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ОглавлениеPMP
Secrets To Acing The Exam
and
Successful Finding And Landing Your Next
PMP
Certified Job
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Copyright
Notice of Rights
All rights reserved. No part of this book may be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. No Claim to Orig. U.S. Govt. Works.
Notice of Liability
The information in this book is distributed on an As Is basis without warranty. While every precaution has been taken in the preparation of the book, neither the author nor the publisher shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in this book or by the products described in it.
Trademarks
Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identified throughout this book are used in editorial fashion only and for the benefit of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other affiliation with this book.
This book figures out ways to boil down critical exam and job landing concepts into real world applications and scenarios. Which makes this book user-friendly, interactive, and valuable as a resource long after students pass the exam. People who teach PMP classes for a living or for their companies understand the true value of this book. You certainly will too.
To Prepare for the exam this book tells you:
What you need to know about the PMP Certification and exam
Preparation Tips for passing the PMP Certification Exam
Taking tests
The book contains several suggestions on how preparing yourself for an interview. This is an aspect that many people underestimate, whilst having a well-written CV, a personal blog, and possibly a number of past projects is definitively important - there is much more to prepare for. It covers non-technical aspects (how to find a job, resume, behavioral etc.). A ‘Must-study’ before taking a Tech Interview.
To Land the Job, it gives you the hands-on and how-to’s insight on
Typical PMP Careers
Finding Opportunities - the best places to find them
Writing Unbeatable Resumes and Cover Letters
Acing the Interview
What to Expect From Recruiters
How employers hunt for Job-hunters.... and More
This book offers excellent, insightful advice for everyone from entry-level to senior professionals. None of the other such career guides compare with this one.
It stands out because it:
Explains how the people doing the hiring think, so that you can win them over on paper and then in your interview
Is filled with useful work-sheets
Explains every step of the job-hunting process - from little-known ways for finding openings to getting ahead on the job
This book covers everything. Whether you are trying to get your first PMP Job or move up in the system, you will be glad you got this book.
Contents
8 Project Management Professional
8 Exam syllabus; 8 Item references; 9 Purpose; 10 Examination process; 10 Item writing; 11 Other PMI credentials; 11 Other PM credentials; 12 References
13 Project Management Institute
13 survey; 14 Certification; 14 Standards; 15 References
16 A Guide to the Project Management Body of Knowledge ; 16 PMBOK Guide
16 History; 17 Contents; 18 References
18 Scope project management; 21 Project risk management; 22 The Organizational Project Management Maturity Model or OPM3
24 Contents; 24 Benefits; 25 Controversy; 26 External links; 27 References
28 Certified Associate in Project Management
28 Exam syllabus; 28 References
30 What Is PMP Certification; 32 Is Reading the PMBOK Guide Enough to Pass the PMP Exam; 36 How to Answer Situational Questions in the PMP Exam; 41 PMP Certification Requirements ; 43 Typical PMP Careers; 43 Senior Project Manager; 44 Program Manager PMP; 47 FINDING AND APPLYING FOR PMP JOBS AND EVALUATING OFFERS
47 Where to Learn About Job Openings; 47 Job Search Methods; 47 Personal contacts.; 48 School career planning and placement offices.; 48 Employers.; 48 Classified ads.; 49 Internet resources.; 49 Labor unions.; 49 Labor unions provide various employment services to members and potential members, including apprenticeship programs that teach a specific trade or skill. Contact the appropriate labor union or State apprenticeship council for more information.; 50 State employment service offices.; 50 Job matching and referral.; 50 Services for special groups.; 50 Federal Government.; 51 Community agencies.; 51 Private employment agencies and career consultants.; 51 Internships.
52 Applying for a PMP Job
52 Resumes and application forms.; 52 Gathering information.; 53 Choosing a format.; 54 Resume and KSA (knowledge, skills & abilities) tips:; 57 Cover letters.
58 PMP Job Interview Tips
58 Preparation:; 58 Personal appearance:; 58 The interview:; 59 Information to bring to an interview:
60 Evaluating a PMP Job Offer
60 The organization.; 61 Should you work for a relatively new organization or one that is well established?
62 The job
62 Where is the job located?; 62 Does the work match your interests and make good use of your skills?; 62 How important is the job to the company or organization?; 62 What will the hours be?; 63 How long do most people who enter this job stay with the company?; 63 The company should have a training plan for you.; 63 Salaries and benefits.
65 WHAT TO EXPECT FROM THE OTHER SIDE OF THE TABLE…
65 THE INTERVIEW AND SELECTION PROCESS; 67 Step 1; 67 Technical Competencies Assessment Guide; 68 Step 2; 68 Determine the Customer Service Focused; 68 Competencies of the Job; 69 Definitions:; 69 Responsible.; 69 Likeable.; 70 Believable.; 70 Outgoing.; 71 Unflappable.; 72 CUSTOMER SERVICE FOCUSED BEHAVIORS ASSESSMENT GUIDE; 73 Step 3; 73 Develop Interview Questions to Assess Both; 73 Technical and Customer Service; 73 Focused Competencies; 74 Step 4; 74 Conducting the Interview; 76 Step 5; 76 Background and Reference Checks; 76 Making a Job Offer; 77 Confirming Job Offer Letter; 77 Informing Unsuccessful Candidates; 77 Retention of Interview Materials
78 SAMPLE CUSTOMER SERVICE FOCUSED INTERVIEW QUESTIONS; 78 (Grouped by customer service based behaviors)
78 Responsible; 79 Likeable; 80 Believable; 81 Outgoing; 82 Unflappable
84 INTERVIEWING PMP
84 A Practical Guide for Selecting
84 THE INTERVIEW PROCESS
84 Planning; 84 Confirming/Scheduling Interview; 84 Conducting the Interview; 85 Closing; 85 Follow Up
86 TIPS ON INTERVIEWING
86 Interview Questions To Get You Started; 87 Supervisor and Manager Competencies; 87 Interviewing People With Disabilities; 88 Accommodating Persons With Disabilities For An Interview; 89 Interview Do’s and Don’ts
90 CHECKING REFERENCES
91 Which References Should I Check?; 91 Tips for Checking References; 92 The Reference Check Questions To Ask; 93 Prohibited Questions and Practices
95 RECORDING A PROFILE OF IMPRESSIONS
95 Supervisory and Managerial Competencies:; 95 Building Coalitions/Communication:
97 Recruiting PMP - It Takes More Than A Job Announcement
97 Before Submitting the Vacancy; 98 When the Vacancy Announcement is Open; 99 Once the Certificate of Eligibles is Received; 100 After The Selection is Made
102 ASSESSING YOUR RECRUITMENT AND SELECTION PRACTICES
102 Policies and Procedures; 103 Recruitment Strategies
Project Management Professional
Project Management Professional PMP is a credential offered by the Project Management Institute PMI. As of 31 July 2010 there were 393,413 vigorous PMP certified individuals worldwide. 1 Over 4,300 individuals a calendar month since September 2006 have acquired a PMP certification.
Contents conceal
1 Exam syllabus
2 Item references
3 Purpose
4 Examination process
5 Item writing
6 Pre requisites to turn into eligible
7 Continuous credential requirements
8 Other PMI credentials
9 Other PM credentials
10 References
11 External links
Exam syllabus
The PMP examination is based on the PMP Examination Specification 2 which describes tasks out of five performance domains
Initiating the project 13
Planning the project 24
Executing the project 30
Monitoring and controlling the project 25
Closing the project 8
The examination consists of 200 several alternative questions written against this specification. The numbers in parentheses depict the percentage of questions for each domain. 3
Item references
Each examination individual instance a query with its possible answers has at least two references to norm books or another sources of project management. Most of the questions quotation the PMI A Guide to the Project Management Body of Knowledge aka the PMBOK Guide. 3
The Project Management Framework embodies a project life circle and five enormous project management Process Groups 4
Initiating.
Planning.
Executing.
Monitoring and Controlling.
Closing.
encompassing a entire of 42 processes.
Mapped to these five process groups are nine project management Knowledge Areas
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
The processes of these information areas are described by their inputs tools and techniques and outputs. The PMBOK also emphasizes the interaction and interdependence between dissimilar process groups. For instance the outputs from one process may be being used by one or more another processes as inputs.
Purpose
Government commercial and another organizations engage PMP certified project managers in an attempt to ameliorate the success pace of projects in all areas of information by applying a standardized and evolving set of project management principles as contained in PMI’s PMBOK Guide.
In December 2005 the PMP credential was tied for fourth place in CertCities. com’s 10 Hottest Certifications for 2006 5 and in December 2008 it was numeral 7 of ZDNet’s 10 best IT certifications. 6
Examination process
An instance of a PMP Certificate issued by the PMI to candidates who travel past the Project Management Professional Exam.
The PMP examination is offered as a computer based test via the worldwide net of Prometric testing centers. There is also a material for writing or printing on based possibility for locations with no Prometric testing centers nearby. The examination consists of 200 questions items. 25 are pre release items which are not included in examination scoring. The account is calculated based on the another 175 items. Each individual instance has a prime the correct respond and three distractors incorrect respond choices.
Candidates who get the computer based test get their results passed or not passed immediately upon completion. PMI also evaluates proficiency levels in each project management process group from high proficiency to being at small elevation proficiency in a account written evaluation which the candidates get after the test. Candidates who get material for writing or printing on based tests get their test results and account reports typically in 4 weeks.
Preparation assistance to enable a PMP candidate’s passing the test is obtainable in many delivery forms. Many books e Learning courses and schoolroom experiences may be identified easily via an Internet search.
Item writing
Item writing is an ongoing process at PMI and fresh items questions with 4 answering options each are added to PMI’s assemblage of examination items while others may be removed from it from time to time. Item writers use the PMP Examination Specification to name individual instance contents and references project management texts or standards to verify the correctness of the individual instance. Individuals who are vigorous in the field of PMP examination preparedness trainers courseware developers volume authors etcetera. are not allowed to take part in individual instance writing sessions.
Pre requisites to turn into eligible
Candidates must verify a high educational institution diploma or an associates academic degree with 60 months 7,500 hours of project management practice or a bachelor’s academic degree with 36 months 4,500 hours of project management practice. In both cases candidates must also have 35 contact hours of project management knowledge transfer. The application for the examination and verification of knowledge transfer and practice are achieved online at the PMI website.
Continuous credential requirements
Continuous credential requirements are also called CCRs. To maintain the PMP accomplishment 60 professional person growth units PDUs must be earned over a three yr circle from actions such as researching authoring articles speaking on project management connected subjects or being engaged complete time in project management. 7
Other PMI credentials
PMP Project Management Professional is one of six credentials offered by PMI 8
Certified Associate in Project Management CAPM
Project Management Professional PMP
Program Management Professional PgMP
PMI Agile Certified Practitioner PMI ACP
PMI Risk Management Professional PMI RMP
PMI Scheduling Professional PMI SP
Other PM credentials
PRINCE2 Practitioner PRINCE2 APMG Group
IPMA A International Project Management Association
IPMA B International Project Management Association
IPMA C International Project Management Association
IPMA D International Project Management Association
GPM Certified Green Project Manager GPM Global
References
^ PMI Today September 2010 important question one side of one leaf 24
^ Project Management Professional PMP Examination Specification. Project Management Institute. September 2005. ISBN 978 1 930699 88 5.
^ a b PMP Credential Handbook PDF. Project Management Institute. Retrieved September 18 2009.
^ PMBOK Guide Fourth Edition
^ Nagel Becky December 14 2005. CertCities. com’s 10 Hottest Certifications for 2006. CertCities. com. Retrieved September 18 2009.
^ Dignan Larry December 11 2008. The 10 best IT certifications. Retrieved September 18 2009.
^ Maintain Your Credential. Project Management Institute. Retrieved September 18 2009.
^ Certification. Project Management Institute. Retrieved January 12 2012.
Project Management Institute
Type Professional Organization
Founded 1969
Location Newtown Square Pennsylvania United States
Key people Mark A. Langley President and CEO 1 Gregory Balestrero CEO Emeritus
Area served Worldwide
Focus Project management
Method Certification Industry standards Conferences Publications
Revenue 80. 4 MM sum of money allocated 2007 2
Employees 51 200 employees
Members 341,900 +
Motto construction professionalism in project management. .
Website www. pmi. org
The Project Management Institute PMI is a not for turn a profit professional person organization for the project management occupation with the purpose of advancing project management. 3
Contents conceal
1 survey
2 Certification
3 Standards
4 See also
5 References
6 External links
survey
The Project Management Institute PMI offers a gamma of services to the Project Management occupation such as the growth of standards systematic investigation to establish facts knowledge transfer issue networking opportunities in local chapters hosting conferences and education seminars and maintaining several credentials in project management. These credentials are 4
Certified Associate in Project Management CAPM
Project Management Professional PMP
PMI Agile Certified Practitioner PMI ACP
PMI Scheduling Professional PMI SP
PMI Risk Management Professional PMI RMP
Program Management Professional PgMP
In improver to vocation growth credentials PMI offers one certification
Organizational Project Management Maturity Model Certified Consultant OPM3 CC
PMI has recruited volunteers to make industry standards such as A Guide to the Project Management Body of Knowledge which has been recognized by the American National Standards Institute ANSI. 5
Certification
Launched in 1984 PMI’s first certification was the PMP. Around 370,000 people presently book the PMP certification. In 2007 it earned the ANSI ISO IEC 17024 accreditation from the International Organization for Standardization ISO. Credential holders do not have to be members of PMI.
To initially obtain a PMI credential individuals must travel past an test consisting of several alternative questions. To maintain most PMI credentials holders must earn Professional Development Units PDUs which can be earned in a diversity of ways such as taking classes attending PMI worldwide congresses contributing to professional person systematic investigation to establish facts or writing and publishing papers on the subject. Most credentials must be renewed every three years.
Standards
PMI standards are targeted at projects programs people organizations and the occupation. Currently some of the printed standards are
A Guide to the Project Management Body of Knowledge PMBOK Guide Fourth Edition 2008. Recognised by the American National Standards Institute ANSI as an American National Standard ANSI PMI 99 001 2008.
The Standard for Program Management Second Edition 2008. Recognised by the American National Standards Institute ANSI as an American National Standard ANSI PMI 08 002 2008.
The Standard for Portfolio Management Second Edition 2008. Recognised by the American National Standards Institute ANSI as an American National Standard ANSI PMI 08 003 2008.
Organizational Project Management Maturity Model OPM3 Second Edition 2008. Recognised by the American National Standards Institute ANSI as an American National Standard ANSI PMI 08 004 2008.
Construction Extension to the PMBOK Guide Second Edition 2007
Government Extension to the PMBOK Guide Third Edition
Practice Standard for Earned Value Management 2005
Practice Standard for Project Configuration Management 2007
Practice Standard for Work Breakdown Structures Second Edition 2006
Practice Standard for Project Risk Management 2009
Practice Standard for Scheduling 2007
Project Manager Competency Development Framework Second Edition 2007
According to PMI standards are built by volunteers in an open agreement based process including an vulnerability to the elements air current process that allows the not private to see the norm air current and make change suggestions.
References
^ Mark Langley President and Chief Executive Officer. at pmi. org. Accessed February 7 2011.
^ PMI Board of Directors Meeting Minutes Summary. Seattle. 19 20 October 2006.
^ Wickwire Jon M. et al. 2002. Construction Scheduling Preparation Liability and Claims. p. 289.
^ Nokes Sebastian Kelly Sean 2007. The Definitive Guide to Project Management The Fast Track to Getting. p. 331.
^ Van Bon Jan 2006. Frameworks for IT Management. Van Haren Publishing. p. 206. ISBN 90 77212 90 6.
A Guide to the Project Management Body of Knowledge
PMBOK Guide
Genre s Business
Publisher Project Management Institute
Publication day of the month 2008
ISBN 978 1 933890 51 7
A Guide to the Project Management Body of Knowledge PMBOK Guide is a volume which presents a set of norm terminology and guidelines for project management. The Fourth Edition 2008 was recognized by the American National Standards Institute ANSI as an American National Standard ANSI PMI 99 001 2008 and by the Institute of Electrical and Electronics Engineers IEEE 1490 2011. 1
Contents conceal
1 History
2 Contents
3 See also
4 References
5 External links
History
A Guide to the Project Management Body of Knowledge PMBOK Guide was first printed by the Project Management Institute PMI as a white material for writing or printing on in 1983 in an attempt to record and standardize generally accepted project management intelligence and practices. The first issue was printed in 1996 followed by the second issue in 2000. 2
In 2004 the PMBOK Guide Third Edition was printed with enormous changes from the previous editions. The up to date English linguistic communication PMBOK Guide Fourth Edition was released on December 31 2008.
Work on the Fifth Edition is in growth. On February 17 2012 an Exposure Draft of the PMBOK Guide Fifth Edition was made obtainable for inspection and remark 3. The final examination version is expected to be printed in 2012 2013.
Contents
The PMBOK Guide is process based signification it describes work as being accomplished by processes. This access is consistent with another management standards such as ISO 9000 and the Software Engineering Institute’s CMMI. Processes overlap and interact throughout a project or its various phases. Processes are described in conditions of
Inputs documents plans designs etcetera.
Tools and Techniques mechanisms concerned with concrete problems or data to inputs
Outputs documents products etcetera.
The Guide recognizes 42 processes that drop into five fundamental process groups and nine information areas soon to be 11 that are typical of almost all projects.
The five process groups are
Initiating
Planning
Executing
Monitoring and Controlling
Closing
The nine information areas are
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
Each of the nine information areas holds the processes that need to be accomplished in its school in order to gain with effort an result driven project management software. Each of these processes also falls into one of the five fundamental process groups making a rectangular array structure such that every process can be connected to one information field and one process group.
The PMBOK Guide is meant to verbal act of offering a general guidebook to control most projects most of the time. There are at the moment two extensions to the PMBOK Guide the Construction Extension to the PMBOK Guide applies to construction projects while the Government Extension to the PMBOK Guide applies to regime projects.
References
^ IEEE 2011 IEEE Guide Adoption of the Project Management Institute PMI R Standard A Guide to the Project Management Body of Knowledge PMBOK R Guide Fourth Edition
^ A Guide to the Project Management Body of Knowledge right of publication one side of one leaf issue 2 ISBN 1 880410 12 5 gratis. pdf issue and issue 3 2004 ISBN 978 1 930699 45 8 and issue 4 2008 ISBN 1 933890 51 7
^ 1 Current PMI Standards Projects
Scope project management
In project management the name scope has two easy to perceive uses Project Scope and Product Scope.
Scope involves getting intelligence needed to begin a project and the features the ware would have that would assemble its stakeholders requirements.
Project Scope The work that needs to be accomplished to hand over a ware service or outcome with the specified features and functions. 1
Product Scope The features and functions that characterize a ware service or outcome. 2
Notice that Project Scope is more work oriented the hows while Product Scope is more oriented toward working requirements. the whats.
If requirements are not completely defined and described and if there is no result driven change discipline in personal activities in a project scope or requisite crawl may ensue.
Scope crawl management is significant for result driven project management. Projects are expected to assemble nonindulgent deadlines with resource restraints and an unvetted and unapproved change in the scope can bear upon the success of the project. Scope crawl sometimes causes cost overrun.
Scope crawl is a name which refers to the incremental enlargement of the scope of a project which may comprise and present more requirements that may not have been a portion of the first planning of the project while nevertheless failing to adapt schedule and sum of money allocated. There are two easy to perceive ways to independent scope crawl management. The first is organization scope crawl and the second is called features also engineering scope crawl. The type of scope crawl management is always dependent upon on the people who make the changes.
Business scope crawl management occurs when decisions that are made with quotation to a project are designed to work out or assemble the requirements and needs of the organization. Business scope crawl changes may be a outcome of characterized by poverty requirements determination early in growth or the failing to comprise the users of the project until the later distinct time period in a sequence of events of the systems growth life circle.
Scope management design is one of the enormous Scope information exchange documents. The Project Scope Management Plan documents how the project scope shall be defined managed controlled verified and communicated to the project squad and stakeholders clients. It also comprises of all work needed to having every necessary part the project. The documents are being used to discipline in personal activities what is in and out of the scope of the project by the use of a Change Management system. Items deemed out of scope move directly via the change discipline in personal activities process and are not automatic added to the project work items. The Project Scope Management design is included in as one of the sections in the all encompassing Project Management design. It can be very detailed and traditional or loosely framed and informal depending on the information exchange needs of the project.
Features Technology scope crawl occurs when the scope crawl is introduced by technologists adding features not originally contemplated. Customer pleasing scope crawl occurs when the feeling to kindly the client via additional ware features adds more work to the nowadays project rather than to a fresh project marriage proposal. Gold plating scope crawl occurs when technologists augment the first requirements because of a bias toward technical perfectionism or because the first requirements were insufficiently well defined or detailed.
Project risk management
Project risk management is an significant facet of project management. Risk management is one of the nine information areas defined in PMBOK. Project risk can be defined as an unforeseen event or trait of being active that can effect the project’s gain outcome or outcome in a confirming or disconfirming manner. A risk can be assessed using two factors effect and probability.
If the probability is 1 it is an important question. This means that risk is already materialized. If the probability is naught this means that risk shall not occur and should be removed from the risk cash register.
Risk Management is the recognition appraisal and prioritization of risks followed by coordinated and economical application of means to downplay check and discipline in personal activities the probability and or effect of not favored by fortune events or to maximize the realization of opportunities.
The Organizational Project Management Maturity Model or OPM3
History
The Organizational Project Management Maturity Model or OPM3 is a globally recognized best practice norm for assessing and developing capabilities in Portfolio Management Program Management and Project Management. It was printed by the Project Management Institute PMI. OPM3 supplies a way of doing something for organizations to comprehend their Organizational Project Management processes and gauge their capabilities in preparedness for amelioration. OPM3 then helps organizations invent the roadmap that the organization shall come after to ameliorate performance. The Second Edition 2008 was recognized by the American National Standards Institute ANSI as an American National Standard ANSI PMI 08 004 2008
In 1998 the Project Management Institute Inc. PMI chartered the OPM3 Program to invent an Organizational Project Management Maturity Model to be a worldwide norm for Organizational Project Management OPM. During growth a squad of volunteers analyzed twenty seven existing models and deployed surveys repeatedly to 30,000 practitioners. 1 The notion of maturity pattern had been popularized via the Capability Maturity Model or CMM for software growth that was created by the Software Engineering Institute SEI of Carnegie Mellon University between 1986 and 1993. The unpaid worker OPM3 pattern inspection squad reviewed CMM and another models to comprehend the scope of each pattern capabilities of each pattern methodology for conducting assessments against each pattern each model’s structure and each model’s implementation procedures. The test concluded that existing models not right many significant questions about Organizational Project Management OPM maturity unanswered and that the squad should proceed with the growth of an first pattern via the sponsorship of PMI Inc. 2
The project squad being used a brainstorming proficiency to enable the recognition of elements of Organizational Project Management OPM in such a manner that no sole individual could be in control the process. Participants were invited to advise elements that constituted maturity in OPM. Such elements were refined as testable capability statements consolidated and eventually organized into groups called OPM3 best practices. Each OPM3 best practice assertion denotes a group of OPM3 capability statements. OPM3 capabilities are the testable statements of the OPM3 norm not the OPM3 best practices and this distinction has led to the growth of dissimilar kinds of products described below under Controversy. To make sure alignment to PMI’s A Guide to the Project Management Body of Knowledge norm processes from this PMI norm were incorporated in the first issue of OPM3 view Contents below printed in December 2003.
Upon release of OPM3 the client group of people expressed fixed charge for borrowing money in the growth of supporting products and services for businesses that were adopting the pattern. PMI Inc. responded by developing OPM3 Online a web based database that allows users to search OPM3 best practices conduct rudimentary assessments against the pattern and attend wait assist as a quotation when implementing improvements. Shortly thereafter PMI Inc. also created the OPM3 ProductSuite a set of certifications and software tools that enable service providers with more powerful diagnostic and amelioration tools. 3
Following the typical PMI Inc. norm growth lifecycle the OPM3 Second Edition squad was formed in 2005 to update the norm based on practice in the field and further aligning with another PMI Inc. standards. The squad worked with PMI Inc. to publish the second issue of the norm in December 2008. OPM3 Second Edition aligns with the 4th Edition of A Guide to the Project Management Body of Knowledge the second issue of the Standard for Program Management and the second issue of the Standard for Portfolio Management.
Contents
OPM3 covers the domains of Organizational Project Management the characterized by order and planning management of projects programs and portfolios in alignment with the accomplishment of strategical goals. Organizational Project Management The three domains are Project Management Program Management and Portfolio Management. OPM3 uniquely integrates these domains into one maturity pattern.
OPM3 offers the prime to Organizational Project Management OPM with three interlocking elements
Knowledge Learn about hundreds of Organizational Project Management OPM best practices.
Assessment Evaluate an organization’s nowadays capabilities and name areas in need of amelioration.
Improvement Use the completed appraisal to representation of the earth’s surface out the steps needed to gain with effort performance amelioration goals.
As with another PMI Inc. standards OPM3 s intent is not to be prescriptive by telling the client what improvements to make or how to make them. Rather OPM3 supplies guidelines regarding the kinds of things an organization may do in order to gain with effort excellence in Organizational Project Management. Consultants who are certified by PMI Inc. in OPM3 ProductSuite are trained to support organizations to name and select among amelioration options based on strategical priorities benefits costs technical prerequisites and another factors. 4
Benefits
OPM3 is designed to supply a wide gamma of benefits to organizations older or higher in rank management and those engaged in project management actions. Some of the benefits derived from using OPM3 are as follows
Strengthens the fasten together between strategical planning and execution so project outcomes are predictable dependable consistent and correlate with organizational success.
Identifies the best practices which support the implementation of organizational strategy via successful projects.
Identifies the particular capabilities which make up the Best Practices and the dependencies among those Capabilities and Best Practices.
Controversy
OPM3 must be implemented in a lifecycle of 1 appraisal 2 amelioration and 3 reassessment. These three steps are necessary in order to orchestrate actual improvements and march in protest successful change. If this is not achieved then implementation of OPM3 shall miscarry and as failures accumulate in the marketplace the OPM3 make is degraded. Most of the client group of people agrees that OPM3 Online is inferior to OPM3 ProductSuite because it focuses only on pace one of the three stages and more importantly does not enable steps two and three to occur because it requires pace one to be performed generically and without particular guidance regarding the nowadays state of matter capabilities of an organization. By opposition or dissimilarity OPM3 ProductSuite enables all three stages to occur via the use of PMI certified OPM3 Consultants.
PMI continues to advance OPM3 Online because it is a revenue stream directly to PMI with a cost tip lower than OPM3 ProductSuite enabling PMI to undercut or cannibalize OPM3 ProductSuite. It appears to be a strategy on PMI’s portion to focus on acquiring fresh users of OPM3 Online instead of enabling organizations implementing the OPM3 Standard to augment their capability and maturity with OPM3 ProductSuite.
Criticism of OPM3 Online has been growing steadily since its release among users who written evaluation that it is a superficial resume that it does not pick up the intelligence necessary for an organization to implement OPM3 that it produces erroneous results and that in the lengthy be operating or functioning these facts shall destroy OPM3. 5 6 Specifically they tell that OPM3 Online does not think contemplate the OPM3 Standard because it does not well spoken appraisal questions in conditions of the testable OPM3 capability statements that comprise the most of the OPM3 Standard and in order to augment maturity the capability statements must be assessed. Remarkably OPM3 Online excludes 72 of the OPM3 Standard therefore the title OPM3 Online which implies an online version of the OPM3 Standard is literally a misnomer.
Users of OPM3 Online cannot influence the actual capabilities of an organization and corresponding amelioration options per the OPM3 norm. 7 Therefore the appraisal outcome or account from OPM3 Online is not actionable. By opposition or dissimilarity more organizations are recognizing that OPM3 ProductSuite is a more robust and dependable maturity appraisal tool that functions at the testable OPM3 capability assertion level enabling the recognition of particular amelioration options that exchange messages to the OPM3 norm. 8 Only consultants who are certified by PMI Inc. and who remunerate certify and maintenance fees to PMI Inc. may use OPM3 ProductSuite.
In 2010 PMI withdrew OPM3 Online from PMI Market Place and began to give hand out licenses to the general not private via registered certified OPM3 Professionals transferring risk legal obligation and responsibility of failed OPM3 implementations to the OPM3 Professionals.
External links
OPM3 ProductSuite Assessment of Harris Corporation by OPM Experts LLC 9 case research by Mark Scott in PM World Today May 2009 30 schedule acceleration on projects at Harris Corporation 10
OPM3 ProductSuite Assessment of Saudi Arabian Ministry of Interior by OPM Experts LLC 11 case research by Abdullah Tamimi in allPM April 2009 attitudes and behavior transformation at Saudi National Information Center 12
Presentation on OPM3 Maturity Frameworks for Enterprise Agility in the 21st Century by John Schlichter at the PMI Global Congress North America 2010
Presentation about OPM3 by Gerhard Tekes at the Rio de Janeiro Project Management Congress 2011
Every Organization Can Implement OPM3 Playbook for Project Management Process Improvement PMO Governance Second Edition by J. Alan Northrup http www. amazon. com Organization Implement Management Improvement Governance dp 0615362834 ref = sr_1_1 ie = UTF8 qid = 1332789252 sr = 8 1
References
Organizational Project Management Maturity Model 2nd Edition © 2008 Project Management Institute
Certified Associate in Project Management
Certified Associate in Project Management CAPM is a credential offered by the Project Management Institute PMI. As of July 2009 there were 8,976 vigorous CAPM certified individuals worldwide. 1 PMI’s Certified Associate in Project Management CAPM is an entryway level certification for project practitioners. Designed for those with less project practice the CAPM is intended to march in protest candidates know-how of the fundamental information terminology and processes of result driven project management. 2
Exam syllabus
The CAPM examination is based on the A Guide to the Project Management Body of Knowledge aka the PMBOK Guide. 3
The Certified Associate in Project Management CAPM Credential Handbook 4 notes the distribution of questions from the PMBOK
Chapter 1 preface 4
Chapter 2 Project Life Cycle and Organization 4
Chapter 3 Project Management Processes for a Project 11
Chapter 4 Project Integration Management 11
Chapter 5 Project Scope Management 11
Chapter 6 Project Time Management 11
Chapter 7 Project Cost Management 9
Chapter 8 Project Quality Management 7
Chapter 9 Project Human Resource Management 7
Chapter 10 Project Communications Management 7
Chapter 11 Project Risk Management 11
Chapter 12 Project Procurement Management 7
The examination consists of 150 several alternative questions with four answers per alternative. The examination must be completed in three hours.
References
^ CAPM Growth Surge. All Business. Retrieved October 10 2010.
^ PMI CAPM Certification. Project Management Institute. Retrieved October 10 2010.
^ PMP Credential Handbook PDF. Project Management Institute. Retrieved September 18 2009.
^ Certified Associated in Project Management CAPM Credential Handbook PDF. Project Management Institute. Retrieved October 10 2010.
What Is PMP Certification
PMP Certification is the wanted outcome of the process of making a Project Management Professional PMP ®. The PMI ® introduced the PMP ® credential as a manner to advance standards and excellence in this varying industry. The PMP ® certification has grown to turn into the most recognized project management credential in the earth.
