Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Après PMP (Part 3)
In Part 1, I made a case for elevating the PMP credential by making it an integral component of a larger end-state vision. In Part 2, we looked at a few options to go about that promise, one with an approach diving deep to become a scheduling pro, and the other with an approach to go wide to become an IT Service Management pro.
In this part, we will combine breadth with depth and look at the corporate IT management persona. In future parts, we will conclude by looking at “point options” that--when combined with appropriate experience--will round out the value of a PMP.
The Corporate IT Management pro
Who? A project manager interested in leading corporate IT office programs and initiatives
What value will a PM add? Application of project management skills is much valued in the translation of corporate strategies into actionable plans. Corporate executives are renowned for their ability to generate new ideas and directives in response to industry, market and firm stimuli. Most often, one finds executives looking for people that can take the ball and run with it. There is no better person than a PMP to make the best use of such opportunities.
Execution is the critical link between strategy and operations. As purveyors of the professional execution trade, project managers are perfectly poised to the purveyors of the responsive and reliable…
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