Performance Assessment

Chief Profit Officer: Every CPO's Ultimate Goal

The Many Faces of Performance Measurement at Cheetah 

Enter to Win a FREE Cheetah Negotiations Online Class!
In honor of the upcoming (due out February 15th) publication of Cheetah’s newest book, Cheetah Negotiations, we have decided to give away a free Cheetah Negotiations online class to one lucky contest winner. This online course is a $395 value, and worth 20 PDUs for PMP®s. 

Click on this link for contest entry form and rules. The contest will close on Monday, January 31st, so be sure to enter today! 

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The Many Faces of Performance Measurement at Cheetah 
At Cheetah, we know the importance of setting goals and measuring performance against those goals, in order to continue to put out the high quality products and services on which we pride ourselves and which our customers have come to expect. Superior performance and continuous performance improvement are common goals across all Cheetah product lines and affiliates. However, these goals may look different and mean different things depending on the product or service offered. We thought it would be interesting to see how various Cheetahs measure performance within their product lines to ensure that they are meeting the Cheetah Standard. Here’s what we learned:

For the last three years, Cheetah’s PMP® Exam Prep has kept metrics on student pass rates, attendance figures, numbers of times the class is held in a city, pass rates for each trainer, number of PMP®s per year as reported by PMI®, and expansion into new markets around the world, to name a few. 

MAKLAF Press, Cheetah’s publishing affiliate, measures success by speed to market. Working as a Book Production Team, we clearly define expectations and hand off points between our authors, book layout, and book printing teams. Recording these in our Project Agreement, we define our schedule and key milestones. We track our success monthly using our Schedule Performance Index from our Earned Value Calculations. As we complete each book, we evaluate in our Lessons Learned Debrief ways in which we can speed up our production time to market.

At Cheetah Project Management, end of course surveys are one way to easily measure the effectiveness of the presentation of our online and onsite Project Management courses. A better measure of training effectiveness, however, comes from the improved performance of our class participants once they have completed our program. We use the PM Scorecard to measure how our training has positively impacted project managers’ performance by having class participants fill out a Scorecard on a recently completed project prior to beginning the course and again after completing the course. Better PM Scorecard scores indicate that participants were able to use what they learned in the course to make them more successful project managers back in their own work setting. 

To measure the performance of Cheetah Workout, we not only look at the number of registrations, but the relationships that are being built. All of our members have commented that they love coming to Cheetah Workout because of the environment and the friendly staff -- and of course the price is right. When you build great relationships with your customers, they can't help but rave about you, and word of mouth is the best advertisement. The goal of Cheetah Workout is to give busy professional women a place to get a full body workout, reduce stress, and provide them with useful, applicable information through our learning bites. If we accomplish this in combination with creating life long relationships, then we are successful.

As you can see, there are many ways to measure success. The important thing is to set realistic and measurable goals and standards that are right for you, and then continuously monitor your performance to ensure performance is meeting or exceeding expectations. Find reliable, objective means of performance measurement, such as hard numbers, evaluations, or a PM Scorecard. 

Finally, don’t wait until the end of the year to measure performance. Measure often, so that strategies can be adjusted as needed to meet goals. And don’t be afraid to set your goals high. Reaching for goals beyond your expectations helps you to "think outside of the box." Who knows? You may reach your unattainable goal and surprise everyone, even yourself! 

Cheetah PM: Re-designed Website, Free Downloads, and New Courses 

We understand that you've worked hard to obtain your PMP® Certification, and that you wish to keep your certification current and in good standing. That is why Cheetah Project Management is dedicated to offering you a variety of instructor-led courses online, on-site, or in-house to meet your individual or group training needs. 

As one of our online students puts it, “The website, registration, and approach are commendable.” 

Our new courses include:

Maintaining Your PMP® Certification
(1 PDU) FREE
This online course has three activities where you learn what PMI® requires to maintain your PMP credential, what skills you need over the next three years, and what the best way is for you to obtain your PDUs.

PM Scorecard - Making Meaningful PM Performance Assessment 
(5 PDUs) $99.00
This instructor-led online course has three activities you perform within your work environment, which help you set up a reliable system to measure and prove PM performance.

Making Strategic Moves that Matter 
(8 PDUs) $895 per person 
This on-site (in-house) instructor-led live course enables executives that have accountability for strategic objective execution to gain a working knowledge of the linkages that exist between strategic objectives and project deliverables.

While you’re checking out our Cheetah PM courses, you might want to take advantage of the free downloads we have available, covering multiple PM topics. Many of you are familiar with the incredible value of our free PMP Toolkit, but you may not be as familiar with the other free downloads we offer.  You’ll receive valuable tips, techniques, templates and important PM information you won’t find anywhere else. Go to www.cheetahpm.com and look under Project Management Tools.

Indulge and Improve 
Cheetah Workout held its first Indulge and Improve event on Thursday, November 11th -- with great success. This was an important event for Cheetah Workout, as we wanted potential customers to know that we are not just another 30-minute women's fitness center. 

Cheetah Workout is about improving your body, your mind, and your soul. The Indulge and Improve event really drove this idea home, allowing women in the Windsor, Connecticut area to come in, tour our building, and receive a little pampering as well. A light meal was served by our Executive Chef Hugh Moran. 

After dinner, the women proceeded to Oasis stations, rotating every 15-20 minutes. Oasis stations included Neat Feet with Laura Cubell, Revitalizing Relaxation Techniques with Pam Peacock, Anti-Aging Skin Care with Lisa Mallant, Personal Care Systems with Diane Cubell, Indulgent Weight Loss Techniques with Hugh Moran, and Anti-Aging Mind Care with Michelle LaBrosse.

Everyone had such a great time that we are planning another event this March in our Windsor, Connecticut location. If you are interested in attending, or for more information, please feel free to contact Christine deBidart at christine.debidart@cheetahlearning.com

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How the New PMBOK® Guide Will Impact the PMP® Exam 
PMBOK® Guide, Third Edition, and the PMP® Exam
If you’re a member of PMI®, you should have received your PM Network® magazine with the new PMBOK® Guide, Third Edition, on CD. For those studying for the PMP® Exam, you’re probably a bit nervous about whether or not to read the new PMBOK® Guide. But on giving the PMBOK® Guide a quick review, you'll find that PMI® has clarified some concepts. They’ve created processes called Develop Project Charter, Develop Preliminary Project Scope Statement, Create WBS, and Activity Resource Estimating, among others. These new additions add clarity to the processes, and each are explained in more detail. 

One of the best changes is in the Procurement area. PMI®, being sensitive to the connotations that words such as "solicitation" have around the world, has substituted that word for phrases such as "Plan Contracting" and "Request Seller Responses." Again, the renaming of the processes makes the intent of the process much clearer and easier to understand. 

But will reading the new PMBOK® Guide confuse you if you’re studying for the exam and want to take the exam soon? On first glance, one would come to the conclusion that yes, it will. However, changes in the Third Edition come from the need for clarification of concepts in the PMBOK® Guide 2000. So, if you can keep in mind that the PMBOK® Guide, Third Edition, gives this type of clarity and you don’t focus in on the processes, then a little review of the PMBOK® Guide, Third Edition, will not affect your studying. Further, a review should provide some extended explanation of concepts, such as developing a scope statement. But to pass the exam, you’ll still need to use the PMBOK® Guide 2000 as your main study guide. 

If you’re planning on taking the exam before the fourth quarter of 2005, it might be suggested that you acquire your eligibility now and start thinking about how you’ll study. Target a date for the exam, and make your reservation at a Prometric Test Center. As the final days of the present exam draw near, you may find that the test centers have limited seats for testing due to the number of people who want to sit for the exam. To reduce your stress, plan on taking the exam during the first six months of 2005. If you’re planning on taking a PMP® prep course, such as Cheetah Exam Prep for the PMP®, the sooner you book your seat, the better off you’ll be. 

As good project managers, you know how important it is to manage your time and deadlines. Those who wait find that time creeps up on them and they are not prepared. 

Avoid Added Stress - Pay Attention to Application Names and Identification
After all your hard work and studying, you don’t want the disappointment or stress of not being able to sit for your exam because your name on the eligibility letter differs -- even in a small way -- from your identification documents. Please always ensure your PMP® application is completed with your exact name as it appears on the identification required by the ProMetric Testing Centers. 

Hint 1: If your name does not fit into the PMI® boxes on the online application – for example, you may have four names -- the advice from PMI® is that you should enter all your names, except for your surname or family name, in the first name boxes. Then enter your surname or family name in the boxes provided for this. In this way, the PMI® database has a record that agrees with your identification documentation.

Hint 2: If you are at all uncertain, ask the PMI® team to assist you. They are very helpful and would much rather sort out any issues well before an exam than try and rush through a request. 

Good luck, and here's to a successful exam!

Other News from Cheetah Exam Prep for the PMP®
Say What?
Cheetah trainer Donna Dorl-Adams, PMP, recently completed a class in Chicago -- while losing her voice. Half-way through the class, a silent and inventive Donna decided to get some of the best students in the class to volunteer to do the Key Word Analysis sheets. She explained her situation to the class, and got several volunteers to help with different chapters. 

Despite the obvious calamity that having no voice might mean for a trainer, Donna's students actually enjoyed it, as it turned out to be a great opportunity for a better kind of learning experience. After all, teaching is about learning, too. 

Donna is now proud to say that all ten students passed with flying colors, bringing in her first 100% class that she taught by herself, sans voice and all. Congratulations to Donna and her students!

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MAKLAF Press Announces New Cheetah Books -- Must-Reads for All PMs
Do you have a tattered and torn copy of Cheetah Project Management? It's not surprising, since this book is probably one of your favorite reference books on completing your projects quickly. 

Well, there is good news. A new shipment of Cheetah Project Management has arrived in our warehouses and is available for purchase through the Cheetah Store. The reprinted book still carries all the fantastic tips and techniques to get your projects and project teams moving fast. Packed with helpful pointers, it requires no additional RAM, costly specialized computer software, or elaborate tracking systems to help you implement a common sense approach to getting things done quickly.

If you’re not sure that you can convince your fellow co-workers to try a less complicated approach for their next project, you'll want to purchase our newest publication, entitled Cheetah Negotiations. Available on February 15th, 2005, Cheetah Negotiations provides insight on the art of the getting what you want by helping others get what they want. 

Based on our highly successful online class, Cheetah Negotiations presents a process of efficiently preparing for the many styles of negotiations that you encounter daily. This process helps you to negotiate with other people fairly, in a way that enables you to develop long-term growing relationships. Using this approach, you can be sure that each party is satisfied with the result of every negotiation that arises. And the more you help other people get what they want, the more you create opportunities that help you to rapidly develop your own success story. 

To purchase "Cheetah Project Management", and/or "Cheetah Negotiations" (after February 15th), please visit our Cheetah Store website at www.cheetahstore.com.

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PM Scorecard -- Do You Know Your Score? 
Whether you are a Project Manager or a PMP®, you can distinguish yourself from your competition by knowing your score as measured by the PM Scorecard. While the PMP® certification shows that you are knowledgeable and have years of experience, your PM Scorecard score represents your proficiency level at practicing your skills, determined by the people with whom you interact on your own projects. 

“Having my PM Scorecard report has helped me obtain new business,” says Sara Howarth, President of Shore to Shore Technologies. “The PM Scorecard report has helped me to show prospective clients that others rate me highly, not only on the traditional Project Performance metrics but also on Project Team Performance and Business Performance. It's helped me to prove that not only do I have technical skills, but also the business savvy to know that performance is measured by more than just scope, cost, and schedule. I’ve picked up three new jobs for my company, just by using my score.” 

PM Scorecard is a web-based tool that you can use to measure your performance by selecting and surveying various project participants. These participants are sent an e-mail message requesting they fill out an online survey regarding a specific project on which you have worked. The survey takes anywhere from five to fifteen minutes to complete. You can go online to review the results of the survey, and print a one-page report summarizing the results. To view a sample PM Scorecard Report, click here.

After completing the Scorecard, you also have the opportunity to complete a 15 PDU online course to evaluate your results and to develop an action plan for your personal and business improvement. 

“PM Scorecard is our tool of choice to measure the effectiveness of our training,” says Barb McClintick, Director of Cheetah Project Management online training. “By taking a baseline measurement before the class, and another after the class, people have a way to measure the practical application of the training they have received.” 

For more information on how PM Scorecard can work for you, go to www.pmscorecard.com.

PM Power: Leverage the Power of Your PM IQ 
Have you wondered in which PM areas you excel? Is conflict resolution your weak point? Do you know how good you are with scope? Sometimes it’s difficult to gauge the level of Project Management skills you possess. Asking for a few outside opinions can be very helpful. That’s exactly why you need to know your Project Management IQ. 

This newest free tool offered by Cheetah Project Management is designed to help you identify your individual Project Management skill needs and competencies. With this tool, you can highlight your strengths and discover ways to improve your skills even further. 

Simply log on to www.cheetahpm.com/assessment to create an account, and within minutes you can send out a brief survey asking others to provide feedback on your Project Management IQ and how much your talents are needed in your environment. You choose up to five respondents, so that you can get a 360° view of your PM IQ. Your respondents will receive an e-mail message describing the assessment, along with a link for them to follow in order to begin the survey. The topics covered range from project initiation and scope to procurement and project closeout, allowing for a complete evaluation of the full Project Management skills spectrum. 

The data from your respondents’ surveys is tabulated and aggregated scores are returned to you in a comprehensive, confidential report. You can use this to verify what you believe are your strengths. Also, by accurately identifying and understanding the Project Management needs of your organization, you can better analyze solutions to further improve your PM IQ. Based on your unique report, our expert Cheetah team helps you to determine what you can do that would make you an even stronger project manager. 

PM IQ is a great free tool that helps you understand your ability to drive the success of projects using your Project Management skills. If you would like to evaluate the PM capabilities of your whole organization, please contact Brian Smith at  brian.smith@cheetahlearning.com 

Gathering feedback is a great stepping stone toward improving your Project Management IQ. The PM IQ Assessment makes giving and receiving feedback on Project Management skills easy. Check it out today at www.cheetahpm.com/assessment.

Are You Ready for Some Football? 
Cheetah Project Management has launched its newest classroom training with the introduction of PM Playbook. Much in the same way that a football coach develops and uses a playbook based on the strengths and capabilities of his team, attendees in this fun-packed class create their own customized Project Manager Playbook for how they lead their Project Teams to victory and successful project completion. The playbook that is developed is based on the types of projects in which the participants are involved, as well as the project methodology on which the hosting company wants to standardize. The playbook pays strict attention to leveraging the unique strengths of each individual project manager participant. 

The four mandatory, and ten optional, modules for the class are presented over several months, so that participants have an opportunity to practice new skills on their day-to-day projects, and can bring their questions to the next class. Throughout the class, the new material presented is reviewed through play of fifteen minute football quarters. Teams gain yardage on the football field by correctly answering questions presented by the course instructors, or referees. “It really makes the class fun and interactive,” says Linda Lansky, one of the course instructors. 

Response to the class has been overwhelmingly positive. Comments such as “Finally, a training class I look forward to attending!” and “This class uses a simple, practical approach that I can use on my current projects,” have appeared on class survey forms repeatedly.

For more information on the Project Manager Playbook course, visit www.cheetahpm.com.


Cheetah in the Spotlight

Linda Fitzgerald, PMP, President Cheetah Exam Prep 
Linda is the chief problem solver for training operations at Cheetah Learning, and leads the Cheetah Learning PMP® Team. She helped to create the revised content for the Cheetah Exam Prep for the PMP®. Linda came into Project Management after pursuing a career in education. Linda has over thirteen years of experience in Project Management, which includes developing the Professional Services division for a start-up company, as well as overseeing project managers and programmers throughout the country. Linda has a Master's degree in education from Rhode Island College, and is a member of the Project Management Institute. Linda lives with her family in New Jersey. She enjoys boating, entertaining, and at one time was soccer mom of the year with her family of six, which includes twins. 

CN: Are there any special goals you'd like to accomplish in the near future?

LF: I'm working on a book in Spanish with our licensee, Roberto Toledo, in Mexico, which will be available by the beginning of February. It includes approximately 200 questions based upon the PMBOK® to help Spanish-speaking PMP® candidates study for the test. 

CN: Are there any new realms that you've explored professionally?

LF: Traveling internationally has been a real exploration. I've been to Prague, New Zealand, and Australia, and will be going to Singapore in February. You imagine what a country is like, but it's never what you expect. Every trip is an adventure -- and I am finding out how small the world actually is. It takes 20 plus hours to fly to some of these places, but once you get there, you find people to be amazingly similar throughout the world. If I have a chance to really stop and visit, I try to get to local restaurants or areas so I can see more of the culture of the particular city I'm in. 

CN: What are some of the projects you've been working on?

LF: One recent project was working with West Virginia University's Women's Rugby Team to help them get more sponsors for their team and to start a parent's support organization. So far, we have one parent who is building them a website and the team is working on getting sponsors. I taught them some Project Management techniques they could use to get sponsorship. The project is still in its early stages, but so far it's a fun project. 

CN: When did you get interested in the work you do?

LF: I got thrown to the wolves when it came to Project Management. I was working as a trainer for a software company, when I was called into a board meeting one afternoon. I was asked if I would take on the job of Project Manager. This was back in 1992 when I had no knowledge of PMI®, so I laid three conditions on the table. One -- if I failed, I wouldn't get fired; Two -- I'd have a mentor Project Manager to walk me through the first two laboratory audits; and Three -- I'd have the resources back at the office that I needed to make it all work. Well, I was Project Manager for about six years on individual projects, and the year I did all my Christmas shopping while on the road, I put my foot down and got moved to Director of Project Management, which meant managing all the PMs in the United States. 

CN: What is the most challenging part of your job?

LF: We run the Exam Prep course around the world, so it's very challenging to make sure that the course is taught as specified. I have a lot of trust in the licensees. I have to make a conscious effort to keep them in the loop of things that are going on. The time differences make it difficult, but we all manage to be able to communicate using Instant Messenger -- although it might be 8:00 a.m. in one place and 10:00 p.m. somewhere else. 

CN: Would you like to improve anything about yourself in your career, or is there anything more you'd like to learn?

LF: I'd like to get an MBA, and/or learn more about the financial side of business. But I know I can run a business if I surround myself with people who are experts that I trust and can take up the slack in the areas in which I am not strong. So, while I'd like to get an MBA, I don't know if I'll ever pursue that avenue. 

CN: Is there anyone who has been a mentor to you, or someone who has influenced you?

LF: Some people can't believe that my husband and I worked together in a company for more than thirteen years. He was, and still is, the COO. I learned a lot from him, as he always supported my efforts while I challenged myself. Over those thirteen years we spent many dinner hours going over presentations, talks, and concerns that I had in my particular area. I kind of had an unfair advantage, I guess, but when opportunity is there you take it. He has always supported me, and he still pushes me to challenge myself to the next level.

CN: Where do you see yourself in ten years?

LF: Retired -- and now you have an idea of my age. Anyway, I think it would be really great for my husband and I to have our own little business. Something that is fun to run and leaves us enough time to enjoy ourselves. We talk about it a bit, but haven't settled on what we'd do.

CN: What do you do for escape?

LF: I like to knit and crochet. When I was small, my grandmother and mother taught me those skills, and now and then as an adult I go back to them. Right now I knit or crochet in my spare time for an organization called Stitches from the Heart, which donates the clothing to premature babies in hospitals around the country. You can still crochet on planes, so I take it with me to help pass the time -- and it's for a good cause.

CN: Of all your accomplishments, what makes you the proudest?

LF: In business, I've been able to accomplish one of my dreams of running a business here at Cheetah. When I signed on three years ago as a contract trainer, I never thought I'd be running the exam side of the business. I love it, and continue to work to make it better. I also have to add that my family makes me proud. On December 20th, John and I celebrated 29 years of marriage. We have four kids, and I'm proud of each one of them. My 25-year old, Ryan Elizabeth, is an aerospace engineer, her twin, Jack, is a lawyer, my nineteen-year old daughter Jenny is in college studying journalism, and my fourteen-year old son Pat is in high school. Kids are a lot of work but when they grow up they become your friends and it's fun having them all home again -- for short intervals!

CN: Is there anything you'd like to be able to do, something you've dreamed of?

LF: Owning my own business, but not having to work too hard at it. It almost seems like a joke, doesn't it? Running a business is hard work. I just don't want to have to work 24/7.

CN: What's most important in life?

LF: Not taking yourself too seriously. Taking time for yourself and your family. Honesty. And good friends.

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Dear Cheetah

Q: In our company, we find that whenever the Executive Director asks us about the status of a given project, the project team -- both the developers and the testers -- tend to over-commit, giving unrealistic schedules in order to please the Executive Director. This obviously leads to chaos and confusion, especially towards the project deadline. How can we find ways to avoid such scenarios? 

A: One way to ensure that everyone is "on the same page," is to complete a project agreement up front, from the very beginning of the project. When formulating a project agreement, make sure that the entire team, including the Executive Director, is involved and in agreement about what will be done. Try creating a milestone schedule that incorporates the entire duration of the project, so that there is clarity among everyone about what the project team is going to do as part of the project, with no unrealistic expectations about what will get done by when. Make sure that everyone is aware that milestone dates might change during the project, as new issues, or dependencies, may arise that are not apparent at the onset of the project.

It is important to note that there are three major milestones standard to every project: The project kickoff, delivering the final deliverable, and lessons learned. Your team should identify no more than seven other milestones beyond these three. Milestones are significant, and if there are too many indicated, they lose their significance.

Once the milestone schedule is established, your team members should identify each task that they need to complete, in order to create each deliverable. They also must estimate the time and effort needed to complete those tasks. Again, team members may share their list of deliverables with everyone involved, so that the entire team, and the Executive Director, are aware of all the aspects that affect the project timetable.

As part of the project agreement, the Project Manager should send out periodic status reports at agreed upon intervals to keep project members up to date on how the project is progressing. If this is done, chaos and confusion toward the deadline should be a non-issue. 

It is important for members of the project team to be collectively focused on the big picture of the project. This includes knowing who needs to do what, when each task should be completed, and how the roles of each team member are interdependent during the process of the Project Management. This is difficult to do -- not to mention trying to do it quickly! - with most of the computer-based Project Management tools on the market. However, we recommend that the facilitator or project leader should record all the information into a computer-based project-scheduling tool, such as MS Project. Typical project charts associated with Project Management, such as a Gantt chart, are easily created using the computer-based tools. 

You can check out Cheetah Project Management, by Michelle LaBrosse, PMP, CEO, Cheetah Learning, for more information on a proven methodology to accelerate your projects and and help your project team work together more effectively. You can purchase this book at www.cheetahstore.com. You can also download a free Project Initiation Template -- the Project Agreement document we’ve referred to earlier -- at www.cheetahpm.com, and try it out on your next project.

Good luck on your future projects -- and please feel free to let us know if our advice and/or documentation have helped your projects to run more smoothly!

Have a problem that needs solving? Need some help with your most recent project? Bogged down and burned out? 

Let the experts at Cheetah help you get things straight - write us at email@cheetahlearning.com today, and we'll attempt to answer your question by publishing it in a future newsletter.

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Featured PMP® 

In each issue, Cheetah News features a newly certified PMP® who shares his or her ideas, insight, and experience with potential PMP®s considering certification.
 
Robert R. Torres, PMP, was motivated to become a certified Project Manager though PMI®, as it became clear to him that he wished to be recognized professionally for his experience and expertise as a Project Manager. Robert also wanted to demonstrate to his employer that he follows a set of globally accepted principles of Project Management as prescribed by PMI®.

Cheetah Learning's Accelerated approach appealed to Robert, as he had no time to study for the exam without having more than a few interruptions. At the time he was interested in studying for the exam, Robert was also going to school for his Master's degree, and he found that he could not do both. The Cheetah Learning program proved to be just the right thing to do.

Robert's preparatory work before taking the Cheetah Learning course was practically non-existent. "To be honest, I did very little preparatory work prior to going to the Cheetah program," Robert asserts. "This is what was so impressive to me that I was able to pass the exam -- comfortably, I may add -- without a whole lot of pre-class studying. The great thing about it was that not only did I learn how to pass the exam, I also learned the PMBOK® in a revolutionary way." Robert ascertains that the preparation that helped him the most was to study the PMBOK® and to understand the concepts involved. 

In terms of advancing his career, Robert found that obtaining his PMP® hasn't particularly changed his status, due to the unique skills he has learned over the years for the type of work that he does. However, he has gained a tremendous amount of respect among his peers and management. "As a matter of fact, a Program Management Office had recently been created where I used to work, and I was approached to join because of my PMP®," Robert states. "I turned it down, because I would not be involved in the technical work that I truly enjoy, but it was nice to know that I was considered because of my PMP®." 

Robert’s PMP® certification has also given him more confidence in leading projects. The projects that he has worked on have been successfully delivered, and this in turn has created more work for him. As a consultant, Robert thinks that this is a very good thing!

Robert earned his PMP® certification three years ago, which really helped him to weather a tough job market. When it came time to earn his 60 PDUs to maintain his certification, Robert says that the obvious choice was to go back to Cheetah. 

On the Cheetah course in general, Robert comments, "You should have an open mind and have faith in the Cheetah Learning system. Just follow their methods, and you will succeed."

Robert R. Torres, PMP is involved in the Petro-Chemical / Information Technology industry. He has over seven years as a Project Leader, guiding project teams in small to medium size technology projects. Robert holds experience in project estimation, planning, and production deployment.