The exam fee at the time of this publication is $405 for PMI members and $555 for non-PMI members. Testing is conducted at Prometric centers. You can find a center near you at the PMI website. You have six months from the time PMI receives and approves your completed application to take the exam. You’ll need to bring a form of identification such as a driver’s license with you to the Prometric center on the test day. You will not be allowed to take anything with you into the testing center. You will be given a calculator, pencils, and scrap paper by the center. You will turn in all scrap paper, including the notes and squiggles you’ve jotted during the test, to the center upon completion of the exam. The exam is scored immediately, so you will know if you’ve passed at the conclusion of the test. You’re given four hours to complete the exam, which consists of 200 randomly generated questions that cover the following process groups and areas: Initiation, Planning, Executing, Controlling, Closing, and Professional Responsibility. All unanswered questions are scored as wrong answers, so it benefits you to guess at an answer if you are stumped on a question. After you’ve received your certification, you’ll be required to earn 60 professional development units (PDUs) every three years to maintain certification. Approximately one hour of structured learning translates to one PDU. The PMI website details what activities constitute a PDU, how many PDUs each activity earns, and how to register your PDUs with PMI to maintain your certification. As an example, attendance at a local chapter meeting earns one PDU.
Archive for the ‘Project Management’ Category
Constraints are any restriction on the project. Constraints may be the availability of project resources, government requirements, budgetary limits, and so on. All projects have at least three constraints (as shown in the following illustration): scope, budget, and schedule. This is also known as the ‘triple constraint’ of project management. A constraint is any force that may affect when, and if, a project activity can be completed.
Consider a project with a deadline-that’s a time constraint. Consider a project with a preset budget (I know, that one is tough to imagine)-that’s a budget constraint, and it affects staffing, quality, scope, schedule, and more. And what about a scope constraint? That’s a project that has demands for the given requirements regardless of the time or cost to reach the demands. Consider a project to enforce a government regulation within a manufacturing industry.
The project plan is not a museum piece. You’ll use, wrinkle, update, and depend on your project plan like a playbook for a Super Bowl coach. The project plan is developed with the project team, stakeholders, and management. It is the guide to how the project should flow and how the project will be managed, and it reflects the values, priorities, and conditions influencing the project. Project plan development requires an iterative process of progressive elaboration.
The project manager will revise and update the plan as research and planning reveal more information and as the project develops. For example, an initial project plan may describe a broad overview of what the project entails, what the desired future state should be, and the general methods used to achieve the goals of the plan. Then, after research, careful planning, and discovery, the project plan will develop into a concise document that details the work involved in and expectations of the project; how the project will be controlled, measured, and managed; and how the project should move. In addition, the project plan will contain all of the supporting detail, specify the project organization, and allow for growth in the plan. The project plan is more than a playbook to determine what work needs to be accomplished. The project plan is a fluid document that will control several elements: Provide structure The project plan is developed to provide a structure to get the project to completion.
Project Scope Facts Projects are temporary endeavors to create a unique product. Projects are selected by one of two methods: Benefit measurement methods These include scoring models, cost-benefit ratios, and economic models. Constrained optimization These include mathematical models based on linear, integer, and dynamic programming. (This probably won’t be on the PMP exam as a viable answer.) The project scope defines all of the required work, and only the required work, to complete the project. Scope management is the process of ensuring that the project work is within scope and protecting the project from scope creep. The scope statement is the baseline for all future project decisions, as it justifies the business need of the project. There are two types of scope: Product scope Defines the attributes of the product or service the project is creating Project scope Defines the required work of the project to create the product Scope verification is the process completed at the end of each phase and of each project to confirm that the project has met the requirements. It leads to formal acceptance of the project deliverable.
Quality Management Facts The cost of quality is the money spent investing in training; in meeting requirements for safety and other laws and regulations; and in taking steps to ensure quality acceptance. The cost of nonconformance is the cost associated with rework, downtime, lost sales, and waste of materials. Some common quality management charts and methods include the following: Ishikawa diagrams (are also called fishbone diagrams) are used to find cause-and-effects that contribute to a problem. Flow charts show the relationship between components and the flow of a process through a system. Pareto diagrams identify project problems and their frequencies. These are based on the 80/20 Rule: 80 percent of project problems stem from 20 percent of the work. Control charts plot out the result of samplings to determine if projects are ‘in control’ or ‘out of control.’
Will all projects have the same phases? Of course not! A project to create and manufacture a new pharmaceutical will not have the same phases as a project to build a skyscraper. Both projects, however, can map to the five project management processes. These processes are typical of projects, and are iterative in nature-that is, you don’t finish a process never to return. Let’s take a look at each process and its attributes. Initiating This process launches the project, or phase.
The needs of the organization are identified and alternative solutions are researched. The power to launch the project or phase is given through a project charter, and when initiating the project, the wonderful project manager is selected. Planning Can you guess what this process is all about? The planning process requires the project manager and the project team to develop the various core and subsidiary management plans necessary for project completion. This process is one of the most important pieces of project management. Executing This process allows the project team and vendors to move toward completing the work outlined in the Planning process.
In today’s competitive, tight-margin business world, organizations have to move and respond quickly to opportunity. Many companies have moved from a functional environment-that is, organization by function-to an organization, or management, by projects. A company that organizes itself by job activity, such as sales, accounting, information technology, and other departmental entities is a functional environment. A company that manages itself by projects may be called a projectized company. An organization that uses projects to move the company forward is using the Management by Projects approach. These project-centric entities could manage any level of their work as a project. These organizations, however, apply general business skills to each project to determine their value, efficiency, and, ultimately, their return on investment. As you can imagine, some projects are more valuable, more efficient, or more profitable than others. There are many examples of organizations that use this approach. Continue reading ‘Pmp Certification Exam’ »
There are several methods you can use to predict project expenses, depending on the project type. For example, if you’ve done a similar project, you could rely on your historical information to predict the costs of the current project. Another method you can use is a mathematical formula called parametric modeling. This formula works well with price per unit, like cost per square foot, cost per metric, and so on. In many instances, the proposed project may have widely different costs, and aspects that have never been completed before. In these instances, the project manager will rely on traditional bottom-up estimations. Bottom-up estimations start at zero, with each expense accounted for until a grand total is reached. In your cost estimate, you will also need to calculate the cost of travel, hardware, and software needed to complete the project. Don’t forget to factor in marketing material, training, petty cash, and monies for team rewards like tickets to ball games, movies, and other intermittent incentives. Once the project moves into implementation, you’ll be accountable for the approved budget and will have to keep track of procurements, fees, invoices, and the employees’ time.
Top 3 tips to choose a good New York Moving Company
Finding a reliable New York moving company often involves a bit of home work and lots of research. Among the easiest means of getting a good New York moving company for your job is asking your friends or neighbors. Here are some great tips to help you find the right moving company in New York.
1. Research the Internet
The Internet is a great place for you to look for competent services. Look for the history of their services, destinations they offer, and an estimation of the cost involved. Check contact information, particularly an e-mail address to raise questions and obtain written answers.
2. Public Information web sites
Supreme Regime is the new millenium of Hip Hop, words can’t describe the music
or the style. However, the hip hop world has been longing for a new and innovative rap group to hit the industry and Supreme Regime has done it by storm.
Suprem Regime is the Indy label of mixtapes,Hip-Hop, and R&B Mixtapes.
Juigstrumental is the super producer hailng out the streets of Hollis Queens, New York and the hip hop world has been longing for a new and innovative rap movement to hit the streets and Supreme Regime Entertainment is in association with Jig4Life.
Our street team agenda:
We have gift bag sweepstakes once you join our mailing list with CD’s, Shirts, and various promotional items.
Our albums are the hoodz finest wih a waveof new artists signing “In Us We Trust”.
Now who is the face of the company and how do we get the streets to rep them.
Ali Lyles is the mayor of the city of our street team.
Jigstreumental “The beat King” is the super/producer music mogul who’s looking to network with many talented artists.