About 868 results found.
  • The journey to project management excellence continues beyond earning a Project Management Professional (PMP®) credential and includes practicing project leadership. However, even highly skilled PMP credential holders find success limited until they can sift through the bewildering amount of leadership information and identify actions essential for them at this point in their careers. However, even highly skilled PMP credential holders find success limited until they can sift through the bewildering amount of leadership information and identify actions essential for them at this point in their careers. This paper describes how PMP credential holders can take specific leadership actions that will contribute to project success. It defines project leadership, draws from the large body of PMI-sponsored and related project leadership research, describes the leadership role in high performance teams, gives emphasis to sources of power for project leaders, and provides methods for project leaders to amplify their power.
  • Over the past decade, the project management professional (PMP) credential has become one of the most globally respected and coveted marks of professional distinction. This article discusses the factors driving the PMP credential's rise to prominence, as well as the reasons why companies around the world are encouraging--and even requiring--their employees to obtain PMP certification. This article discusses the factors driving the PMP credential's rise to prominence, as well as the reasons why companies around the world are encouraging--and even requiring--their employees to obtain PMP certification. The article also explains why the PMP credential improves the project manager's market value and outlines PMI's efforts to help project manager's in countries such as India and China--in countries that are growing economically--obtain PMP certification.
  • In early 2000, the National Energy Technology Laboratory (NETL), a multipurpose laboratory, owned and operated by the United States Department of Energy had no project managers with the Project Management Professional (PMP®) credential, no one actively pursuing the PMP credential, and a workforce largely uninterested in -- and confused about -- certification of project managers. In early 2000, the National Energy Technology Laboratory (NETL), a multipurpose laboratory, owned and operated by the United States Department of Energy had no project managers with the Project Management Professional (PMP®) credential, no one actively pursuing the PMP credential, and a workforce largely uninterested in -- and confused about -- certification of project managers. Today, almost 30 percent of the NETL project managers have earned the PMP credential, and many project managers are training for the certification test. NETL is on track to reach the goal to have 90 percent of its project managers certified by the end of Fiscal Year 2006.
  • In doing so, it overviews the purpose of practicing project management and the significance of obtaining a PMP credential, discussing--as well--why more project professionals are pursuing the PMP credential. It also identifies the pitfalls of the PMP's rapid growth and the way in which the PMP credential is impacting global projects and the global marketplace. This paper examines possible PMP performance problems that may exist locally, regionally, and globally. In doing so, it overviews the purpose of practicing project management and the significance of obtaining a PMP credential, discussing--as well--why more project professionals are pursuing the PMP credential.
  • This paper examines the findings of a survey--involving 225 PgMPs--that identifies the benefits of achieving a PgMP and the value that this credential has generated for its holders. In doing so, it lists 10 benefits of obtaining a PMI credential and two field-related reasons that may prevent project professionals from pursuing this credential; it overviews the authors' survey methodology, identifying such details as response rate and participant demographics (age, industry, and role) as well as such findings as participant compensation rates and factors that motivated the participants to pursue the credential. PMI's Program Management Professional (PgMP) credential can help prepare project professionals for the demands of managing contemporary programs of projects. This paper examines the findings of a survey--involving 225 PgMPs--that identifies the benefits of achieving a PgMP and the value that this credential has generated for its holders.
  • It also describes the skills involved in--and the value derived from--acquiring this credential. It then defines the knowledge areas comprising the PMP test and the advantages of becoming a PMP.In 1984, PMI launched its PMP certification program to help establish professional standards for managing projects. Over the past decade, this certification has evolved into a highly sought after credential that officially recognizes seasoned and knowledgeable project professionals.
  • Teresa Knudson, PMP, PgMP, discusses the advantages of obtaining the Portfolio Management Professional (PfMP)® certification, PMI's latest credential.
  • PMIs Project Management Body of Knowledge (PMBOK’ Guide) is the bible of the project management field. PMIs Project Management Professional (PMP’) credential is the field standard for determining professionalism and competency in the practice of project management. But there was a time was the field lacked a common body of knowledge and a credentialing process, a time when project managers struggled to understand and differentiate project management as a distinct profession. This article discusses the founding of PMIs PMBOK’ Guide and PMPcredential, from its initial introduction during the PMI 1976 Montreal (Canada) Symposium to the publication of the August 1986 issue of Project Management Journal’.
  • It describes the company's current plan to help ten percent of its staff obtain the Project Management Professional (PMP) credential.
  • Project managers with aspirations of climbing the corporate ladder are increasingly returning to college so as to obtain advanced degrees--usually MBAs--so that they can acquire the necessary qualifications to accompany their PMP credential. This article discusses how obtaining an MBA can help project managers further their career, and with this, help project management obtain a place in the corporate boardroom.
 
Member Only Content = Content that is only accessible by PMI Members

Application vn/a