The reality is there are no shortcuts to personal fitness--or PMP exam preparation. In this article, the seven processes in the Project Time Management knowledge area will be explored—using a different approach that might save you a few minutes!
Advance Your Career
Organizations are focusing on individuals with project management certifications to increase their odds of picking the right candidate to lead their most critical projects.
We will be hosting Priya to get an update from her on how the PMI-ACP (PMI Agile Certified Practitioner) has been going. We'll ask her about the feedback PMI has been getting on this new exam and what the future looks like! So plan on attending if you’re considering taking this exam and you will have an opportunity to ask live questions to Priya via the webinar session or via twitter with the #pmiacp or #pmiagilecert.
Learn From Others
The latest in the ongoing series of articles helping you get “PMP fit” explores the often avoided Project Cost Management knowledge area. To paraphrase a well-known company, just get at it. When you have read this article and completed your studying, you may well be asking yourself why you were so concerned about it…
|A.||Benefits management is now often asked of the project manager, but you should position yourself as the process facilitator, not the “responsible party”. Otherwise, they’ll blame you if the project benefits aren’t realized.|
|B.||Benefits management has to do with salary, union contracts, insurance, 401K plans, sexual harassment concerns and training classes. It is rightly positioned in the human resources department, not in a project environment.|
|C.||Since the outcome of your project is the sole indicator of whether or not the business objective will produce revenue, tracking benefits realization logically fits into the responsibility of the project manager.|
|D.||Tracking benefits management is a time inhibitor in a project plan. For that reason, if your project is to finish as estimated, benefits management should be outsourced to a third-party organization.|
It’s time to continue working on self-improvement. This fourth article in a series exploring A Guide to the Project Management Body of Knowledge (PMBOK Guide)—Fifth Edition through a lighthearted comparison to personal fitness improvement explores the Project Scope Management knowledge area.
Why did PMI make Project Integration Management the first knowledge area instead of the last? Doesn’t integration happen when everything else is complete? Read on while we continue our series that shows why getting in physical shape is much like getting ready to write the PMP/CAPM exam...
We all need some help sometimes when introducing agile methods into a traditional organization. Fortunately, a new guide to ease the transition is available. The recently published Software Extension to the PMBOK Guide Fifth Edition acts as a Rosetta Stone for mapping and replacing traditional approaches with their agile alternatives.
In Part 1, you committed to getting in shape for the CAPM/PMP exam. Now you’re back and ready to start getting a little more serious. This second article of the series will show that the tough work doesn’t have to hurt as we ease in with a look at process groups.
This practical article re-launches the popular series of “getting in shape” to write either the CAPM or PMP exam. Self-improvement in today’s stressful business climate is critical to your overall health. This is the first step to the new (certified) you!
When studying for a new credential, a certain amount of "knowing what you are up against” information is useful to help study smarter and prevent worrying about certain things that don’t matter. So along the lines of “know thy enemy”, let’s dig into certification and examination design (but you still need to study!).
|A.||You are correct is thinking that building a tangible construction is very different than creating a software application that is only electronic bits. The methodologies for each are at odds with each other.|
|B.||If you change the wording, such as “customer demos” to “site inspections” and “constant quality testing” to “meeting technical requirements”, you will find that SCRUM, TDD and other IT methodologies can be used in construction and have extensive training available to you.|
|C.||It is a mistake to believe that agile IT practices are the entirety of what the methodology has to offer. If you investigate the true methodology, you will find there is much to blend with your current processes to add to construction project success.|
|D.||You can use part of the agile philosophy in your construction projects, but plan for extra time and cost to accommodate the changes the customer is now entitled to add as you go.|
In a way, most of today’s project management qualifications are like driver’s licenses. They both demonstrate a certain level of competency at a point in time but do not guarantee effectiveness. But most project management exams don't have a practical part--an idea that is at least worth discussing.
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