PMP Test Questions

What has an expected duration, and expected cost, and expected resource requirements and must be performed to produce deliverables?
	A. Schedule
	B. Task
	C. Activity
	D. Milestone
2. You plan to start your project with a kick-off meeting where you will present your plan and introduce the team members with their roles in the project. The meeting agenda has been published early enough to allow everyone to have enough time to plan for the participation at the meeting. To your surprise the day before the meeting you receive several phone calls from the assigned team members explaining that they cannot participate in the meeting due to other commitments. What do you do in this situation?
	A. You cancel the meeting because the kick-off meeting is not that important.
	B. You cancel the meeting because forcing the meeting on the team members you would not get their attention during the meeting.
	C. You reschedule the meeting when every team member is available.
	D. You insist on the meeting as scheduled and every team member to participate.
3. . For your project you decided to use a structured approach to optimize project value. This technique analyzes qualitative and quantitative costs, as well as the benefits of component parts of the proposed system. Which technique did you decide to use?
	A. Value engineering
	B. System engineering
	C. Value analysis
	D. Function analysis
4. During stakeholder identification you group the stakeholders based on their level of authority and their level of concern regarding the project outcomes. Which classification model are you using?
	A. Power/influence grid
	B. Influence/impact grid
	C. Power/interest grid
	D. Interest/influence grid
5. The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline is called?
	A. Control Budget
	B. Estimate Budget
	C. Create Cost Baseline
	D. Determine Budget
6. You are the project manager of a FFP contract. The contract value is $560,000 and your company expects a 10% profit. You have completed the work and the customer has signed the completion document. While you are preparing your final performance report you figure out that your cost has reached $558,000. Which amount do you bill your customer?
	A. $558,000
	B. $560,000
	C. $613,800
	D. $616,000

Free PMP Test Questions - Project Management Processes

1. Inputs to Perform Quality Assurance are:
	A. Project management plan, Quality metrics, Work performance information, Quality control measurements, Organizational process assets.
	B. Project management plan, Quality metrics, Work performance information, Quality control measurements, Enterprise environmental factors.
	C. Project management plan, Quality metrics, Work performance information, Quality control measurements.
	D. Project management plan, Work performance information, Quality control measurements.
2. Which are the outputs of Plan Quality?
	A. Quality management plan, Quality metrics, Quality checklists, Process improvement plan, Project document updates.
	B. Quality management plan, Quality metrics, Process improvement plan, Project document updates.
	C. Quality management plan, Validated deliverables, Quality checklists, Project document updates.
	D. Quality management plan, Quality metrics, Validated changes, Process improvement plan, Project document updates.
3. Schedule baseline and Risk register are inputs to:
	A. Perform Quality Assurance
	B. Plan Quality
	C. Perform Quality Control
	D. None of the above
4. The Tools & Techniques of Perform Quality Assurance are:
	A. Plan Quality and Perform Quality Control tools and techniques.
	B. Quality audits, Process analysis, Control charts, Inspections.
	C. Design of experiments, Quality audits, Control charts, Process analysis.
	D. Plan Quality and Perform Quality Control tools and techniques, Quality audits, Process analysis.
5. Which are the inputs to Perform Quality Control?
	A. Project management plan, Quality metrics, Quality checklists, Approved change requests, Deliverables, Organizational process assets.
	B. Quality management plan, Quality metrics Quality checklists, Approved change requests, Deliverables, Organizational process assets.
	C. Project management plan, Quality metrics, Quality checklists, Work performance measurements, Approved change requests, Deliverables, Organizational process assets.
	D. Quality management plan, Quality metrics, Quality checklists, Work performance measurements, Approved change requests, Deliverables, Organizational process assets.
6. Which are the inputs to Plan Quality?
	A. Scope baseline, Stakeholder register, Cost performance baseline, Schedule baseline, Risk register, Enterprise environmental factors, Organizational process assets.
	B. Scope baseline, Stakeholder register, Schedule baseline, Risk register, Enterprise environmental factors, Organizational process assets.
	C. Project management plan, Scope baseline, Stakeholder register, Schedule baseline, Enterprise environmental factors, Organizational process assets.
	D. Project management plan, Scope baseline, Stakeholder register, Cost performance baseline, Schedule baseline, Risk register, Enterprise environmental factors, Organizational process assets.
7. Which are the outputs of Perform Quality Assurance?
	A. Organizational process asset updates, Change requests, Project Quality management plan updates, Project document updates.
	B. Organizational process asset updates, Change requests, Project management plan updates, Project document updates.
	C. Enterprise environmental factors updates, Change requests, project management plan updates, Project document updates.
	D. Quality control measurements, Change requests, Project management plan updates, Project document updates.
8. The Tools & Techniques of Plan Quality are:
	A. Cost-benefit analysis, Cost of quality, Benchmarking, Design of experiments, Statistical sampling, Flowcharting, Proprietary quality management methodologies, Additional quality planning tools.
	B. Cost-benefit analysis, Cost of quality, Control charts, Benchmarking. Design of experiments, Statistical sampling, Flowcharting, Proprietary quality management methodologies, Additional quality planning tools.
	C. Cost-benefit analysis, Cost of quality, Pareto charts, Control charts, Benchmarking, Design of experiments. Statistical sampling, Flowcharting, Proprietary quality management methodologies, Additional quality planning tools.
	D. Cost-benefit analysis, Control charts, Benchmarking, Design of experiments, Statistical sampling, Flowcharting, Proprietary quality management methodologies, Additional quality planning tools.
9. What are the outputs of Perform Quality Control?
	A. Quality control measurements, Validated changes, Validated deliverables, Organizational process assets updates, Change requests, Project management plan updates, Project document updates.
	B. Quality control measurements, Validated changes, Validated deliverables, Change requests, Project management plan updates, Project document updates.
	C. Quality control measurements, Validated deliverables, Organizational process assets updates, Change requests, Project management plan updates, Project document updates.
	D. Quality control measurements, Quality checklists, Validated changes, Validated deliverables, Quality management plan updates, Project document updates.
10. Which are the Tools and Techniques of Perform Quality Control?
	A. Cause and effect diagrams, Control charts, Flowcharting, Process analysis, Pareto chart, Run chart, Statistical sampling, Inspection, Approved change requests review.
	B. Cause and effect diagrams, Control charts, Benchmarking, Control charts, Flowcharting, Run chart, Statistical sampling, Approved change requests review.
	C. Cause and effect diagrams, Control charts, Flowcharting, Histogram, Pareto chart, Run chart, Scatter diagram, Statistical sampling, Inspection, Approved change requests review.
	D. Cause and effect diagrams, Control charts, Quality audits, Histogram, Pareto chart, Run chart, Scatter diagram, Statistical sampling, Inspection, Approved change requests.
11. Activity resource requirements, Enterprise environmental factors, and Organizational process assets are input to _____________.
	A. Develop Human Resource Plan
	B. Acquire Project Team
	C. Develop Project Team
	D. Manage Project Team
12. One of the Project Human Resource Management processes has Change requests as an output. Which one?
	A. Develop Human Resource Plan
	B. Acquire Project Team
	C. Develop Project Team
	D. Manage Project Team
13. Pre-assignment, Negotiation, Acquisition, and Virtual teams are Tools & Techniques of _________________.
	A. Manage Project Team
	B. Develop Project Team
	C. Acquire Project Team
	D. Develop Human Resource Plan
14. Which are the inputs to Develop Project Team?
	A. Project management plan, Project staff assignments, Human resource plan, Human resource plan.
	B. Project staff assignments, Project management plan, Resource calendars.
	C. Project staff assignments, Enterprise environmental factors, Organizational process assets.
	D. Project management plan, Enterprise environmental factors, Organizational process assets.
15. Organizational charts and position descriptions, Networking, and Organizational theory are Tools & Techniques of ___________.
	A. Develop Human Resource Plan
	B. Acquire Project Team
	C. Develop Project Team
	D. Manage Project Team
16. Project staff assignments, Project management plan, Team performance assessments, Performance reports, and Organizational process assets are inputs to _____________.
	A. Develop Human Resource Plan
	B. Acquire Project Team
	C. Develop Project Team
	D. Manage Project Team
17. Which are the outputs of Develop Project Team?
	A. Team performance assessment, Project staff assignments, Enterprise environmental factor updates.
	B. Team performance assessment, Resource calendars update, Enterprise environmental factors update.
	C. Team performance assessment, Enterprise environmental factors updates.
	D. Team performance assessment, Enterprise environmental factors update, Project management plan updates.
18. Enterprise environmental factors updates, Organizational process assets updates, Change Requests, and Project management plan updates are output of ___________.
	A. Develop Human Resource Plan
	B. Acquire Project Team
	C. Develop Project Team
	D. Manage Project Team
19. Which are the Tools & Techniques of Manage Project Team?
	A. Observation and conversation, Project performance appraisals, Conflict management, Training, Issue log, Interpersonal skills.
	B. Observation and conversation, Project performance appraisals, Conflict management, Training, Interpersonal skills.
	C. Observation and conversation, Project performance appraisals, Conflict management, Issue log, Interpersonal skills.
	D. Observation and conversation, Conflict management, Networking, Issue log, Interpersonal skills.
20. Which are the Tools & Techniques of Develop Project Team?
	A. Interpersonal skills, Training, Conflict management, Ground rules, Recognition and reward.
	B. Interpersonal skills, Conflict management, Co-location, Training, Recognition and reward.
	C. Interpersonal skills, Training, Team-building activities, Ground rules, Co-location, Recognition and reward.
	D. Interpersonal skills, Conflict management, Team-building activities, Ground rules, Co-location, Recognition and reward.

About the Changes

The PMP certification exam will receive an update on August 31, 2011. These changes are associated with the completion of work on updating in Role Delineation Study (RDS)

The  changes can be summarized as follows:

a) The current requirements for admission to examination for both training and practical experience in project management will not change
b) Will change about 30% of the PMP ® exam
c) Knowledge in some areas of examination will be checked in another way. In particular, issues of social responsibility and professional 
d) The PMBOK Guide is not changing 
e) PMP exam format and the total number of questions remain the same
f) There’s no change to CAPM, PgMP or other PMI credentials.
   Good luckAnd remember do "not" panic!!
PMP Certification

How well do you know processes?

How well do you know processes?

  10 questions for each Project Management Area.

1. Inputs to Perform Quality Assurance are:
	A. Project management plan, Quality metrics, Work performance information, Quality control measurements, Organizational process assets.
	B. Project management plan, Quality metrics, Work performance information, Quality control measurements, Enterprise environmental factors.
	C. Project management plan, Quality metrics, Work performance information, Quality control measurements.
	D. Project management plan, Work performance information, Quality control measurements.
2. Which are the outputs of Plan Quality?
	A. Quality management plan, Quality metrics, Quality checklists, Process improvement plan, Project document updates.
	B. Quality management plan, Quality metrics, Process improvement plan, Project document updates.
	C. Quality management plan, Validated deliverables, Quality checklists, Project document updates.
	D. Quality management plan, Quality metrics, Validated changes, Process improvement plan, Project document updates.
3. Schedule baseline and Risk register are inputs to:
	A. Perform Quality Assurance
	B. Plan Quality
	C. Perform Quality Control
	D. None of the above
4. The Tools & Techniques of Perform Quality Assurance are:
	A. Plan Quality and Perform Quality Control tools and techniques.
	B. Quality audits, Process analysis, Control charts, Inspections.
	C. Design of experiments, Quality audits, Control charts, Process analysis.
	D. Plan Quality and Perform Quality Control tools and techniques, Quality audits, Process analysis.
5. Which are the inputs to Perform Quality Control?
	A. Project management plan, Quality metrics, Quality checklists, Approved change requests, Deliverables, Organizational process assets.
	B. Quality management plan, Quality metrics Quality checklists, Approved change requests, Deliverables, Organizational process assets.
	C. Project management plan, Quality metrics, Quality checklists, Work performance measurements, Approved change requests, Deliverables, Organizational process assets.
	D. Quality management plan, Quality metrics, Quality checklists, Work performance measurements, Approved change requests, Deliverables, Organizational process assets.
6. Which are the inputs to Plan Quality?
	A. Scope baseline, Stakeholder register, Cost performance baseline, Schedule baseline, Risk register, Enterprise environmental factors, Organizational process assets.
	B. Scope baseline, Stakeholder register, Schedule baseline, Risk register, Enterprise environmental factors, Organizational process assets.
	C. Project management plan, Scope baseline, Stakeholder register, Schedule baseline, Enterprise environmental factors, Organizational process assets.
	D. Project management plan, Scope baseline, Stakeholder register, Cost performance baseline, Schedule baseline, Risk register, Enterprise environmental factors, Organizational process assets.
7. Which are the outputs of Perform Quality Assurance?
	A. Organizational process asset updates, Change requests, Project Quality management plan updates, Project document updates.
	B. Organizational process asset updates, Change requests, Project management plan updates, Project document updates.
	C. Enterprise environmental factors updates, Change requests, project management plan updates, Project document updates.
	D. Quality control measurements, Change requests, Project management plan updates, Project document updates.
8. The Tools & Techniques of Plan Quality are:
	A. Cost-benefit analysis, Cost of quality, Benchmarking, Design of experiments, Statistical sampling, Flowcharting, Proprietary quality management methodologies, Additional quality planning tools.
	B. Cost-benefit analysis, Cost of quality, Control charts, Benchmarking. Design of experiments, Statistical sampling, Flowcharting, Proprietary quality management methodologies, Additional quality planning tools.
	C. Cost-benefit analysis, Cost of quality, Pareto charts, Control charts, Benchmarking, Design of experiments. Statistical sampling, Flowcharting, Proprietary quality management methodologies, Additional quality planning tools.
	D. Cost-benefit analysis, Control charts, Benchmarking, Design of experiments, Statistical sampling, Flowcharting, Proprietary quality management methodologies, Additional quality planning tools.
9. What are the outputs of Perform Quality Control?
	A. Quality control measurements, Validated changes, Validated deliverables, Organizational process assets updates, Change requests, Project management plan updates, Project document updates.
	B. Quality control measurements, Validated changes, Validated deliverables, Change requests, Project management plan updates, Project document updates.
	C. Quality control measurements, Validated deliverables, Organizational process assets updates, Change requests, Project management plan updates, Project document updates.
	D. Quality control measurements, Quality checklists, Validated changes, Validated deliverables, Quality management plan updates, Project document updates.
10. Which are the Tools and Techniques of Perform Quality Control?
	A. Cause and effect diagrams, Control charts, Flowcharting, Process analysis, Pareto chart, Run chart, Statistical sampling, Inspection, Approved change requests review.
	B. Cause and effect diagrams, Control charts, Benchmarking, Control charts, Flowcharting, Run chart, Statistical sampling, Approved change requests review.
	C. Cause and effect diagrams, Control charts, Flowcharting, Histogram, Pareto chart, Run chart, Scatter diagram, Statistical sampling, Inspection, Approved change requests review.
	D. Cause and effect diagrams, Control charts, Quality audits, Histogram, Pareto chart, Run chart, Scatter diagram, Statistical sampling, Inspection, Approved change requests.
11. Activity resource requirements, Enterprise environmental factors, and Organizational process assets are input to _____________.
	A. Develop Human Resource Plan
	B. Acquire Project Team
	C. Develop Project Team
	D. Manage Project Team
12. One of the Project Human Resource Management processes has Change requests as an output. Which one?
	A. Develop Human Resource Plan
	B. Acquire Project Team
	C. Develop Project Team
	D. Manage Project Team
13. Pre-assignment, Negotiation, Acquisition, and Virtual teams are Tools & Techniques of _________________.
	A. Manage Project Team
	B. Develop Project Team
	C. Acquire Project Team
	D. Develop Human Resource Plan
14. Which are the inputs to Develop Project Team?
	A. Project management plan, Project staff assignments, Human resource plan, Human resource plan.
	B. Project staff assignments, Project management plan, Resource calendars.
	C. Project staff assignments, Enterprise environmental factors, Organizational process assets.
	D. Project management plan, Enterprise environmental factors, Organizational process assets.
15. Organizational charts and position descriptions, Networking, and Organizational theory are Tools & Techniques of ___________.
	A. Develop Human Resource Plan
	B. Acquire Project Team
	C. Develop Project Team
	D. Manage Project Team
16. Project staff assignments, Project management plan, Team performance assessments, Performance reports, and Organizational process assets are inputs to _____________.
	A. Develop Human Resource Plan
	B. Acquire Project Team
	C. Develop Project Team
	D. Manage Project Team
17. Which are the outputs of Develop Project Team?
	A. Team performance assessment, Project staff assignments, Enterprise environmental factor updates.
	B. Team performance assessment, Resource calendars update, Enterprise environmental factors update.
	C. Team performance assessment, Enterprise environmental factors updates.
	D. Team performance assessment, Enterprise environmental factors update, Project management plan updates.
18. Enterprise environmental factors updates, Organizational process assets updates, Change Requests, and Project management plan updates are output of ___________.
	A. Develop Human Resource Plan
	B. Acquire Project Team
	C. Develop Project Team
	D. Manage Project Team
19. Which are the Tools & Techniques of Manage Project Team?
	A. Observation and conversation, Project performance appraisals, Conflict management, Training, Issue log, Interpersonal skills.
	B. Observation and conversation, Project performance appraisals, Conflict management, Training, Interpersonal skills.
	C. Observation and conversation, Project performance appraisals, Conflict management, Issue log, Interpersonal skills.
	D. Observation and conversation, Conflict management, Networking, Issue log, Interpersonal skills.
20. Which are the Tools & Techniques of Develop Project Team?
	A. Interpersonal skills, Training, Conflict management, Ground rules, Recognition and reward.
	B. Interpersonal skills, Conflict management, Co-location, Training, Recognition and reward.
	C. Interpersonal skills, Training, Team-building activities, Ground rules, Co-location, Recognition and reward.
	D. Interpersonal skills, Conflict management, Team-building activities, Ground rules, Co-location, Recognition and reward.

PMP Sr. Certified Project Manager

Hi
today  job offert  in San Diego, CA Only!

Description

 

Candidates MUST have 5+ years of hands on Project Management experience in addition to PMI Certification. 

Candidates must be local to San Diego, CA  OR willing to relocate to San Diego at their own expense - without company financial assistance.

 

1. Manages customer project delivery

· Revenue as detailed in Impact section

· Very large/ complex/ single or multiple region

· High risk

· High complexity legal and commercial issues

2. Manages project financials including P&L

· Meets or exceeds Solution Opportunity Approval andf Review (SOAR) approved budgets

· Provides reliable financial forecasts to HP Services (HPS) management

3. Manages business development

· Identifies and develops new opportunities with client

· Supports early qualification and opportunity assessment for large and complex opportunities

· Acts as opportunity manager for high risk deals

4. Manages client relationships

· Manages upper level client delivery relationships

· Frequently represents the organization to external customers/clients

5. Manages project team

· Manages internal as well as external resources with a team size less than 40 people

· Mentors and encourages skill development of project team members

· Provides detail performance review input and development recommendations for team members Delivery or opportunity management with significant impact on HP Services revenue approximately $2M-10M or transition/ transformation for a more complex $50M-100M (Gold level) deal

Qualifications

 

Candidates MUST have 5+ years of hands on Project Management experience in addition to PMI Certification. 

Candidates must be local to San Diego, CA  OR willing to relocate to San Diego at their own expense - without company financial assistance.

 

 

Education and Experience Required:

 

First Level University degree 7 years experience in project management or in like roles/businesses

 

Knowledge and Skills Required:

 

Demonstrates an in-depth understanding of key HP Services' operational policies, processes and methodologies applicable to project management. Speaks with authority to most layers of depth related to project management methods Makes use of and contributes to HP s Program Manager (PM) Professions community Project Management Professional (PMP) Certified

 

Critical Competencies to Drive Business Results:

 

Customer Engagement/Program Knowledge

Actively develops and incorporates profound understanding of client factors when planning and executing client project/program activities

 

Program Execution

Applies understanding of project/program requirements to execute day-to-day implementation

 

Program Tracking and Reporting

Continuously mines program data to assess overall contribution of program to business success

 

Program Improvement

Continuously monitors, troubleshoots, and improves program to ensure program effectiveness

 

Program Troubleshooting

Resolves program issues quickly to maintain client satisfaction while protecting HP's interests

 

Program Team Management

Effectively manages and develops project team to achieve project/program objectives

 

Services Support Policies & Procedures

Applies understanding of HP service organization and functions to support internal and external customer requests

 

Program Improvement

Continuously monitors, troubleshoots, and improves program to ensure program effectiveness

 

Program Management Methods

Applies program/project management methods and processes to define, plan, cost, resource, track and ensure the accomplishment of targeted goals

 

HPS/BU Business Context

Understands the market segments sold into, the business challenges addressed by HP Services (HPS)/Business Unit (BU)  solutions, and HP's strategy for market penetration

 

HPS/BU Solutions

Understands HPS/BU solutions in area-of-responsibility- what they consist of, product roadmaps, key technology concepts, and the competitive landscape in which they are sold

 

Change Management

Develops methods for supporting innovation and change across the organization

 

Job

 - Services

Primary Location

 - United States-California - San Diego

Schedule

 - Full-time

Job Type

 - Experienced

Shift

 - Day Job

Travel

 - No

Key stakeholders/PMP

Key stakeholders on every project include: 

a)Project manager -  person responsible for managing the project. 

b)Customer/user -  person or organization that will use the project’s product. There may be multiple layers of customers. 

c)Performing organization  - enterprise whose employees are most directly involved in doing the work of the project. 

d)Project team members -  group that is performing the work of the project. 

e)Project management team - members of the project team who are directly involved in project management activities. 

f)Sponsor -  person or group that provides the financial resources, in cash or in kind, for the project. 

g)Influencers -  People or groups that are not directly related to the acquisition or use of the project’s product, but due to an individual’s position in the customer organization or performing organization, can influence, positively or negatively, the course of the project.

h)PMO - If it exists in the performing organization, the PMO can be a stakeholder if it has direct or indirect responsibility for the outcome of the project.

PMP / 30 Related IT Skills

 Hi
I found that  graph  for IT skills in  - I agree  - and You?

For the 6 months to 1 July 2011, IT jobs within the UK citing PMP also mentioned the following IT skills in order of popularity. The figures indicate the number of jobs and their proportion against the total number of IT job ads sampled that cited PMP

1 1113 (98.58 %) PMI Certification 2 938 (83.08 %) PRINCE2 3 857 (75.91 %) Project Management 4 492 (43.58 %) Finance 5 295 (26.13 %) PMI 6 190 (16.83 %) Banking 7 177 (15.68 %) Degree 8 176 (15.59 %) Programme Management 9 169 (14.97 %) Retail 10 144 (12.75 %) ITIL 11 140 (12.40 %) Microsoft 12 127 (11.25 %) Oracle 12 127 (11.25 %) MS Project 13 120 (10.63 %) SAP 14 119 (10.54 %) .NET

15 116 (10.27 %) Insurance 16 113 (10.01 %) Investment Banking 16 113 (10.01 %) PRINCE 17 112 (9.920 %) MS Excel 18 101 (8.946 %) Risk Management 19 99 (8.769 %) Telecoms 20 96 (8.503 %) ERP 21 95 (8.415 %) Agile Software Development 22 94 (8.326 %) Business Analysis 23 88 (7.795 %) E-Commerce 24 82 (7.263 %) Java 24 82 (7.263 %) Stakeholder Management 25 81 (7.174 %) Marketing 26 74 (6.554 %) Scrum 27 73 (6.466 %) Business Intelligence

General Management Knowledge and Skills

Hi

Today a little theory

General management encompasses planning, organizing, staffing, executing, and controlling the operations of an ongoing enterprise. It includes supporting disciplines such as: 

a)Financial management and accounting 

b)Purchasing and procurement 

c)Sales and marketing 

d)Contracts and commercial law 

e)Manufacturing and distribution 

f)Logistics and supply chain 

g)Strategic planning, tactical planning, and operational planning 

h)Organizational structures, organizational behavior, personnel administration, compensation, benefits, and career paths 

i)Health and safety practices 

j)Information technology. 

General management provides the foundation for building project management skills and is often essential for the project manager. On any given project, skill in any number of general management areas may be required. General management literature documents these skills, and their application is fundamentally the same on a project.  

Interpersonal Skills  

The management of interpersonal relationships includes: Effective communication. The exchange of information Influencing the organization. The ability to “get things done” Leadership. Developing a vision and strategy, and motivating people to achieve that vision and strategy Motivation. Energizing people to achieve high levels of performance and to overcome barriers to change Negotiation and conflict management. Conferring with others to come to terms with them or to reach an agreement Problem solving. The combination of problem definition, alternatives identification and analysis, and decision-making.

text comes "A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA"

Popularity ITIL Certification

EXIN - the company that deals with accreditation of ITIL training, says the world has already issued over 420,000 certificates ITIL Foundation, of which over 70 thousand in the United States alone. This is a very interesting message, as it so far is the European countries (especially Germany) were dominant in the number of certificates held

pmp certification - job

Hey, I thought that after  article I offers post job 



Projects Manager

Job Description

Projects Manager will be the single point of contact for internal & external clients to manage and lead multiple projects from end to end. Projects would involve Technology Projects, migrations and new business on boarding. Apart from this he would provide technical and projects support for Securities Fund Services business units and would be responsible to run and maintain capacity model in SFS departments. The person will be required to assist the Business Office Department Head by providing able support. Scope of duties: Invoking, managing and leading projects (tech projects, migrations & new business on boarding) across Securities Fund Services Poland Working with different project resources in BAU teams to effectively manage projects Acting as the single point of contact for internal & external clients for all matters related to projects Prioritization of projects pipeline in consultation with project stakeholders Preparation & analysis of proposed system changes, gathering consensus between business requirements and technology deliverables to assure smooth projects implementation Organizing and hosting regular project team meetings Reporting of Capacity and Productivity Plan for all SFS areas Maintaining and developing Capacity and Productivity model Internal control and support for SFS new businesses and migrations Seeking, designing and proposing process improvements for efficiency and reduced risks Active collaboration with region to fulfil required project deliverables Top end Project management to improve operations efficiency and risk mitigation Ensuring proper documentation for projects Qualification Prior experience in handling complex projects Good experience in process re-engineering Good analytical and reporting knowledge Experience in role requiring influencing skills essential. Practical knowledge of project management methodologies (SDLC, Prince2, PMI/PMP etc.) would be an advantage Securities and Fund Services back-office knowledge from operations and/or technology perspective would be an advantage Fluency in English Higher education, preferable in technical or in finance area Good understanding of complex work environment Excellent communication skills and ability to cooperate with upper level managers Good project resources management Good people management and coordination skills Excellent managing and organizational skills Ability to prioritize tasks and to work under pressure Ability to recognize potential risks and giving feedback to senior managers Precision in execution of tasks Ability to focus on details without losing the big picture Effective communicator and influencer

pmp certification

Project Management Professional  is a credential offered by the Project Management Institute -  As of 31 July 2010 (2010 -07-31)^[update], there were 393,413 active PMP certified individuals worldwide.Over 4,300 individuals a month, since September 2006, have obtained a PMP certification.

Project Management Professional is one of  teh credentials offered by PMI eg:

• CAPM Certified Associate in Project Management
• PMP Project Management Professional
• PMI-RMP PMI Risk Management Professional
• PMI-SP PMI Scheduling Professional
• PgMP Program Management Professional

 PMI offers official language  for the exam in 15 languages: English, Arabic, Chinese (simplified), Chinese (traditional), French, German, Hebrew, Italian, Japanese, Korean, Portuguese (Brazilian), Russian, and Spanish, Turkish and Punjabi.

Each exam item (a question with its possible answers) has at least two references to standard books or other sources of project management. Most of the questions reference the PMI A Guide to the Project Management Body of Knowledge 
The Project Management Framework embodies a project life cycle and five major project management Process Groups:

1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing

encompassing a total of 42 processes.
Mapped to these five process groups are nine project management Knowledge Areas:

1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management

PMP Certification Training & Development

Here below are the courses organized for PM

1.Alexander Matthey PMP

Rue de la Dude, 1267 Vich, Vaud

Switzerland

+41 76 346 99 51 

2.Kully Kalon

UK

00 44 7803 940 869

  
3.Aikona Training

Windsor House, Lodge Place

Sutton Surrey, SM1 4AU

United Kingdom

44 020 8722 8366 

4.Alan J. Williams

8 Banks Court Dartmouth NS B2X 2Y6

Canada

902 483 1287 

 

5.David Mantica

114 Edinburgh South Dr, Suite 104

Cary, NC 27511

USA

877-800-5221 

6. Michael Bergman, PMP

28709 N 61 Street

Cave Creek, Arizona

USA

480-513-4646 

7.Cindy Qin

Suite 301-302, No.2 Building of Wanda Plaza, No.93 Jianguo Road, Chaoyang District Beijing, 100022

China

010-58203128/38/48/5 

8.Bruce Hill

14511 Falling Creek Drive, Suite 525

Houston Texas 77014

United States

281-440-0455 

9.Carlo Scodanibbio 


 

P O Box 1018 Sea Point 8060

Cape Town

South Africa

+27-21-4249556 

 

More for PMP Certification

PMp Certification Events Calendar

Hi
Today Events Calendar - look.

1.For July:
World Congress on Engineering 2011
The 2011 International Conference of Mechanical Engineering
International Association of Engineers
6-8 July 2011 – London, UK
International Congress on Project Engineering
6-8 July 2011, Huesca, Spain
NCMA World Congress 2011
National Contract Management Association – USA
10-13 July 2011 – Denver, Colorado, USA
Excellence in Government 2011
11 July 2011 – Washington, DC, USA
PMI Government Roundtable
13 July 2011 – Washington, DC, USA

2. For August
Project Management – Driving Success in a
Complex World 5th UT Dallas Project
Management Symposium
11-12 August 2011 - Richardson, Texas, USA 

3. For  September

Project Challenge Expo 2011
21-22 September 2011 – Olympia, London, UK
www.projchallenge.com
VII International Project Management Seminar
PM Tour 2011 – PMI Esperito Santo Brazil Chapter
27-28 September 2011 – Vitoria, Brazil
PMI Government Roundtable
28 September 2011 – Washington, DC, USA
Green Project Management
PMSA KwaZulu Natal Conference 2011
September 2011 – Durban, South Africa