstore. There are many great resources out there, and I hate to see PMI pick sides. I do not believe that PMI is recommending any specific brand of PMP Prep book today.

Some of the vendors you should consider for books are Crosswind, AMA (American Management Association), and ESI International. I have found that they have great quality books and reference guides. They all offer sample tests as well.

One tricky issue for anyone doing self-study is that the PMP application requires that you have a certain number of hours of training before you can apply to take the exam.

Is it still possible to get your PMP through self-study? Yes!

You might already have management training that fills the requirement, and some books, CDs, and DVDs offer ways to meet that training-hour requirement. Read the PMP application and look at the different book options before deciding that you MUST register for a course.

On-Line Learning

Many people like on-line study, because it blends the schedule-it-anytime flexibility of self-study, but it has a little more structure. It is also great for people who want a low-cost solution, but who learn better through audio and visual input.

When comparing on-line learning options, look at the level of support you will receive. Some courses just offer anytime-playback of fixed course material. Others will let you ask an instructor questions. Others have specific, scheduled times for you to attend the courses. Pick the option that is best for you.

Many vendors are blurring the lines between self-study and on-line learning. Many books now come with CDs, DVDs or links to on-line materials. Some on-line courses include a book, and you may be expected to read large sections of that book in order to pass. Often a single vendor will offer a range of products, from printed books, to CDs, to on-line practice tests, to full on-line courses. Some will discount these products when you buy them all as a package. This is an exciting time to study for the PMP, because you have many options.

Vendors are constantly changing in this area. Look at the web sites for the recommended vendors for both books and courses to see who offers on-line training now.

Classroom Courses

Classes are usually much more expensive than books or on-line learning, but for some people they are worth it. The in-person trainer can answer questions, provide a solid time line for study, and help encourage you to actually apply for and pass the exam.

PMP Prep classes have become a thriving industry. There are large, medium, and small training companies offering these classes. The most cost-effective option is often to register for a class with your local PMI Chapter. Local project-management training or consulting companies often offer reasonably-priced classes. If you are an individual student studying for the exam, you want to register with a public class. If you are in charge of a group of people, you can get a vendor to come and do a class just for your organization. If you are hosting a class, do not settle for just the “big names.” Contact smaller, local firms. They will often provide the same information for much less money.

Some good vendors are the local PMI Chapters, ESI International, and local providers like Interthink Consulting.

Beware of anyone who says that they offer an introductory course in project management that also prepares you for the PMP exam. These are a lot of test-taking skills that you need to review in a good PMP class. The vendor is either neglecting the student who wants to learn project management, or the student who is trying to pass the PMP exam. The only exception that I know of to this rule is a University Learning Institute’s “The Course“, which does teach both fundamentals of project management as well as PMP prep. This course is also much longer and more intense than most PMP prep courses.

“Cram” Courses

No one seems to advertise their courses as “cram” courses. “Cram” has a negative connotation. If you see anyone offering a 3-day to 5-day class, all scheduled for a single week, then you are looking at a “cram” course.

The big advantage of these courses is that you can quickly study for and get your PMP. Most vendors recommend scheduling your exam for the day after the course ends, and that has worked well for the people I know.

Be prepared to devote yourself entirely to the course for the whole time. You need to be fully engaged in class and study in the evenings or morning. You will be exhausted and drained, but you can pass the exam in just a week. My friends who have done cram courses found that they could not keep up with work e-mails and other responsibilities during the class. They used all their time studying.
There is a risk to these cram courses — you might not retain much of the information learned. On the other hand, the goal of the course is to pass the PMP exam, not to learn project management. These courses help you meet the goal of passing the exam.

These classes can also be very expensive. I usually see people take them through an employer. The employer is anxious to get certain people certified, so they fly them to a class location, focus them entirely on the exam for a week, and then the certification is done.

Other Common Questions

Do You Have to Be a Great Project Manager to Pass the PMP Exam?

No. You just need to pass the test. When shopping for PMP Prep services, keep this fact in mind. The goal is to pass the test. The goal is not to become a better project manager. You might learn some things along the way, but the goal is the certification. If you want to acquire practical skills, do that before you study for the exam or after you earn your PMP.

I have heard that IIL and Rita Mulcahy’s materials are the best. Why don’t you mention them?

I just do not like IIL and Rita Mulcahy’s RMC Project. (Yes, this is a personal opinion piece and not an objective review.) They offer acceptable products, but the market now offers equivalent or better products from other vendors.

I have seen IIL offer very expensive training options, and I do not see a reason for their premium prices. I have been disappointed at the breakup of IIL with Eric Uytteewaal over the Dynamic Microsoft Project books. I do not feel comfortable recommending IIL courses.

Rita Mulcahy’s books have long been seen as “the” essential PMP prep reference. They were one of my study guides. I think that other vendors like Crosswind now offer equal products at a much more reasonable price. I am also not happy about some of the products offered by Mulcahy and RMC Project. A “course in a book” on Risk Management is offered as a way to earn PDUs. Actually, you can earn PDUs from reading any project management book. I would much rather read a book by risk management experts than one of these so-called “courses in a book”.

I also see IIL and Rita as quite self-promotional. Some people argue with me that they must be, to survive. I disagree. IIL recently donated a huge sum, $1 MM USD, to the PMI Educational Foundation. I love to see that kind of corporate charity, but their speech recognizing the PMIEF talked almost exclusively about how successful IIL is, not about the Foundation. Rita puts on a great show when she speaks, but often seems to emphasize deficiencies in project managers, followed by a mention of her own products. I believe in building up project managers, not pulling them down as a lead-in to a sales pitch.

Since there are good alternatives, I recommend the alternatives.

This article is different from most of the articles I post here. It is not specifically for project managers, but could be useful for any speaker. One of the joys of going to the new site design is that I can categorize articles in different ways, and serve many audiences.

Most speakers I know do not record their live speeches, and the few that do often pay others to make these recordings. Here is a list of items any speaker could purchase and use to make as many better-than-CD-quality recordings without needing to hire someone for each event.

This article is for speakers, not musicians or recording professionals. It was written in March 2008, and will become increasingly dated as time passes. Although this equipment does not change as quickly as computer hardware or consumer electronics, new equipment comes out every few months, and old units are regularly discontinued.

Overview - What It Costs, What You Need

• This duffel bag holds all the equipment I need to record any speech, and weighs about 30 lbs. If I use on-site mics and other equipment, I can get the travel weight down to about 15 lbs.

All-in, you are looking at an investment of anywhere from about $400 to $800 USD to buy everything you need to make great-quality live recordings. There is no limit to how much you can spend, though, and the technology can be overwhelming. It is easy to spend thousands or even tens of thousands of dollars on complex, high-quality equipment. Start out small, buy only what you need, and you can always add or upgrade later.

What to buy depends on your goals for the recording and the equipment available at the places you usually perform. You will definitely need a recording device of some kind. Other equipment you might buy includes:

• One or two microphones
• Cables
• Mic stands

Where to Shop

My favorite supplier and on-line ordering resource is Musician’s Friend (http://www.musiciansfriend.com/). Their front-page is full of musical instruments, but go under “Live Sound” and “Recording” and you will find equipment for recording speeches. The best part about working with them is that they will answer any question via e-mail or phone. Even if you are just learning, they are happy to help. I have gotten good advice from them.

They are oriented towards musicians, so they may steer you towards higher-quality recordings than you need for voice. Remind them that you are doing speeches, not music, they can make sure you are buying appropriate equipment.

Most of the speaker-oriented web sites I have found tend to be overpriced and have lower-quality equipment. I recommend shopping where the musicians shop instead.

I also sometimes use amazon.com. They carry a lot of the same equipment through their affiliated electronics shops. I keep coming back to Musician’s Friend, though, because of the great advice, selection, and service.

A Recording Device

What I Use

• Fostex MR-8HD: The heart of my portable recording studio

For the recording device, I absolutely love the Fostex MR-8HD. It has a built in hard-drive to store the recordings. Plug it in, plug in the mics, hit record, and it starts recording. It handles up to four simultaneous tracks of recording, which is more than I need. You can find other models that only feature two simultaneous tracks (stereo) for less money, and those would be a good buy as well.

I did have a Tascam unit in the past that I was not as happy with. They have been slow to support Microsoft Vista.

Make sure you can transfer the digital recording to your computer. The Fostex unit has a USB port and software to transfer the files.

How Many Tracks?

For most speakers you really only need to record two tracks:

• Your speaking voice
• A room mic, for that “live” sound

I like having two extra channels to record a second speaker on their own track, to record an additional room mic, or to record sounds from the computer in a separate track.

Digital recorders are available that record one, two, four, eight, and even up to 24 or more simultaneous tracks. The more tracks they record, the more expensive they are, the larger they are, and the heavier they are. Start simple and upgrade when you need to. I am really happy with four.

A Standalone Recorder or a Computer Interface?

You can also find some good computer-based recording interfaces for less money from companies like M-Audio and Fostex (see the M-Audio Fast Track Pro Mobile, for example). These are much lighter and a little cheaper than standalone units. Their weakness is that you need a laptop to plug into, and you need to use recording software on the laptop to record. I have found occasional computer-based lock-ups, so I prefer something that does not require a computer. Computers are slow to boot up and not as reliable as a dedicated recording device, in my opinion.

Portable Field Recorders Might Be Perfect

You might also want to look at the portable field recorders, from M-Audio, Sony, or Edirol. These usually have built-in mics, and offer the simplest recording. You could just set these on a table and hit “record”. I recommend a unit with two jacks for external mics. “Phantom power” is also a useful feature, and critical for some types of mics. Many will run using a battery, so you do not need to search for an electrical outlet.

Field Recorders are a bit more expensive than standalone multi-track recorders, but they are smaller and lighter too. Here are some models to consider:

• Marantz PMD660
• M-Audio MicroTrack II Portable Digital Recorder
• Marantz PMD620 Digital Recorder

Microphones

Strictly speaking, you might not need a mic. If you are speaking somewhere with an amplification system already set up, you can just plug your recorder into the sound board. If you get a field recorder, they will have built-in microphones, and you may not need to buy anything else. You might need your own mics, though.

I have my own mics in case there are none at the place I am recording, or in case I am not allowed to plug into the existing sound board. I also use my own mics to capture the room noise. Mics are potentially the most expensive part of your equipment, so think carefully before buying. A single high-quality mic can be over $1,000 USD, while cheap ones can be $10 or less.

There are a few types of mics that are especially important for speakers:

• Omnidirectional
• Cardioid or directional
• Wireless (especially lavaliere or clip-on)

Omnidirectional Mics

• A Shure SM48 (top) and an Audio-Technica AT3032 (bottom)

Omnidirectional (omni) mics are good for capturing crowd noise. If you have one of these, you can record the general sound of the room. “Omnidirectional” means that it picks up sound in every direction. It is good for capturing soft echoes of your voice as they bounce off the walls, as well as laughter, claps, and other audience reactions. I always use mine, because it helps the recording sound more “live” and “real”. Unfortunately the speaker’s voice can get drowned out by crowd noises, because these mics pick up everything.

Here are two models to look at:

• Audio-Technica AT3032 Omnidirectional Condenser Microphone (I own one)
• Behringer B-5 Condenser Microphone

Directional Mics

Cardioid or directional mics are great for picking up just your voice and nothing else. They just record what is directly in front of the mic, and they block out everything else. Experiment with these mics and you will be amazed at how well they block out background noise. That can be good and bad. They will give a very clean recording of your voice, but without any of the echoes or crowd reactions that make the final recording sound “live”.

In a live situation, I point one omni mic towards the crowd and a directional mic towards my voice. Afterwards, I mix the two signals together for a natural result that is clear and easy to understand.

Sure makes many great, cheap, cardioid mics. The Shure SM58 or SM48 are both great if you want a hand-held, wired mic. I have a SM48, and I use it when doing a recording in my office. It is great for recording voice-overs, and it captures a rich sound.

Wireless Lavaliere (Clip-On) Mics

• Wireless Lavaliere Mic

For many speaking situations, you want a wireless clip-on mic (lavaliere). These units will run a few hundred dollars if they are good. Audio-Technica has some as low as $150, but many will be $300 or more. I own one but rarely use it. Most presentation halls where I speak has either a wired or wireless lavaliere mic, to amplify my voice so everyone can hear. I plug into the sound board to get the signal.

Having one of these will ensure you can get a recording in any situation. Even if you are not allowed to touch the sound board where you speak, you can plug in your own wireless mic and route it to your own recording equipment.

If you are buying sound equipment for the first time, I do not recommend, the wireless lavaliere mic. If you want maximum flexibility, or if there is no sound equipment where you normally speak, this purchase might be very useful.

Wired lavaliere mics are also available, for situations where you want your hands free, but where you do not plan to walk around, such as a seated interview or speech. A wired lavaliere is less expensive than a wireless one, and it is easier to set up.

Phantom Power? Dynamic? Condenser?

You may see the terms “dynamic” or “condenser” used to describe a particular mic. If you want to know the details, there are articles available to explain the technical differences, but there is one important practical difference:

Condenser mics need power. Dynamic mics do not.

If you buy condenser mics, your recording equipment needs to provide power to it, usually something called “phantom power”. Make sure you buy recording equipment and cables that can power your condenser mics. If you are unsure, ask the salespeople. If they sell you the wrong stuff, return it.

Cables

• 
  Cables and adapters for my equipment. I carry XLR, 1/4″, and RCA cables. With a few adapters, I can pug into a wide variety of audio equipment, including computers. I always bring a spare power strip, too.

You need cables to connect your mics to your recorder, and the sound board to your recorder. I bought a variety of long-length cables to match my mics. Once you pick out the mics and equipment you need, call up Musician’s Friend. They can tell you the cables and adapters you need. Most mics use an XLR connector, and most recorders have them built in. You might need a 1/4″ to XLR connector if you get a portable device with only 1/4″ jacks. You also may need a 1/4″ stereo adapter that gives you two 1/4″ mono plugs.

For plugging into the sound boards at most speaking situations, you need either RCA jacks, 1/4″ jacks, or both. If possible, use the 1/4″ jack, because it is more secure. The RCA jacks look like the ones on your TV or stereo. You may want a RCA-to-1/4″ adapter, so you can mix-and-match the same cables, and plug them into whatever jacks are available.

Plugging Your Equipment into Someone Else’s Board

Use common courtesy when you are planning to speak and when you are at an event. Try to contact the people who are setting up the sound equipment ahead of time. If they are on-site, ask their help before plugging into their equipment. I have never had anyone refuse, and most people are happy to help. Audio people like meeting and talking to people who appreciate good sound. Most speakers do not understand anything about what they do, and many speakers ignore the audio people completely. Be polite and respectful, and they will often help enthusiastically.

Do not change any sliders or knobs. You can mess up the amplification settings for the room. Plug in and leave everything else alone.

Also, bring your own cables. Many people are happy to provide one if you forget, but it is unprofessional to expect them to provide adapters or cables.

Look for jacks labeled “tape out,” “stereo out”, “master out” or just “out” on the board. Plug in, usually with a 1/4″ plug or with an RCA plug if no 1/4″ are available. The more recordings you do, the easier it will be to find the right jack. Do a quick sound check with their microphones and make sure the sound is going through to the recording device.

Mic Stands

If you decide to use an omnidirectional mic to pick up the crowd, you want a mic stand. Of course, you might be able to borrow one from the sound crew, but it is much more polite to bring one with you. You also can just put the mic on a chair or table, but it may roll off and fall, and any taps on the chair or table will make a loud sound on the recording. A mic stand helps avoid all that.

• A clip-on mic stand can attach your mic to anything solid

I love this cheap, portable mic stand that you can mount onto just about anything: On-Stage Stands MSA-9508 Posi-Lok Side Mount Boom. You can clip it onto a chair, table, or anything else you find that is solid in the room. It is much lighter than anything else available, and you can pack it easily. Most typical mic stands (even the folding ones), have at least one four-foot section, making them hard to pack and carry. I have one small tripod/boom stand that I bring when I am driving somewhere, but the side-mount one is the one I use all the time; I even pack it in my luggage when I fly. I have always used cheap, light mic stands. The more expensive, heavier ones will isolate your mic from any bumps and vibrations better, but for me weight is much more important than sound quality. If you were building a studio or with a tour band, you would get the heavier stuff.

At the Event

I usually set up at least 15 minutes before-hand. I find an electrical outlet, plug in my equipment, run my cables, set up my mics, and quickly check that everything is connected.

Setting recording levels is really critical, and read your recording equipment’s manual about how to do it. For a live recording, aim for levels that are too low, NEVER too high. If your levels are too low your quality is a little bit lower, but you can always increase the levels later. If your recording levels are too high, though, you start to “clip” the recording, and there is no way to fix that completely. Your voice will sound unnatural and possibly noisy, depending on how bad the clipping is.

A Polished, Final Recording

Unfortunately the work is not 100% done when you are done speaking. First and foremost, you have to make sure you remembered to hit “record”. (I have forgotten to do that more times than I can count. Now I usually hit record several minutes before I start speaking, and just edit out the silence later.) Then you need to use some sort of software to edit out the extra stuff at the beginning and end, as well as mix the sound properly. Usually the levels are not 100% perfect, and you need to increase the volume or “compress” the sound. I use software called Audacity (free, open-source) to edit my sound. Most recording equipment comes with some sort of sound-editing software. Try it out and see what you prefer.

You can go crazy with your recording, filtering noise, removing “ums” and “ahs”, even reordering your whole presentation. You can re-record parts of your presentation and insert them into the “live” recording, if you made mistakes. All this editing takes a tremendous amount of time, though. I usually just fix the overall recording levels, mix in enough of the omni mic so that you can hear crowd reactions clearly, and other minor edits. I like to leave my recordings as close to “live” as possible.

It is reassuring to know that you can digitally fix almost any problem in a recording, including background hum, excessive crowd noise, a heckler, or other problems. If you re-record sections and mix in real room noise from the event, almost no one will be able to tell that you doctored the recording. Some things are almost impossible to do, including removing background music, removing very high levels of noise, or fixing “clipping” where the levels were set too high. Be sure not to waste time fixing minor problems, and consider hiring someone to professionally mix the recording if many edits are needed.

Listeners are very patient with minor flaws in live recordings. If you are doing a recording in a sterile, studio environment, you will want to edit more aggressively.

Beware that if anyone bumps into your mics during the recording, it will create a huge “pop” or low-frequency rumble in the recording. You need to either clip those out or use a high-pass filter to remove the rumble. I also usually do a high-pass filter around 100 Hz for the whole recording, to remove any low-frequency hum that might have been in the room. The human voice does not really resonate below 500 Hz, so that is a very safe filter to run.

Overview

With an investment of about $400 to $800 USD, you can purchase all the equipment you need to make great-quality recordings. You can get a great, better-than-CD-quality recording using these techniques.

Practice with your new equipment before your real, live date. I give sample speeches in my living room and backyard whenever I get new equipment, just to see how it works.

Beware of spending too much time and money. There is no limit to what you could spend. A single high-quality mic can cost $1,000 USD or more. You could spend thousands on a live-recording set-up that includes eight-track recording, two high-quality mics for crowd noise, several wireless mics to record a panel discussion, several wired mics, many stands, and miles of cabling. Some speakers have their own sound boards, amplifiers, and speakers. It is easy to spend money once you get started.

Figure out what you really need and what you will use. Start small and see if you enjoy making your own recordings. If you do not like the work of doing the recording, you can always pay someone else to make a recording for you. The sound crew will almost always offer that service, and you can hire someone to edit and mix the final recording, too.

Then there is the question of what to do with this recording, but that is another article. You can burn CDs, DVDs, create on-line presentations, create podcasts, or offer on-line training through these recordings. If you want to record video of your speeches, these high-quality audio recordings will help you produce a polished, professional video.

• December 4, 2007
• January 8, 2008
• January 12, 2008

I was honored to be able to make these presentations for the Troubled Projects SIG and to have my company, Real-Life Projects sponsor the events.