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Many project managers are not required to build a quality management section into their project plans. PMI knows that and sometimes exploits the lack of practical experience during the CAPM-PMP exam. This article continues the theme of comparing getting physically fit with getting ready for the certification exam.
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!
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…
Question: How much more can they heap on a project manager? Now I’m being asked to handle the benefits management for this project. There was nothing about this in my PMP prep course, or on the exam. Is the latest trend that anything no one wants to do becomes the responsibility of the PM? How do I proceed when I don’t even understand what this is?
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.
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.
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.
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!).