PMP Practice for Project Management Professional Certification

Published by Jacquelyn Donner in Project Management, 1 month 3 weeks 17 hours 12 minutes 49 seconds ago

If you are considering taking the PMP exam for project management professional certification, consider using a pmp simulation program. By preparing in the exact environment that you will be exposed to on test day you are maximizing your study efforts. Candidates become accustomed to the official PMP exam through taking as many tests as possible, with timers, review options and everything included. Many people simply use the official PMBOK guide to study for the PMP exam. This is a good guide to PMI fundamentals and considered the standard for project managers. The problem is, many people have trouble understanding the material in the PMBOK because of its complex and scientific approach to project management concepts. Also many project managers do not use the PMI approaches in their own workplace. This can be very difficult and almost seem like culture shock because definitions, terms , formulas and approaches are taught from the PMI point of view.

The pmp exam will have some questions concerning what to document and when It should be documented. Project assumptions are issues that should be documented by the project manager. Assumptions can include estimating, schedule issues and project plan issues. Assumptions often include various levels of risk and can effect the entire project. Each person has an individual effect on the project and each person has their own role and responsibility in contributing to the project. The project manager is the leader and aids in the organization of the project and members. The manager uses expert judgment to guide the project from beginning to end including planning, execution and closure. The project manager must have the foresight to see and take risk of the project into account as early as in the planning stages. The project managers approach to the project plan can be based on a checklist and tackle simple or complex requirements.

The final customer or stakeholders give their requirements and objectives to the project and should work directly with the project manager to ensure their requirements are clearly established and met. Stakeholders have a direct and concrete involvement in the project creation and execution. The end product or project results should be in line with stakeholder requirements and rules. Project managers should carefully interview stakeholders and analyze answers to project questions to get a clear picture of what stakeholders truly need.

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Experience at a number of companies reveals some best practices or standards against which we should benchmark our own approach to project deployment. Our deployment may differ from standard practice. In some cases we may find that we should adjust our approaches to align our deployment plan with standard practice. In other cases, we may need to deploy project management differently in a given area to reflect important differences in the organization, its industry, and its state of capability. In other words, while there is no one method for deploying project management, there are some good practices we should understand and use wherever it make sense (keeping in mind that often we "won't know what we don't know" about deployment and, therefore, need to understand well the lessons learned at other companies). The material outlined in this section is meant to spark thinking each Group needs to produce a detailed deployment manual of its own.

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