Certification Insider

If you have a PMI certification like the Project Management Professional (PMP)®, PMI Agile Certified Practitioner (PMI-ACP)®, or even the Certified Associate in Project management (CAPM)® then your certification is only good for three years. During these three years you have to earn 60 Professional Development Units (PDUs) through training or other approved activities. And once you have those 60 PDUs, then you can renew the certification for another three years. And this cycle of earning PDUs and renewing continues for as long as you want to keep your PMP status.

There are many ways in which you can earn PDUs. Taking a training, reading a book or giving a presentation are just three options you have. So you could simply jump head in first and sign up for whatever training comes across your path. But having a plan and a process for doing this is a much better idea.

And that's what this episode is all about. I'm going to give you a 10-step process that you can follow in order to earn your PDUs with purpose and make your life easier. It's a recording of a live streaming event that I gave a few days ago. It was a very lively event with quite a few questions coming in.

(This interview was originally published on The Project Management Podcast.)

A few weeks ago, Cornelius Fichtner was interviewed by Martin Berneburg and Oliver Lehmann of the Project Business Foundation about his career as a project manager, project leader and experience in project busines management. Here is the announcement:

For many practitioners in project management, Cornelius Fichtner is a household name. He is known mostly for the digital offerings of his company OSP International LLC, such as the PM PrepCast for project managers heading for the PMP® certification of PMI®, the Project Management Institute.

Meanwhile, his lineup of exam preparation tools was expanded by a family of further podcasts, augmented with simulators and inhouse offerings for corporations.

Much less known are his personal roots in project management and particularly in project business management.

Interviewed by Martin Berneburg and Oliver F. Lehmann, he will tell us the most interesting stories of his years as a consultant and project manager under contract, working hard to make the customer happy, but also with the obligation to make the project profitable.

(This interview was originally published on The Project Management Podcast.)

Listen to this free interview and earn 0.25 PDUs (Leadership):

When we talk about “change management in project management”, the words “resistance” and “tension” often spring to mind.

Consider the resistance to project change management for instance, when two organizations merge, or the fear that employees will feel when a part of their job is automated and some of their skills become redundant.

But the problem isn’t the change itself in spite of the difficulties that it may bring.

To discuss the project change management process with us today I’m very pleased to welcome back one of our favorite interview guests: Susanne Madsen whose book The Power of Project Leadership contains a large section on change management.

She says: Organizational change is vital for any business that wants to survive and thrive in our increasingly competitive and fast paced word. The problem is that many project leaders struggle to fully motivate and engage their teams in the process. They often move too fast, are too outcome driven and not sufficiently consultative in their approach.

This interview was originally published on The PM Podcast.