PMP® Project Management Professional Practice Tests

2020 ◽  
Author(s):  
Kim Heldman ◽  
Vanina Mangano
Keyword(s):  
Project Management ◽  
Professional Practice ◽  
Practice Tests ◽  
Project Management Professional

Project Management Web Portals and Accreditation

2011 ◽  
pp. 848-854
Author(s):  
Vicky Triantafillidis
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Professional Certification ◽  
Management Skills ◽  
Web Portal ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Core Practice ◽  
Industry Sectors ◽  
Project Management Professional

Project management skills and professional certification are quickly developing into required core practice (Hammond et al., 2006). Peter Shears, CEO of the Australian Institute of Project Management (AIPM), stated at a April, 2006, conference, that there was increased demand for skilled project managers within all organizations across all industry sectors (Hammond et al., 2006). AIPM is an Australian Project Management Web portal offering certifications of AIPM’s Registered Project Management (RegPM). As a supporter of the project management profession, the Project Management Institute (PMI) also plays an enormous role. The PMI Web portal encourages a standard with the Project Management Body of Knowledge (PMBOK) Guide describing what should be done to manage a project. PMI’s Project Management Professional (PMP®) credential program is also available from the PMI Web portal recognizing and approving skills (Project Management Institute, Inc., 2006).

scholarly journals Sistema tutorial de aprendizaje y nivelación para aspirantes a PMP

2016 ◽  
Vol 3 (1) ◽  
pp. 7
Author(s):  
Víctor Daniel Gil Vera
Keyword(s):  
Project Management ◽  
Project Management Institute ◽  
E Learning ◽  
Project Management Professional

La certificación Project Management Professional (PMP) permite a una persona desempeñar su labor y ser reconocida como directora profesional de proyectos; sirve para demostrar a empleadores, clientes y profesionales en un área, que se tiene el conocimiento, la experiencia y las habilidades necesarias para dirigir proyectos y lograr resultados satisfactorios. Este artículo tiene como objetivo desarrollar un sistema tutorial de aprendizaje para dispositivos móviles que sirva como herramienta de preparación a todos los aspirantes a la certificación PMP otorgada por el Project Management Institute (PMI).Gracias a las tecnologías de la información y la comunicación (TIC), en la actualidad existen numerosas herramientas y estrategias de enseñanza que involucran el uso de recursos electrónicos y digitales (M-learning, B-learning, E-learning, etc.) para dinamizar y hacer más efectivos los procesos de enseñanza–aprendizaje. Con el desarrollo de este trabajo se concluye que los sistemas tutoriados (ST) facilitan el proceso de aprendizaje y permiten transformar el modelo educativo tradicional en un modelo versátil, flexible y didáctico. 

Organizational Project Management Models

2011 ◽  
pp. 2941-2947 ◽  
Author(s):  
Marly Monteiro de Carvalho ◽  
Fernando José Barbin Laurindo ◽  
Marcelo Schneck de Paula Pessôa
Keyword(s):  
Project Management ◽  
Historical Perspective ◽  
Management Models ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Requirement Definition ◽  
Management Area ◽  
The Status ◽  
Manager Support ◽  
Project Management Professional

Project management plays an important role in the competitive scenario, and achieved in the 1990s the status of methodology (Carvalho & Rabechini, Jr., 2005). Nowadays, there are more than 100,000 practitioners that earned the Project Management Professional (PMP®) certification from the Project Management Institute (PMI). This indicator highlights the increasing interest in project management area, especially in the IT companies, which are one of the top five industries in PMI’s membership numbers (PMI, 2005). The widely spread framework proposed by PMI called Project Management Body of Knowledge (PMBoK), now in the third edition (PMBoK, 1996, 2000, 2004), has been adopted by several kinds of project-driven organization (PMI, 2004). PMBoK clusters the main project management best practices in nine key areas. Nevertheless, a research carried out by Standish Group (2003) showed high failure level in IT project in North America. The research involved about 13.522 projects, of which only 34% can be considered a success. The main causes for IT projects failure were related to user’s commitment, manager support and requirement definition. It is important to emphasize that, regarding the project success measure in historical perspective, the success rate improved if compared to the first similar research carried out in 1999, which was just 16%. Based on this scenario, this chapter presents the main organizational project management models in order to help companies to upgrade project performance.

scholarly journals تحليل مخاطر المشروعات على وفق نظام إدارة المشاريع الاحترافية دراسة حالة في شركة المنصور العامة للمقاولات الإنشائية

2017 ◽  
Vol 23 (96) ◽  
pp. 82
Author(s):  
نغم حسين نعمة ◽  
سلوى صالح علي
Keyword(s):  
Project Management ◽  
Project Management Professional

المستخلص يهدف البحث للتعرف على المخاطر التي تواجه المشروعات والعمل على إدارة تلك المخاطر باستخدام نظام إدارة المشاريع الاحترافية Project Management Professional))عن طريق تحديد تلك المخاطر وبيان آثارها في أهداف المشروع في حالة حدوثها وتقديم الاستجابات المناسبة لها. وتم تطبيق البحث على مشروع كلية القانون المنفذ من قبل شركة المنصور العامة للمقاولات الإنشائية وتم استعمال أسلوب المقابلة الشخصية مع رؤساء الأقسام ومديري المشروعات في شركة المنصور وأدوات التحليل الوصفي والكمي إذ تم استعمال (تحليل احتمالية وتأثير المخاطر, مخطط ايشكاوا السبب- الاثر, تحليل الاحتمالية والاثر, مصفوفة المخاطر (الاحتمالية والأثر), تحليل شجرة القرارات) وتم جمع المعلومات الخاصة بالجانب النظري من الكتب والبحوث والرسائل والاطاريح فضلاً عن المنشورات وباللغتين العربية والانكليزية وإصدارات PMBOK الصادرة من المعهد الأمريكي PMI, وتوصل البحث إلى ارتفاع حجم المخاطر في المشروعات (عينة البحث) التي تنفذها الشركة ويعود السبب في ذلك إلى عدم وجود جهة متخصصة لإدارة المخاطر او خطط لإدارة المخاطر نتيجة قلة الوعي من قبل الإدارة والعاملين بأهمية وتأثير المخاطر ودوره في نجاح المشروعات, كما خلص البحث إلى انه لو تم تطبيق إدارة المشروعات الاحترافية ومتطلباتها من حيث توفر الموارد البشرية المؤهلة والتقنيات المطلوبة لتطبيقها فيما يتعلق بإدارة المخاطر فانه سيعمل على تخفيض نسبة كبيرة من المخاطر وتوفير الاستجابة الملائمة للمخاطر المتبقية وبما يؤدي إلى انجاز المشروعات بالوقت والكلفة المحددين وبما يحقق أهداف الشركة.  

scholarly journals Why Take PMP Rather than Prince2 in Project Management in Saudi Arabia?

2020 ◽  
Vol 5 (3) ◽  
Author(s):  
Umar Altahtooh
Keyword(s):  
Saudi Arabia ◽  
Project Management ◽  
Joint Venture ◽  
Project Managers ◽  
Private Organizations ◽  
Project Management Institute ◽  
Controlled Environments ◽  
The Uk ◽  
Project Management Professional ◽  
Venture Company

Many government ministries and private organizations in Saudi Arabia are starting to require project management certifications for their managers. Both the Project Management Professional (PMP) and the Projects IN Controlled Environments (PRINCE2) certifications are an industry-recognized qualification for project managers. Today, the Project Management Institute (PMI) has more than 300 chapters in over 80 countries, while AXELOS is a joint venture company between the UK Cabinet Office and Capita Plc. This paper shows why the marketplace in Saudi Arabia is demanding PMP rather than PRINCE2. The aim of this study is to contribute to such literature by understanding the dominance of PMP in project management in Saudi Arabia.

Linking Communities of Practice and Project Teams in the Construction Industry

2011 ◽  
pp. 335-339
Author(s):  
Gillian Ragsdell ◽  
Kaye Remington
Keyword(s):  
Project Management ◽  
Communities Of Practice ◽  
Construction Industry ◽  
Construction Projects ◽  
Professional Community ◽  
Project Teams ◽  
Project Management Professionals ◽  
Potential Synergy ◽  
Joint Enterprise ◽  
Project Management Professional

Continuing from Ragsdell’s (Article, The Contribution of Communities of Practice to Project Management) discussion highlighting potential synergy between project teams and CoPs, Remington and Ragsdell move into the practical arena. This article interrogates the usefulness of CoP in the construction industry and the challenges they pose for project management practice therein. Emphasis is on the role of CoPs in addressing the problem of project knowledge transfer within and between project teams. The concept of community of practice (CoP), defined initially by Lave and Wenger (1991) and later developed by Wenger (1998) and others (Barab & Duffy, 2000; Gherardi & Nicolini, 2002; Skyrme, 1999), has only recently received attention in the project management professional literature (Galarneau & Rose, 2002; Love, Huang, Edards, & Irani, 2005; Morris, 2002). This is perhaps a little surprising since, on initial analysis, the project environment would appear to comply with all three of Wenger’s three dimensions of a CoP (Wenger, 1998, pp. 72-85). There exists a level of mutual engagement in practice between parties who are involved in projects. A project is certainly a joint enterprise between a number of individuals who might come from a variety of organizations and backgrounds to achieve agreed goals. At the wider level, within the project management professional community, there is a shared interest in improving practice. At least among project management professionals, there is a shared repertoire of language, routines, stories, and cultural artifacts. However, the peculiar nature of the range of initiatives that are referred to under the generic name projects suggests a number of structural and organizational barriers to free exchange and development of knowledge within the CoP model described by Wenger and others. This article goes on to explore a number of characteristics, peculiar to construction projects, which might influence effective application of the CoP concept.

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