Tips to Passing Your PMP Exam

by Matt Patee

Obtaining the Project Management Professional certification can be a daunting task for even the most seasoned project managers. One coach shares some tips that are sure to help you obtain your PMP.

Do You Really Know What You Think You Know?

by Andy Jordan

It’s inevitable that we tend to take things that we are familiar with for granted. Let's look at how each of us can recognize those areas of our knowledge that are stagnating--and what we can do to avoid losing that knowledge altogether.

Getting Comfortable with PMBOK

by Bruce Garrod

Are you starting the process of getting ready for the CAPM or PMP exam? Are you confused by the many articles that talk about the differences between PMBOK editions? The goal of this article is to clear away some of that confusion.

Money for Nothing, PDUs for Free

by Mike Griffiths

To maintain your certification (be it PMP, CAPM or PgMP), you have to meet the ongoing requirement for Professional Development Units. For the budget conscious of you out there, there are plenty of ways to fulfill your 60 PDUs within a three-year cycle that cost no money.

Technical Certifications: Is the Value Really There?

by Michael Wood

How are technical certifications different from professional licenses? What value do they provide the holder? Can they help someone get a job and earn more money? Are some certifications more prestigious than others? Do some hold the same stature as professional licenses?

Uncovering the New PM Triangle (Part 2): Project Leadership

by Harlan Bridges

Last year, PMI CEO Mark Langley recommended that the PM triangle should be updated with points being Business Acumen, Leadership and Project Management (a small triangle that included scope, budget and schedule). Part 1 of our series explored Business Acumen; here, we look at Leadership.

Nails and Screws: The PMP vs. PRINCE2 Debate

by Mike Griffiths

Working in North America, it’s easy to dismiss PRINCE2 as some obscure, also-ran oddity from across the pond that has limited popularity. A little like afternoon tea or cricket, you hear about it occasionally, but don’t come across it in regular work very often. However, that is a stereotyped view that no longer applies.

The Path to the PMP (Part 12)

by Bruce Garrod

The Project Procurement Management knowledge area often causes stress to potential PMP exam takers, but it doesn't have to be that way. There are, however, a few important elements within the process that will need to be studied in further detail.

The Path to the PMP (Part 10)

by Bruce Garrod

It is the easiest knowledge area on the PMP exam...which will make you all the more incensed if you stumble on a Communications Management question. Don't take this section--which stretches across four of the five process groups--for granted.

Uncovering the New PM Triangle (Part 1)

by Harlan Bridges

Last year, PMI CEO Mark Langley recommended that the PM triangle should be updated with points being Business Acumen, Leadership and Project Management (a small triangle that included scope, budget and schedule). In Part 1 of his series examining the triangle, Harlan Bridges explores Business Acumen.

The Path to the PMP (Part 9)

by Bruce Garrod

Sometimes when exercising, it’s not necessary to do heavy lifting or run long distances. There can be easier days that still contribute to overall success. Project Human Resource Management is one of those easier days...but don’t take it lightly.

The Path to the PMP (Part 8)

by Bruce Garrod

Quality Management is a difficult knowledge area for people to connect with as they study for the PMP exam. Sadly, PMI also recognizes the weakness and includes plenty of questions to test your abilities.

Topic Teasers Vol. 10: Critical Path Error

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: It appears to me there is an error in the Fifth Edition of the PMBOK Guide on how to figure a critical path, but perhaps I am wrong. Should I change my processes to comply, or keep on doing what I learned in earlier versions?

A. The PMBOK Guide is a recognized international standard. Follow it, even if it doesn’t make any sense.
B. The field of project management is constantly changing and you may be behind in the latest ways to do things, so alter your project practices to comply with the most recent information.
C. When common sense and your past training are at odds with a fresh version of the PMBOK Guide, stand your ground. You may be correct.
D. The Project Management Institute will remove certifications from those people who refuse to follow the instructions provided in the PMBOK Guide. International consistency is key.

The Growth of the PMI-ACP Certification

by Mike Griffiths

It is not often we get a chance to watch the growth of a new certification as it occurs. The PMI-ACP is the Project Management Institute’s (PMI) new Agile Certified Practitioner (ACP) credential. It was launched with a pilot program at the end of 2011 and then a formal launch in 2012. How popular will this new credential become?

The Path to the PMP (Part 6)

by Bruce Garrod

As we continue our PMP workout, we look at the Project Time Management knowledge area--which involves six processes that interact with each other and are described as discrete and sequential, but in reality may overlap.

How to Upgrade Yourself to the PMBOK Guide Fifth Edition

by Cornelius Fichtner, PMP

Studying the PMBOK Guide Fourth Edition to take your PMP exam? Not so fast...unless you're taking the exam soon, you'll have to be aware of some essential changes in store and take the Fifth Edition exam. This article outlines a possible approach to "upgrade" yourself, and since we all learn differently you should adjust this approach to your own needs.

The Path to the PMP (Part 7)

by Bruce Garrod

The best part about Project Cost Management is that there are only three processes. And while the first two processes are light dumbbell lifting, the third throws some heavy barbell exercises your way. Are you prepared?

The Path to the PMP (Part 5)

by Bruce Garrod

A few articles ago you committed to getting in PMP shape. Every muscle from head (Integrating) to foot (Closing) has been used. It’s time now to start working very specific areas. Up first: Project Scope Management.

Do We Need Brand Name Methods?

by Andy Jordan

Life gets really interesting when we start to extrapolate the brand identity concept into our project methodologies. What drives the decisions about what different organizations use? And is there any tangible benefit to choosing a “brand label” project execution approach?

Is Your Methodology Mature?

by Michelle Stronach

To have transparency, an organization first needs consistent processes and common markers. Standards, frameworks and methodologies are implemented to generate consistency...but what's the difference between them?

The Path to the PMP (Part 4)

by Bruce Garrod

In the journey to PMP fitness, you have taken three decisive steps. But many PMs have not had the opportunity to participate in a suite of courses where most knowledge areas are explored from a combined approach of PMI theory and real-world application. While this can put you at a real disadvantage, it’s still possible to be successful. In out latest installment, we cover Project Integration Management.


If trees could scream, would we be so cavalier about cutting them down? We might, if they screamed all the time, for no good reason.

- Jack Handey