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PMP - Project Management Professional - PMP - Dump Information

Vendor : PMI
Exam Code : PMP
Exam Name : Project Management Professional - PMP
Questions and Answers : 920 Q & A
Updated On : January 22, 2018
PDF Download Mirror : [PMP Download Mirror]
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PMP Questions and Answers

PMI PMI-001 Project Management Professional (5th Edition) Download Full Version : http://killexams.com/pass4sure/exam-detail/PMI-001 Answer: C QUESTION: 903 The project governance approach should be described in the: A. change control plan B. project scope C. statement of work D. project management plan Answer: D QUESTION: 904 A primary function of a project management office is to support project managers in a variety of ways, including which of the following? A. Developing and managing project policies, procedures, templates, and other shared documentation B. Acting as the project sponsor by providing financial resources to the project C. Resolving issues and change management within a shared governance structure D. Aligning organizational/strategic direction that affects project and program goals Answer: A QUESTION: 905 Decomposition, rolling wave planning, and templates are all tools and techniques for which of the following? A. Define Activities B. Estimate Activity Durations C. Develop Schedule D. Sequence Activities Answer: A QUESTION: 906 272 The run chart created during the Perform Quality Control process on a project is used to show the: A. relationship between two variables B. data points plotted in the order in which they occur C. most common cause of problems in a process D. frequency of occurrence Answer: B QUESTION: 907 An output of the Manage Project Team process is: A. project management plan updates B. project staff assignments updates C. team performance assessments D. resource calendar updates Answer: A QUESTION: 908 Within project integration management, the statement of work (SOW) references which aspects of the project? A. Strategic plan, business need, and product scope description B. Contract, enterprise environmental factors, and organizational process assets C. Business plan, project management plan, and project schedule D. Product lifecycle, business objective, and management strategy Answer: A QUESTION: 909 The CPI is .92, and the EV is US$172,500. What is the actual cost of the project? A. US$158,700 B. US$172,500 C. US$187,500 273 D. US$245,600 Answer: C QUESTION: 910 A project can be defined as a: A. Temporary endeavor undertaken to create a unique product, service, or result B. Temporary endeavor that produces repetitive outputs C. Permanent endeavor undertaken to create a unique product, service, or result D. Permanent endeavor that produces repetitive outputs Answer: A QUESTION: 911 The Create WBS process is in which of the following Project Management Process Groups? A. Planning B. Monitoring and Controlling C. Executing D. Initiating Answer: A QUESTION: 912 The specific technique for identifying a probl em, discovering the causes that lead to it, and developing preventive actions is: A. Inspection B. Use of quality checklists C. Root cause analysis D. Use of matrix diagrams Answer: C 274 QUESTION: 913 At which stage of the project should certain factors such as the unavailability of human resources due to constraint be considered? A. Initiation B. Execution C. Planning D. Monitoring and Controlling Answer: C QUESTION: 914 Which of the following are examples of interactive communication? A. Intranet sites B. Voice mails C. Video conferences D. Press releases Answer: C QUESTION: 915 Which of the following are inputs into the Administer Procurements process? A. Payment systems, organizational process assets update, and claims administration B. Inspections and audits, contract change control system, and project management plan updates C. Procurement documents, performance reports, and approved change requests D. Project documents, seller proposals, and payment systems Answer: C QUESTION: 916 Which characteristic is unique to project work and does not apply to operational work? A. Performed by individuals 275 B. Limited by constraints C. Temporary D. Performed to achieve organizational objectives Answer: C QUESTION: 917 Which of the following is an input to the Plan Risk Responses process? A. Risk urgency assessment B. Organizational process assets C. Risk register D. Schedule management plan Answer: C QUESTION: 918 Project Management Process Groups are linked by: A. the outputs they produce B. discrete or one-time events C. the project management plan D. common tools and techniques Answer: A QUESTION: 919 Which of the following is a means of reaching a group decision in which everyone agrees on a single course of action? A. Dictatorship B. Majority C. Plurality D. Unanimity Answer: D 276 QUESTION: 920 A project manager’s authority is limited within which of the following organizational structures? A. Functional B. Projectized C. Weak Matrix D. Balanced Matrix Answer: C 277 'PS.PSFFYBNTWJTJUIUUQLJMMFYBNTDPN .LOO\RXUH[DPDW)LUVW$WWHPSW*XDUDQWHHG

PMI PMP 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
All
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

6 Ways Technology is Improving Project Management

The emergence of the cloud and mobile devices has allowed project managers to better incorporate technology into their daily lives. There are now thousands of choices available. Here are 6 ways technology is improving project management

1. Constant Connectivity

Mobile applications, social media, and the cloud are constantly improving the way that people connect with each other. They allow for the easy exchange of information and connect people in ways that before were not possible. People can access documents anywhere and in real-time with digital drop boxes and shared folders. Restricted groups can allow for communication quickly and efficiently. Projects can be managed in different places and at different times without the stress of security of firewall policies. These technical tools are improving both processes and the communication necessary to effectively manage and complete projects.

2. Seamless Workflows

With new project management software integration workflows are being optimized and made much more seamless. One example is AtTask, which is an online work management software that integrates Microsoft SharePoint and Outlook, Atlassian JIRA, and ProofHQ. Allowing these important tools to work together increases the opportunity for collaboration and makes life easier. It is very important for project managers to stay up to date on the software available as it continues to evolve. Companies expect project manager to be technologically focused and savvy. It is important that they are able to adapt and learn new skills quickly.

3. Cloud Security

Cloud security must be a priority and this can change the way that projects are managed, especially for IT project managers. When data is on the cloud, vulnerabilities are created. Data breaches can be costly and people want more control over their data. The physical protection of data rests on the shoulders of the company storing the data while the legal responsibility of protecting the data is with the company who owns the data. There needs to be more advances in securing data remotely.

4. More Tools for a Variety of Uses

Project management tools are necessary to increase collaboration and connectivity as we said before. However, these tools also need to be flexible for a variety of users. Project managers need to be careful when determining the correct tool to reach different stakeholders. People need to be able to interact in the way they are most comfortable. This could be technology like instant messaging, phone calls, web conferences, online forums, wikis, whiteboards, or document collaboration tools. You also want to use tools that have the support of your organization.

Another challenge for project managers in implementing varied technology is to ensure that they have stakeholder buy-in. They are depending on other people to use and manage the tools. There may be a hot technology that is currently trending, but that is meaningless if you cannot get people engaged with using it.

5. Uniting Virtual Teams

The internet has long been an ideal place to unite virtual teams from teams that operate across town to around the world. This type of technology will continue to be the future for most organizations. Many current teams that operate across countries even speak different languages and work in different cultural environments. Communication needs to remain precise and this means that project managers need to develop clear technology standards, policies, and procedures. Technology is excellent but is only as good as the people using it.

This infographic explains how clear communication contributes to successful project management:

6. The Internet of Things

The Internet of Things continues evolve and allow us to gather, monitor, and transmit data in a variety of innovative and interesting ways. This can impact everything from parking spaces to refrigerators or staplers. There is also a growing investment in these types of technologies. For example, 54% of top performing organizations say they plan to invest more in the Internet of Things. This is definitely a trend that project managers need to keep a close eye on.

Technology can improve our lives while making our jobs easier which is why it is so important to project managers. If a project manager does not pay attention to the emerging technologies they will be doing a disservice to their projects and organizations. By understanding the 6 ways technology is impacting project management they will be better equipped to understand these impacts and make positive implementations in the future.

How project management software could be the emperor's new clothes

When I work with companies on project management assessments, I often hear software systems getting blamed for failures, delays and problems. They're either too complex or badly aligned to process. Either that or I hear that some other new system would fix everything. Indeed, that's what the sellers of such solutions promise — a golden ticket to project management success, the silver bullet for all your problems.

Some actually deliver, but when they don’t, the software itself is often blamed. In my experience though, it is more the fact that it takes valuable project management time to update and maintain in order for it to provide useful information — time that "should be spent" project managing. Indeed, this the problem with reporting in general. The challenge for any software system is that they rely on bottom-up input of data — real-time reporting by those delivering the project management. This often leads to a duplication of data input and if the process is not well defined and understood a resentment around the need to do it in the first place.

So what is the purpose of a projectprogram or portfolio application?

It should above all else provide a single view of the truth and importantly a truth that is trusted by everyone across the organization. This can be achieved in many ways — paper, spreadsheets, verbally even — but there comes a point where the environment becomes so complex due to volume and project interdependencies that a system is often introduced to assist with the organizational governance and management tasks — contribution to strategic objectives, resource and demand management, budgetary control and much more. But they are organizational governance, they are organization wide, covering multiple projects, programs and initiatives. 

Much of the project management software you can buy is brilliant. It can make information gathering and input easier, and give you swish single view dashboard and fancy reporting. However, I often see all of this done just as well on spreadsheets or Microsoft project, in fact, one project manager I know is getting fabulous results using Google Sheets. She is leveraging regular spreadsheet features and the ability for multiple users to collaborate on spreadsheets in real time across a huge geographical area. It even has an instant messaging function so they can live chat. Her CIO is thrilled by the improved project efficiency and the cost saving versus the previous project management software — Google Sheets is free!

The secret to success here though isn't Google Sheets nor would it have been a swanky project management software package if that had been her choice.

No. The secret to success here is the fundamentals of project management, executed brilliantly and consistently. So by all means, explore your need for potential software solutions — but bear in mind that there may be cheaper (or free) alternatives available and also that until you have all the fundamentals in place. Without them, no system or software will deliver the desired results.

The fundamentals are the foundations on which you build and they include:

1. Governance

The benefits of good governance include better return on investment, better staff motivation (everyone knows what's expected) and most importantly you get to avoid many of the common reasons for failure.

The governance of IT projects and portfolios is crucial as it gives you the necessary controls and the working parameters that will deliver success plus it gives your stakeholders reassurance that that money in the budget is being well spent.

Without great governance your project management software system simply will not deliver its full potential — how can it? Any software system responds to how you operate it. If you haven't got great disciplines in other areas you won't have them with your system. As with most parts of the project management process, governance can be bought in from the "as a Service" market.

2. Process

Initiation, planning, execution, control, delivery, exit, assessment and evaluation.

From memory, these are the words on the wall of the Google Sheets-using project manager I mentioned earlier. It illustrates neatly how process connects together each project activity and, I believe, creates an oasis of calm to return to when inevitable project stresses arise.

To be fair, everyone working in IT project management knows the value of process — it's how well you stick to your process when your project throws you a curve ball that counts.

Your project management team should internally digest the project management processes and make them a part of their DNA. With proper process whatever system or software you opt for will have a decent fighting chance of playing a part in your success. Without process, it has little or no chance. It's as stark as that.

3. Communications

Bad communications are often a major contributing factor in the failure of an IT project. 

Recent examples I've seen include failure to communicate decisions made at approval gates, lack of communication with stakeholders who became disillusioned and almost pulled the plug on a project that was actually delivering and a simple lack of communication of who is expected to do what.

Used properly, your system can help here. Remember the "live chat" function of Google sheets? That one simple thing improved communication for one project manager. How could you improve yours?

Do you waste time hunting through your inbox, for example? By keeping all project communication in one place, "bad comms" can be dropped into the recycle bin for good.

4. Planning

Have you ever estimated the time it will take to complete an IT project and been woefully wrong with your guess? Have you ever run out of budget? Do you sometimes find allocation of resources a problem?

It's OK, it happens to everyone.

The truth is that there are project management software solutions that can help with this but, ironically, unless you are good at planning they will only deliver a small percentage of their potential value.

If planning is a recurring issue you should consider addressing the root of the problem. Get an independent project management assessment or consider buying in "Project Management as a Service."

5. Organizational capability

Last year I read of a project that had missed a deadline because the project manager had forgotten about it!

Sure, there are tools that can help with getting organized, but if you forget a deadline you really should question whether you're in the right job or not!

Project management software can help you get organized, but so too do other cheaper options.

Frankly, getting organized is a state of mind. It's the consistent execution of repeatable habits that create workable schedules, hit project milestones and deliver successful outcomes. Any software or system will only ever be as good as the operator! Remember, GIGO!

In conclusion, investing in some project management software could help but if the vendor is telling you it will turn you into a world-class project manager — buyer beware. Buying project management software will no more turn you into a project management legend than buying a treadmill will turn you into Usain Bolt. It's what you do on it, day in, day out, that gets results like that.

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Project management goal: Track progress

When you track the progress of your schedule, two things will help you the most:

With these two steps, you have the best chance of leading a successful project.

For more articles in this series of project management instructional guides, see The project management road map.

Project management tips before you start . . .

Whether you’re new to project management or a seasoned expert, you’re likely to go through three steps when you track progress.

  • Create a baseline for you project    After you’ve created your initial schedule, create a baseline for it. A baseline is a snapshot of your project before it begins. As the project progresses, you can compare its progress to the baseline.

  • Review the progress of your schedule regularly Get in the habit of reviewing the progress of your schedule at least weekly. If you wait until the middle of your project, you might be too late to solve schedule problems.

  • Take action sooner rather than later    Projects tend to spiral out of control quickly once problems show up. When your project begins to deviate from how you thought it would go, take action immediately.

  • Save a baseline

    When your boss asks how your project is doing, the last thing you want to say is “I don’t know.” Avoid this fate by setting a baseline as a snapshot of your original schedule. After you set a baseline, you can begin to check the progress of your schedule.

    Update the status of tasks quickly

    You can quickly update task status with only a single click on the ribbon.

    View the progress of your schedule on the Gantt chart

    Track a project by watching how Gantt bars change as work progresses.

    View project activities on a timeline

    Stakeholders sometimes want a big picture of project progress. The project timeline gives them a snapshot of key tasks and milestones. Just drop it into a PowerPoint slide, print it, or email it for an instant progress report

    View progress information with a visual report

    You can create graphical progress reports with bar charts, pie charts, and more. If the report doesn’t look right, you can customize it in seconds.

    View earned value status reports

    Earned value reports help you answer questions like, “Looking at the amount of work done so far in this project, how much money were we supposed to have spent?” Or "Will we finish on time?"

    View project status on a SharePoint site

    Your team members can view the project schedule and update their progress in SharePoint—without using Microsoft Project.

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  • Top 9 Vendors in the Online Project Management Software Market from 2016 to 2020: Technavio

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    Project Innovation

    The best way for a business to take market share is to innovate and create processes and products for their customers that their competitors just can’t offer. The best way to improve your project management ability is for your company to become innovative about how you manage projects.

    Wikipedia says “Innovation is defined simply as a new idea, device, or method. However, innovation is often also viewed as the application of better solutions that meet new requirements, unarticulated needs, or existing market needs.”

    Sometimes people don’t see project management as “innovative”, because it is usually a defined process that is very similar for each project. This mentality sees project management as a “cookie cutter” approach to handling each project the same way. This view of project management is often driven by an outdated view of project management as a rigid framework for strict control of a project, the management of assigned people, as well as all of the processes that are attached to project management.

    Better Planning

    Once you have decided what the desired outcome of the project should be, you have to plan how to take your limited resources and get the best possible product. Everyone will agree that planning is very important, and planning usually takes the most of the time of the assigned to your project.

    When planning your project and attempting to be more innovative, it is important that you establish flexible goals and timelines that allow your team time to develop their ideas and incorporate those new ideas into your final product. If you don’t give the team enough time to try new methods or research new ideas, your product will lack any effort to innovate.

    Flexible Implementation

    Mistakes can be seen as failure, or an opportunity to try something else. If your company is going to innovate your project team has to be encouraged to try new things, and learn that failure is acceptable. If you have rigid deadlines and no flexibility in our milestones, you are killing the thinking sprit of your team, which kills true innovation.

    Teach your team that failure will always be viewed as an opportunity to learn and grow. Your team should see their role as creative assets that find new solutions, not warm bodies assigned to do the same thing over and over like a factor worker.

    Make sure you communicate with the entire team to let them know what is expected from each member, including management. Your team should be encouraged to share ideas and collaborate to create something truly better than anyone before.

    Monitor Change

    When you unleash innovation inside your company, amazing things can begin to happen. Total freedom can also breed confusion and lack of structure. Your team must maintain some perspective and understanding of the desired project outcome. Make sure the team is allowed freedom to innovate, but stick to your timelines, milestones, and desired project deliverables. 

    Measure the teams success based on their ability to create results that benefit the project and the company. 

    Proper Feedback

    If your teams creates innovation and your project is a success, make sure management recognizes how your different approach to project management helped create the environment that made that innovation possible. You might not be successful the first time you strive for an innovative approach to project management, but you should look to improve our processes over time.



    References:


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