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PMI-001 - Project Management Professional - PMP - Dump Information

Vendor Name : PMI
Exam Code : PMI-001
Exam Name : Project Management Professional - PMP
Questions and Answers : 920 Q & A
Updated On : January 18, 2019
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PMI PMI-001 Exam (Project Management Professional - PMP) Detailed Information

The Project Management Professional (PMP)® is the most important industry-recognized certification for project managers.
You can find PMPs leading projects in nearly every country and, unlike other certifications that focus on a particular geography or domain, the PMP® is truly global. As a PMP, you can work in virtually any industry, with any methodology and in any location.
The PMP also increases your earning potential. PMP certification holders earn 20 percent more than their non-certified peers according to Earning Power: Project Management Salary Survey, Ninth Edition.
Employers benefit as well. When more than one-third of their project managers are PMP-certified, organizations complete more of their projects on time, on budget and meeting original goals. (Pulse of the Profession® study, PMI, 2015.)
The PMP signifies that you speak and understand the global language of project management and connects you to a community of professionals, organizations and experts worldwide. Become a PMP and become a project hero.
Apply for PMP Certification
Register and log in to get started
APPLY NOW
PMP Exam Guidance
Review tips, resources and FAQs to help you prepare.
Downloads
Exam Content Outline
Handbook
Who Should Apply?
If you’re an experienced project manager responsible for all aspects of project delivery, leading and directing cross-functional teams, then the PMP is the right choice for you.
Gain and Maintain Your PMP
The certification exam has 200 multiple-choice questions, and you have four hours to complete it.
To maintain your PMP, you must earn 60 professional development units (PDUs) every three years.
Prerequisites
Secondary degree (high school diploma, associate’s degree or the global equivalent)
7,500 hours leading and directing projects
35 hours of project management education
Four-year degree
4,500 hours leading and directing projects
35 hours of project management education
EXAM CONTENT OUTLINE
The following table identifies the proportion of questions from each domain that will appear on the
examination. These percentages are used to determine the number of questions related to each domain
and task that should appear on the multiple-choice format examination.
Domain Percentage of Items
on Test
I. Initiating 13%
II. Planning 24%
III. Executing 31%
IV. Monitoring and Controlling 25%
V. Closing 7%
Total 100%
PERFORMANCE DOMAIN I: INITIATING
Domain I Initiating – 13%
Task 1 Perform project assessment based upon available information, lessons
learned from previous projects, and meetings with relevant stakeholders in
order to support the evaluation of the feasibility of new products or services
within the given assumptions and/or constraints.
Task 2 Identify key deliverables based on the business requirements in order to
manage customer expectations and direct the achievement of project goals.
Task 3 Perform stakeholder analysis using appropriate tools and techniques in order
to align expectations and gain support for the project.
Task 4 Identify high level risks, assumptions, and constraints based on the current
environment, organizational factors, historical data, and expert judgment, in
order to propose an implementation strategy.
Task 5 Participate in the development of the project charter by compiling and
analyzing gathered information in order to ensure project stakeholders are in
agreement on its elements.
Task 6 Obtain project charter approval from the sponsor, in order to formalize the
authority assigned to the project manager and gain commitment and
acceptance for the project.
Task 7 Conduct benefit analysis with relevant stakeholders to validate project
alignment with organizational strategy and expected business value.
Task 8 Inform stakeholders of the approved project charter to ensure common
understanding of the key deliverables, milestones, and their roles and
responsibilities.
Knowledge and Skills:2
 Analytical skills
 Benefit analysis techniques
 Elements of a project charter
 Estimation tools and techniques
 Strategic management
2 In addition to domain-specific knowledge and skills, these specifications include a set of cross-cutting knowledge
and skills used in multiple domains. The Cross-Cutting Knowledge and Skills list is found in the section on Cross-
Cutting Knowledge and Skills.
.
PMI PMP Examination Content Outline – June 2015
PERFORMANCE DOMAIN II: PLANNING
Domain II Planning – 24%
Task 1 Review and assess detailed project requirements, constraints, and
assumptions with stakeholders based on the project charter, lessons learned,
and by using requirement gathering techniques in order to establish detailed
project deliverables.
Task 2 Develop a scope management plan, based on the approved project scope and
using scope management techniques, in order to define, maintain, and
manage the scope of the project.
Task 3 Develop the cost management plan based on the project scope, schedule,
resources, approved project charter and other information, using estimating
techniques, in order to manage project costs.
Task 4 Develop the project schedule based on the approved project deliverables and
milestones, scope, and resource management plans in order to manage
timely completion of the project.
Task 5 Develop the human resource management plan by defining the roles and
responsibilities of the project team members in order to create a project
organizational structure and provide guidance regarding how resources will
be assigned and managed.
Task 6 Develop the communications management plan based on the project
organizational structure and stakeholder requirements, in order to define and
manage the flow of project information.
Task 7 Develop the procurement management plan based on the project scope,
budget, and schedule, in order to ensure that the required project resources
will be available.
Task 8 Develop the quality management plan and define the quality standards for the
project and its products, based on the project scope, risks, and requirements,
in order to prevent the occurrence of defects and control the cost of quality.
Task 9 Develop the change management plan by defining how changes will be
addressed and controlled in order to track and manage change.
Task 10 Plan for risk management by developing a risk management plan; identifying,
analyzing, and prioritizing project risk; creating the risk register; and defining
risk response strategies in order to manage uncertainty and opportunity
throughout the project life cycle.
.
PMI PMP Examination Content Outline – June 2015
Task 11 Present the project management plan to the relevant stakeholders according
to applicable policies and procedures in order to obtain approval to proceed
with project execution.
Task 12 Conduct kick-off meeting, communicating the start of the project, key
milestones, and other relevant information in order to inform and engage
stakeholders and gain commitment.
Task 13 Develop the stakeholder management plan by analyzing needs, interests, and
potential impact in order to effectively manage stakeholders' expectations
and engage them in project decisions.
Knowledge and Skills:3
 Change management planning
 Cost management planning, including project budgeting tools and
techniques
 Communications planning
 Contract types and selection criteria
 Estimation tools and techniques
 Human resource planning
 Lean and efficiency principles
 Procurement planning
 Quality management planning
 Requirements gathering techniques (e.g., planning sessions, brainstorming,
and focus groups)
 Regulatory and environmental impacts assessment planning
 Risk management planning
 Scope deconstruction (e.g., WBS, Scope backlog) tools and techniques
 Scope management planning
 Stakeholder management planning
 Time management planning, including scheduling tools and techniques
 Workflow diagramming techniques
3 In addition to domain-specific knowledge and skills, these specifications include a set of cross-cutting knowledge
and skills used in multiple domains. The Cross-Cutting Knowledge and Skills list is found in the section on Cross-
Cutting Knowledge and Skills.
.
PMI PMP Examination Content Outline – June 2015
PERFORMANCE DOMAIN III: EXECUTING
Domain III Executing – 31%
Task 1 Acquire and manage project resources by following the human resource and
procurement management plans in order to meet project requirements.
Task 2 Manage task execution based on the project management plan by leading and
developing the project team in order to achieve project deliverables.
Task 3 Implement the quality management plan using the appropriate tools and
techniques in order to ensure that work is performed in accordance with
required quality standards.
Task 4 Implement approved changes and corrective actions by following the change
management plan in order to meet project requirements.
Task 5 Implement approved actions by following the risk management plan in order
to minimize the impact of the risks and take advantage of opportunities on the
project.
Task 6 Manage the flow of information by following the communications plan in
order to keep stakeholders engaged and informed.
Task 7 Maintain stakeholder relationships by following the stakeholder management
plan in order to receive continued support and manage expectations.
Knowledge and Skills:4
 Continuous improvement processes
 Contract management techniques
 Elements of a statement of work
 Interdependencies among project elements
 Project budgeting tools and techniques
 Quality standard tools
 Vendor management techniques
4 In addition to domain-specific knowledge and skills, these specifications include a set of cross-cutting knowledge
and skills used in multiple domains. The Cross-Cutting Knowledge and Skills list is found in the section on Cross-
Cutting Knowledge and Skills.
.
PMI PMP Examination Content Outline – June 2015
PERFORMANCE DOMAIN IV:MONITORING AND CONTROLLING
Domain IV Monitoring and Controlling – 25%
Task 1 Measure project performance using appropriate tools and techniques in order
to identify and quantify any variances and corrective actions.
Task 2 Manage changes to the project by following the change management plan in
order to ensure that project goals remain aligned with business needs.
Task 3 Verify that project deliverables conform to the quality standards established
in the quality management plan by using appropriate tools and techniques to
meet project requirements and business needs.
Task 4 Monitor and assess risk by determining whether exposure has changed and
evaluating the effectiveness of response strategies in order to manage the
impact of risks and opportunities on the project.
Task 5 Review the issue log, update if necessary, and determine corrective actions
by using appropriate tools and techniques in order to minimize the impact on
the project.
Task 6 Capture, analyze, and manage lessons learned, using lessons learned
management techniques in order to enable continuous improvement.
Task 7 Monitor procurement activities according to the procurement plan in order to
verify compliance with project objectives.
Knowledge and Skills:5
 Performance measurement and tracking techniques (e.g., EV, CPM, PERT,
Trend Analysis)
 Process analysis techniques (e.g., LEAN, Kanban, Six Sigma)
 Project control limits (e.g., thresholds, tolerance)
 Project finance principles
 Project monitoring tools and techniques
 Project quality best practices and standards (e.g., ISO, BS, CMMI, IEEE)
 Quality measurement tools (e.g., statistical sampling, control charts, flowcharting,
inspection, assessment)
 Risk identification and analysis techniques
 Risk response techniques
 Quality validation and verification techniques
5 In addition to domain-specific knowledge and skills, these specifications include a set of cross-cutting knowledge
and skills used in multiple domains. The Cross-Cutting Knowledge and Skills list is found in the section on Cross-
Cutting Knowledge and Skills.
.
PMI PMP Examination Content Outline – June 2015
PERFORMANCE DOMAIN V: CLOSING
Domain V Closing – 7%
Task 1 Obtain final acceptance of the project deliverables from relevant stakeholders
in order to confirm that project scope and deliverables were achieved.
Task 2 Transfer the ownership of deliverables to the assigned stakeholders in
accordance with the project plan in order to facilitate project closure.
Task 3 Obtain financial, legal, and administrative closure using generally accepted
practices and policies in order to communicate formal project closure and
ensure transfer of liability.
Task 4 Prepare and share the final project report according to the communications
management plan in order to document and convey project performance and
assist in project evaluation.
Task 5 Collate lessons learned that were documented throughout the project and
conduct a comprehensive project review in order to update the organization's
knowledge base.
Task 6 Archive project documents and materials using generally accepted practices
in order to comply with statutory requirements and for potential use in future
projects and audits.
Task 7 Obtain feedback from relevant stakeholders using appropriate tools and
techniques and based on the stakeholder management plan in order to
evaluate their satisfaction.
Knowledge and Skills:6
 Archiving practices and statutes
 Compliance (statute/organization)
 Contract closure requirements
 Close-out procedures
 Feedback techniques
 Performance measurement techniques (KPI and key success factors)
 Project review techniques
 Transition planning technique
6 In addition to domain-specific knowledge and skills, these specifications include a set of cross-cutting knowledge
and skills used in multiple domains. The Cross-Cutting Knowledge and Skills list is found in the section on Cross-
Cutting Knowledge and Skills.
PMI PMP Examination Content Outline – June 2015
CROSS-CUTTING KNOWLEDGE AND SKILLS
Domains Cross-Cutting Knowledge and Skills
 Active listening
 Applicable laws and regulations
 Benefits realization
 Brainstorming techniques
 Business acumen
 Change management techniques
 Coaching, mentoring, training, and motivational techniques
 Communication channels, tools, techniques, and methods
 Configuration management
 Conflict resolution
 Customer satisfaction metrics
 Data gathering techniques
 Decision making
 Delegation techniques
 Diversity and cultural sensitivity
 Emotional intelligence
 Expert judgment technique
 Facilitation
 Generational sensitivity and diversity
 Information management tools, techniques, and methods
 Interpersonal skills
 Knowledge management
 Leadership tools, techniques, and skills
 Lessons learned management techniques
 Meeting management techniques
 Negotiating and influencing techniques and skills
.
PMI PMP Examination Content Outline – June 2015
 Organizational and operational awareness
 Peer-review processes
 Presentation tools and techniques
 Prioritization/time management
 Problem-solving tools and techniques
 Project finance principles
 Quality assurance and control techniques
 Relationship management
 Risk assessment techniques
 Situational awareness
 Stakeholder management techniques
 Team-building techniques
 Virtual/remote team management
Defining the Responsibilities
The first step in developing a certification examination is to define the responsibilities of the
recipients of the credential. It must be known what the individuals who lead and direct projects actually
do on the job before a content-valid test can be developed. A valid examination draws questions from
every important area of the profession and specifies that performance areas (domains) considered more
important, critical, and relevant be represented by more questions on the examination. Defining the role
of individuals leading and directing projects occurs in two major phases: one in which individuals
currently in the role define the responsibilities; the other in which the identified responsibilities are
validated on a global scale.
Beginning in 2014, PMI commissioned a global Role Delineation Study (RDS) for the PMP
credential. The RDS process was led by a steering committee, representing PMI’s Certification
Governance structure. A project task force comprised of project managers was responsible for the
conduct of work on the project, with oversight from the steering committee. The task force represented
diversity in geography, industry, job position, and experience. Project managers were also responsible
for the independent reviews of the work of the task force and piloting the information before surveying a
larger sample of project managers.
Study participants, working under the direction of the Professional Education Service (ProExam),
reached consensus on the performance domains, a broad category of duties and responsibilities that
define the role, as well as the tasks required for competence performance and the knowledge/skills
needed to perform those tasks.
Validating the Responsibilities Identified by the Panelists
In order to ensure the validity of the study and content outline developed by the panels, a survey
requesting feedback on the panel’s work was sent to project management practitioners throughout the
world. Surveys were distributed to thousands of project managers around the world. PMI received a
robust set of responses to the survey, with participants from 96 countries and representing every major
industry. This provided PMI with the statistical significance from which to draw conclusions about the
criticality for competent performance and frequency of the tasks. Practitioners also rated the
knowledge/skills on how essential they were to their work as project managers and when they were
acquired.
Developing a Plan for the Test
Based on respondent ratings, an examination blueprint, clarifying exactly how many questions from
each domain and task should be on the examination, was developed. Those domains and tasks that were
rated as most important, critical, and relevant by survey respondents would have the most questions
devoted to them on the examination.
Results of the study indicated that the 175 scorable questions on the test should be distributed among
the domains as shown in the following table. The remaining 25 questions will be dispersed throughout
the domains as pretest questions and will not count in the candidates’ scores. The pretest items allow
©2015 Project Management Institute, Inc. .
PMI PMP Examination Content Outline – June 2015
PMI to monitor the question performance better, prior to including the questions in the final databank of
test questions.
Domains Percentage of
Items/Domain
1. Initiating 13%
2. Planning 24%
3. Executing 31%
4. Monitoring and Controlling 25%
5. Closing 7%
Total Number of Scored Questions 175
Total Number of Unscored (Pretest)
Questions
Total Number of Questions 200

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PMI-001 Project Management Professional - PMP

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PMI-001 exam Dumps Source : Project Management Professional - PMP

Test Code : PMI-001
Test Name : Project Management Professional - PMP
Vendor Name : PMI
Q&A : 920 Real Questions

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PMI PMI Project Management Professional

What mission administration gurus deserve to learn about skilled development | killexams.com Real Questions and Pass4sure dumps

istock-511027955continuinged.jpg

picture: Rawpixel, Getty images/iStockphoto

maintaining your knowledge up-to-date and your intellect sharp is vital to protecting your value as a undertaking administration skilled (PMP).

After going through remarkable lengths to obtain your professional certification, a PMP must proceed to meet knowledgeable development requirements with a purpose to retain a professional fame. further, PMI's continuing Certification requirements (CCR) program states that each one certified members ought to complete a designated variety of skilled building instruments (PDUs) to demonstrate their dedication to knowledgeable growth.

on no account fear. here is everything you deserve to find out about attaining your PDUs.

SEE: quick thesaurus: task management (TechRepublic)

H2PDU requirements

each three years, PMI licensed specialists with the credentials listed under are required to publish a list of 60 PDUs in an effort to preserve their credentials in decent standing.

  • venture management skilled (PMP)
  • application administration knowledgeable (PgMP)
  • Portfolio management knowledgeable (PfMP)
  • licensed associate in task management (CAPM)
  • PMI expert in company analysis (PMI-PBA)
  • PMI Agile certified Practitioner (PMI-ACP)
  • PMI risk administration professional (PMI-RMP)
  • PMI Scheduling skilled (PMI-SP)
  • types of PDUs

    every PDU carries one hour of both researching, teaching others, or volunteering.

    discovering or teaching

    schooling options fall into the skill categories of technical, management, or strategic and may be gathered via formal channels like lessons and practising, company-extensive conferences, and digital media, or casual getting to know actions like studying. schooling PDUs can be break up as follows:

  • Formal or informal alternatives: contains both instructor-led courses through PMI SeminarsWorld (a set of small neighborhood, in-person practicing courses held in cities throughout the united states), web-according to-demand courses, formal educational schooling during the PMI global Accreditation center (GAC), PMI Registered education provider (R.E.P.) training, or other third-birthday celebration path providers.
  • company-extensive conferences: comprises alternatives like being a keynote speaker, taking educational courses and sessions at PMI events or during the PMI events calendar, and attending chapter movements. it is price bringing up that these styles of PDUs are always confined to 1 to 2 PDUs.
  • studying and casual studying
  • online or digital media can also be received via self-directed discovering options like ProjectManagement.com, a PMI training site, or via other internet-primarily based route alternate options and other casual studying opportunities.
  • Volunteering

    another option is to observe the artwork of giving returned via volunteer work. Volunteer work will also be completed through volunteering certain hours in a piece environment, content material advent, giving presentations, mentoring others, or volunteering for actions through PMI, all geared toward competencies sharing.

    when you are in doubt of where to locate volunteer opportunities, PMI presents a lot of alternate options corresponding to: fitting a PMI Board of administrators member; joining a help or specifications committee; part of the PMI tutorial groundwork (PMIEF), or becoming a member of one of the Member Advisory groups (MAGs).

    SEE: the way to construct a a hit task manager career (free PDF) (TechRepublic)

    PMI skill Triangle

    PMI shares the ability Triangle (a combination of competencies that employers price), to support e book you during the process of buying PDUs. The skill Traingle spoil down the nature of the skills you'll want to intention to purchase, which includes technical, management, and strategic and enterprise administration expertise and advantage.

    Technical expertise and skill units should still cover themes like mission, program, and portfolio management. leadership should center of attention on the kinds of interactions and behaviors round a way to direct, inspire, and mentor these around you. Strategic & business management expertise and competencies should cover topics like strategic planning, method, and company oversight.

    To discover greater about knowledgeable development and PDUs, the venture administration Institute has a constant Certification necessities handbook that may also be downloaded.

    also see:


    undertaking administration Institute Launches New stories on Navigating the new common of Disruptive technologies during Seventh Annual PMO Symposium® | killexams.com Real Questions and Pass4sure dumps

    venture administration Institute Launches New studies on Navigating the new general of Disruptive technologies all the way through Seventh Annual PMO Symposium®assignment administration Institute (BusinessWire India)2018-eleven-13 business Wire India

    undertaking management Institute (PMI) unveiled three concept leadership stories focused on navigating the new typical of disruptive technologies. the new reviews have been launched throughout the firm’s seventh annual PMO Symposium® in Washington D.C., where greater than 650 of the area’s correct undertaking management workplace (PMO) executives, organizational leaders and senior choice makers have gathered to discuss how disruptive technologies — such as cloud options, internet of issues (IoT) and artificial intelligence (AI) — have modified the way agencies do company and converted entire industries.

     

    all over 2018, PMI and partners, have been exploring disruptive applied sciences and the way organizations are using them to obtain their dreams in these altering times. whereas no person single component can power benefits realization, leading corporations remember proven task management practices result in better success and less waste.

     

    Produced in partnership with Accenture, PMI’s document — Forging the future: Evolving with Disruptive technologies — looks at making a way of life of innovation via embracing disruption. This capstone document appears at how rapid advances in digital expertise are basically redefining our world. To build their future, businesses must be willing to actively interrupt the fame quo, the file says. through embracing these rising applied sciences and new methods of working, the PMO will continue to conform as a strategic collaborator that drives strategy birth and execution.

     

    The second document, The subsequent generation PMO, written in partnership with Capgemini government options, explores the affect of disruptive technologies on the next era PMO through evaluation of a survey with PMO administrators and discussion with useful business managers throughout numerous industries. As PMOs are charged with implementing transformative technologies, the most successful ones are additionally transforming themselves to force cost creation in new techniques. The PMO that evolves to turn into the organizational engine that effectively bridges method design and birth will deliver value to the corporation.

     

    The C-Suite Outlook: How Disruptive applied sciences are Redefining the position of venture management, written in partnership with Forbes Insights, examines the position the C-suite should play in assisting digital transformation and how companies can foster a lifestyle of regular change. The file evaluates the effects of a survey of 537 executives across the globe about the impact of disruptive technologies on americans, projects, work, tradition and method. It concludes that project leaders need to take on roles that demand more suitable accountability around the full price delivery panorama, which comprises all tactics to project birth – predictive, iterative, incremental, agile, hybrid and next practices.

     

    The insights and key findings of the idea management experiences have been released all over a morning plenary session at PMO Symposium’s® second day. The session ended with a PMI-hosted panel dialogue on disruptive technologies, featuring representatives from SAP the us, Inc. and JP Morgan Chase.

     

    The three stories had been part of a larger concept leadership series from PMI on disruptive technologies and how agencies are the use of them to obtain their goals in these changing times, together with PMI’s 2018 Pulse of the career® in-depth experiences focused relating to disruptive know-how: next Practices: Maximizing the benefits of Disruptive applied sciences on initiatives and The undertaking supervisor of the longer term: constructing Digital-Age assignment management talents to Thrive in Disruptive instances. These two reports look at PMI market analysis on the affect of disruptive know-how and the mission administration career. next Practices specializes in how organizations are the use of assignment management practices to live to tell the tale in times of exchange, whereas The project manager of the future focuses on the skills that assignment managers need to be successful in the digital age.

     

    To study PMI’s full thought management collection on navigating the brand new general of disruptive technologies, please consult with https://www.pmi.org/idea-sequence.

     

    About challenge management Institute (PMI)

     

    undertaking management Institute (PMI) is the area's main affiliation for those that believe mission, software or portfolio administration their career. based in 1969, PMI promises price for greater than three million experts working in nearly every country on the planet through world advocacy, collaboration, schooling and analysis. We boost careers, enrich organizational success and additional mature the project management occupation via globally-identified necessities, certifications, communities, components, tools, tutorial research, publications, knowledgeable construction classes and networking opportunities. As part of the PMI household, ProjectManagement.com creates online world communities that carry greater resources, superior equipment, bigger networks and broader views.

     

    seek advice from us at www.PMI.org, www.projectmanagement.com, www.facebook.com/PMInstitute and on Twitter @PMInstitute.

     

     

    PMI Launches search for next President and CEO | killexams.com Real Questions and Pass4sure dumps

    media

    PHILADELPHIA — mission administration Institute (PMI), the world’s leading knowledgeable membership corporation for mission managers, announced today that it has retained Heidrick & Struggles to assist the company find its next President and Chief govt Officer (CEO). The dynamic leader shall oversee the implementation of a new strategic plan and ebook the company towards a future designed to support hundreds of assignment experts around the world speed up their careers and make ideas a truth. Heidrick & Struggles is a premier issuer of executive search, management assessment and building, firm and team effectiveness, and lifestyle shaping features globally.

    PMI will conduct a finished world evaluate of each inside and external candidates for this key place. The selected candidate will embody PMI’s core values and possess the skillsets crucial to boost the firm’s key dreams. PMI’s next President and CEO will support it execute a bold new multi-12 months initiative designed to sharpen PMI’s strategic direction, boost its technological capabilities to include transferring place of work developments, and streamline its day by day operational actions.

    The corporation will seem to its new President and CEO to aid lead this transformation and position the organization for a vivid future. the quest system is supposed to make sure a clean transition to the subsequent President and CEO and proceed the Institute’s mission of advocacy for the profession, its individuals and certification holders. PMI’s Board of directors will opt for the last candidate. fascinated events should electronic mail resume counsel and inquiries to PMI-CEO@Heidrick.com.

    PMI is the biggest professional membership association in the world, serving greater than three million stakeholders via its knowledgeable certifications together with 300+ chapters in virtually each country in the world.

    About undertaking management Institute (PMI)

    mission management Institute (PMI) is the realm’s main association for those that consider undertaking, software or portfolio management their career. established in 1969, PMI delivers cost for greater than three million experts working in essentially each nation in the world via world advocacy, collaboration, schooling and research. We boost careers, increase organizational success and further mature the task administration occupation via globally-diagnosed standards, certifications, communities, supplies, equipment, educational analysis, publications, knowledgeable development lessons and networking opportunities. As part of the PMI family unit, ProjectManagement.com creates on-line global communities that convey more substances, more suitable tools, better networks and broader perspectives.

    talk over with us at www.PMI.org, www.projectmanagement.com, www.fb.com/PMInstitute and on Twitter @PMInstitute.

    logo

    Contacts

    project management Institute (PMI)Karen Flanagan, +1 610-356-4600 x1092karen.flanagan@pmi.org


    PMI-001 Project Management Professional - PMP

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    PMI-001 exam Dumps Source : Project Management Professional - PMP

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    What Project Management Professionals need to know about professional development | killexams.com real questions and Pass4sure dumps

    istock-511027955continuinged.jpg

    Image: Rawpixel, Getty Images/iStockphoto

    Keeping your skills up-to-date and your mind sharp is vital to maintaining your value as a Project Management Professional (PMP).

    After going through great lengths to achieve your professional certification, a PMP needs to continue to meet professional development requirements in order to keep a professional status. Further, PMI's Continuing Certification Requirements (CCR) Program states that all certified members must complete a specified number of Professional Development Units (PDUs) to demonstrate their commitment to professional growth.

    Never fear. Here is everything you need to know about achieving your PDUs.

    SEE: Quick glossary: Project management (TechRepublic)

    H2PDU requirements

    Every three years, PMI certified professionals with the credentials listed below are required to submit a list of 60 PDUs in order to keep their credentials in good standing.

  • Project Management Professional (PMP)
  • Program Management Professional (PgMP)
  • Portfolio Management Professional (PfMP)
  • Certified Associate in Project Management (CAPM)
  • PMI Professional in Business Analysis (PMI-PBA)
  • PMI Agile Certified Practitioner (PMI-ACP)
  • PMI Risk Management Professional (PMI-RMP)
  • PMI Scheduling Professional (PMI-SP)
  • Types of PDUs

    Each PDU consists of one hour of either learning, teaching others, or volunteering.

    Learning or teaching

    Education options fall into the skill categories of technical, leadership, or strategic and can be accumulated through formal channels like courses and training, company-wide meetings, and digital media, or informal learning activities like reading. Education PDUs can be split as follows:

  • Formal or informal options: Includes either instructor-led courses through PMI SeminarsWorld (a collection of small group, in-person training courses held in cities across the US), web-based on-demand courses, formal academic education through the PMI Global Accreditation Center (GAC), PMI Registered Education Provider (R.E.P.) training, or other third-party course providers.
  • Company-wide meetings: Includes options like being a keynote speaker, taking educational classes and sessions at PMI events or through the PMI events calendar, and attending chapter events. It is worth mentioning that these types of PDUs are usually limited to one to two PDUs.
  • Reading and informal learning
  • Online or digital media can be gained through self-directed learning options like ProjectManagement.com, a PMI education website, or through other web-based course options and other informal learning opportunities.
  • Volunteering

    Another option is to practice the art of giving back through volunteer work. Volunteer work can be achieved through volunteering certain hours in a work setting, content creation, giving presentations, mentoring others, or volunteering for activities through PMI, all aimed at knowledge sharing.

    If you are unsure of where to find volunteer opportunities, PMI offers numerous options such as: becoming a PMI Board of Directors member; joining a support or standards committee; part of the PMI Educational Foundation (PMIEF), or joining one of the Member Advisory Groups (MAGs).

    SEE: How to build a successful project manager career (free PDF) (TechRepublic)

    PMI Talent Triangle

    PMI shares the Talent Triangle (a combination of skills that employers value), to help guide you through the process of acquiring PDUs. The Talent Traingle break down the nature of the skills you should aim to acquire, which includes technical, leadership, and strategic and business management knowledge and skills.

    Technical knowledge and skill sets should cover topics like project, program, and portfolio management. Leadership should focus on the types of interactions and behaviors around how to direct, motivate, and mentor those around you. Strategic & Business Management skills and knowledge should cover topics like strategic planning, strategy, and business oversight.

    To find out more about professional development and PDUs, the Project Management Institute has a Continuing Certification Requirements Handbook that can be downloaded.

    Also see:


    Telstra: Capital Planning & Delivery Named PMO of the Year | killexams.com real questions and Pass4sure dumps

    Today, Project Management Institute (PMI), the world’s leading association for the project, program and portfolio management profession, announced that Telstra: Capital Planning & Delivery (Melbourne, Australia) has been awarded the 2018 PMO of the Year Award.

     

    In 2012, Telstra created the Capital Planning and Delivery (CP&D) function as a dedicated capability within the Finance and Strategy organization. Their purpose was clear – support the annual capital investment allocation, prioritization, and planning processes to better support investment programs and projects. Since that time, it has created a single enterprise wide investment gating model, created a sponsorship engagement model going from 0% of sponsors engaged at the start to 77% today, and enabled a culture of never stopping projects to one that stops non-viable efforts. With many other accomplishments, the core was a cultural transformation.

     

    Engagement of sponsors, enabling project management development opportunities and creating a project management community internally to support and guide careers, they are presently managing over 1,265 initiatives, with an average project value of AU$5.4M. Through strong project management practices and teamwork, they continue to create roadmaps and improve, including providing an executive dashboard and adjusting their PM framework to support multiple methodologies, including agile, waterfall, hybrid, and lean.

     

    "Our PMO helps to advance the project management profession, to move it forward in a purposeful way," said Peter Moutsatsos, PMP, chief project officer at Telstra. "The project management profession is crucial to all public and private organizations that transform industries and services that create opportunities for people to thrive," said Moutsatsos.

     

    Rob Loader, Director of Capital Planning and Delivery at Telstra, said, "PMI plays a crucial global role in helping to create the world's next generation of leaders and ensures that they are equipped with the project management tools and skills they need to be truly successful."

     

    Telstra's Capital Planning PMO is world class in bringing strategic and economic discipline to the largest capital budget portfolio in corporate Australia. It helps Telstra achieve its competitive advantage by forming a clear link between the corporate strategy, business cases and where capital is deployed. The PMO also ensures large, complex projects are delivered to quality, time and cost and the anticipated benefits are realized.

     

    The PMO of the Year Award honors a PMO that has demonstrated superior organizational project management capabilities by adding value to its organization through its support of successful strategic initiatives. The award recognizes a PMO that has established a vision for value delivery and has had a positive and clear impact on business results.

     

    This year’s award was presented in Washington, D.C., USA as part of PMI’s seventh annual PMO Symposium®.

     

    About Project Management Institute (PMI)

     

    Project Management Institute (PMI) is the world's leading association for those who consider project, program or portfolio management their profession. Founded in 1969, PMI delivers value for more than three million professionals working in nearly every country in the world through global advocacy, collaboration, education and research. We advance careers, improve organizational success and further mature the project management profession through globally-recognized standards, certifications, communities, resources, tools, academic research, publications, professional development courses and networking opportunities. As part of the PMI family, ProjectManagement.com creates online global communities that deliver more resources, better tools, larger networks and broader perspectives.

     

    Visit us at www.PMI.org, www.projectmanagement.com, www.facebook.com/PMInstitute and on Twitter @PMInstitute.

     

     

     

     

    Project Management Institute Launches New Reports on Navigating the New Normal of Disruptive Technologies During Seventh Annual PMO Symposium® | killexams.com real questions and Pass4sure dumps

    Project Management Institute Launches New Reports on Navigating the New Normal of Disruptive Technologies During Seventh Annual PMO Symposium®Project Management Institute (BusinessWire India)2018-11-13 Business Wire India

    Project Management Institute (PMI) unveiled three thought leadership reports focused on navigating the new normal of disruptive technologies. The new reports were released during the organization’s seventh annual PMO Symposium® in Washington D.C., where more than 650 of the world’s top project management office (PMO) executives, organizational leaders and senior decision makers have gathered to discuss how disruptive technologies — such as cloud solutions, internet of things (IoT) and artificial intelligence (AI) — have changed the way organizations do business and transformed entire industries.

     

    Throughout 2018, PMI and partners, have been exploring disruptive technologies and how organizations are using them to achieve their goals in these changing times. While no one single factor can drive benefits realization, leading organizations understand that proven project management practices lead to greater success and less waste.

     

    Produced in partnership with Accenture, PMI’s report — Forging the Future: Evolving with Disruptive Technologies — looks at creating a culture of innovation through embracing disruption. This capstone report looks at how rapid advances in digital technology are fundamentally redefining our world. To build their future, organizations must be willing to actively interrupt the status quo, the report says. Through embracing these emerging technologies and new ways of working, the PMO will continue to evolve as a strategic collaborator that drives strategy delivery and execution.

     

    The second report, The Next Generation PMO, written in partnership with Capgemini Government Solutions, explores the impact of disruptive technologies on the next generation PMO through analysis of a survey with PMO directors and discussion with functional business managers across a variety of industries. As PMOs are charged with implementing transformative technologies, the most successful ones are also transforming themselves to drive value creation in new ways. The PMO that evolves to become the organizational engine that successfully bridges strategy design and delivery will bring value to the organization.

     

    The C-Suite Outlook: How Disruptive Technologies are Redefining the Role of Project Management, written in partnership with Forbes Insights, examines the role the C-suite should play in supporting digital transformation and how organizations can foster a culture of constant change. The report evaluates the results of a survey of 537 executives across the globe about the effect of disruptive technologies on people, projects, work, culture and strategy. It concludes that project leaders must take on roles that demand greater accountability around the full value delivery landscape, which includes all approaches to project delivery – predictive, iterative, incremental, agile, hybrid and next practices.

     

    The insights and key findings of the thought leadership reports were released during a morning plenary session at PMO Symposium’s® second day. The session ended with a PMI-hosted panel discussion on disruptive technologies, featuring representatives from SAP America, Inc. and JP Morgan Chase.

     

    The three reports were part of a larger thought leadership series from PMI on disruptive technologies and how organizations are using them to achieve their goals in these changing times, including PMI’s 2018 Pulse of the Profession® in-depth reports focused on the topic of disruptive technology: Next Practices: Maximizing the Benefits of Disruptive Technologies on Projects and The Project Manager of the Future: Developing Digital-Age Project Management Skills to Thrive in Disruptive Times. These two reports look at PMI market research on the impact of disruptive technology and the project management profession. Next Practices focuses on how organizations are using project management practices to survive in times of change, while The Project Manager of the Future focuses on the skills that project managers need to succeed in the digital age.

     

    To read PMI’s full Thought Leadership Series on navigating the new normal of disruptive technologies, please visit https://www.pmi.org/thought-series.

     

    About Project Management Institute (PMI)

     

    Project Management Institute (PMI) is the world's leading association for those who consider project, program or portfolio management their profession. Founded in 1969, PMI delivers value for more than three million professionals working in nearly every country in the world through global advocacy, collaboration, education and research. We advance careers, improve organizational success and further mature the project management profession through globally-recognized standards, certifications, communities, resources, tools, academic research, publications, professional development courses and networking opportunities. As part of the PMI family, ProjectManagement.com creates online global communities that deliver more resources, better tools, larger networks and broader perspectives.

     

    Visit us at www.PMI.org, www.projectmanagement.com, www.facebook.com/PMInstitute and on Twitter @PMInstitute.

     

     


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