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).

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 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.

scholarly journals Insights of project managers into the problems in project management

2016 ◽  
Vol 16 (1) ◽  
pp. 90-103 ◽  
Author(s):  
Peter Vincent Livesey
Keyword(s):  
Project Management ◽  
Delphi Study ◽  
Soft Skills ◽  
Project Managers ◽  
Delphi Panel ◽  
Relative Importance ◽  
Team Management ◽  
Management Skills ◽  
Hard Skills ◽  
Importance Index

A Delphi study using project managers who had managed projects in excess of $500 million was used to confirm the significance and frequency of problems resulting from the nature of projects. Using the results obtained from the Delphi study a ranking of the problems experienced in these projects was obtained by calculating a Relative Importance Index. Additionally, the Delphi panel members were asked their views concerning the need for traditional project management skills (hard skills) and team management skills (soft skills) as project size increased from below $50 million to over $500 million. A substantial increase in the need for both skills was indicated with the increase in the need for soft skills being the most significant.

Managing Organizational Change

2013 ◽  
pp. 1253-1278
Author(s):  
Martin L. Bariff
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Case Studies ◽  
Project Manager ◽  
Lessons Learned ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Schedule Risk ◽  
Project Deliverables ◽  
Total Project

Many project deliverables extend beyond a product or a service for sale to customers. The deliverable may include a new or a revised process for internal workflow or relations with customers, suppliers, or partners. The success of these projects will depend upon adoption of the new or revised process in addition to typical metrics for cost, schedule, risk, and quality. The project manager and team will be responsible for “managing organizational change”—a skillset that is not addressed within the Project Management Institute Body of Knowledge. The purpose of this chapter is to provide sufficient knowledge about approaches and implementation for organizational change to achieve total project success. Case studies are included to illustrate best practices and lessons learned.

Perceived Required Skills and Abilities in Information Systems Project Management

2013 ◽  
Vol 4 (1) ◽  
pp. 1-12 ◽  
Author(s):  
Jerry Cha-Jan Chang ◽  
Gholamreza Torkzadeh
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Phase 1 ◽  
Project Managers ◽  
Change Leadership ◽  
Management Skills ◽  
Management Skill ◽  
Phase 1 Study ◽  
Management Change ◽  
Study Results

This article reports on results of a study on Information Systems (IS) project management skill set based on a two-round data collection from IS project managers and professionals. The first phase involved interviews with 47 project managers that resulted in identification of 12 important project management skills. In phase two, a survey was developed, based on phase 1 study results, to collect data from 41 IS project managers and professionals. Results identify rankings of the 12 skills as the 12 skills are further grouped into four categories of Communication and relationship management, Resource management, Change leadership, and Administrative.

Managing Projects

2017 ◽  
Author(s):  
Jeff Pinto
Keyword(s):  
Project Management ◽  
New Product Development ◽  
Oil And Gas ◽  
Project Managers ◽  
Management Skills ◽  
Public And Private ◽  
Oil And Gas Exploration ◽  
Private Organizations ◽  
Product Service ◽  
Organizational Operation

Projects, defined as temporary endeavours undertaken to create a unique product, service, or result, have become a common method for initiating and managing change in modern organizations. Once viewed as a specialized organizational operation within some well-understood settings (construction, new product development, oil and gas exploration, and so forth), projects have evolved to becoming the principle means by which both public and private organizations can make positive changes to their operating environment. Hence, the need for project management skills has never been greater, as more and more organizations seek to adopt project-based work as a proactive method for engaging their customer bases. This chapter highlights the key features of projects, including their critical constraints and management challenges. It focuses in particular on both the promising results that effective project management affords organizations as well as the myriad challenges that project managers face as firms adopt project-based work in their operations.

The Effects of Project Management Certification on the Triple Constraint

2013 ◽  
Vol 4 (4) ◽  
pp. 93-111 ◽  
Author(s):  
Joseph T. Catanio ◽  
Gary Armstrong ◽  
Joanne Tucker
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Success Rate ◽  
Empirical Evidence ◽  
Cost Management ◽  
Project Managers ◽  
It Project Management ◽  
Professional Certification ◽  
It Projects ◽  
Better Than

This research paper describes key information technology (IT) project management activities in terms of project scope, time, and cost management, namely the triple constraint. The authors contend that the ability to properly manage and execute these activities is the quintessential component that oftentimes drives whether projects succeed or fail. The literature shows that IT projects have a dismal success rate but successful projects have been on the rise. The authors attempt to determine if the increase of successful projects correlates to the increase in the number of certified project managers. Empirical evidence is presented that indicates certified project managers do not perform project scope, time, and cost management activities better than project managers without professional certification credentials.

A Comparison of the Behavioral Competencies of Client-Focused and Production-Focused Project Managers in the Construction Sector

2005 ◽  
Vol 36 (2) ◽  
pp. 39-48 ◽  
Author(s):  
Andrew Dainty ◽  
Mei-I Cheng ◽  
David Moore
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Project Managers ◽  
Project Manager ◽  
Body Of Knowledge ◽  
Generic Management ◽  
Job Role ◽  
Management Competency ◽  
Behavioral Event ◽  
Behavioral Competencies

The importance of evaluating behaviors as an underpinning component of the project management body of knowledge is widely recognized. This paper reports on research that evaluated the behaviors of two functionally disparate sets of project managers operating within the construction industry. The first comprised those with overall responsibility for the on-site production function (the management contractor), while the second comprised client project managers overseeing project activities on behalf of the procuring organization (client's project managers). The behavioral competencies of both groups were evaluated using the established McBer methodology (cf. Spencer & Spencer, 1993), in which managerial characteristics are measured using behavioral event interviews. A total of 40 superior performing project managers were behaviorally profiled. The findings reveal 11 behaviors that are generic in nature and underpin effectiveness in the project management role, with one additional competency apparently determined by the particular job role context of the project manager. Comparisons are also drawn with the generic management competency profile, which suggests the existence of a range of behaviors specific to the project management discipline. The identification of both generic and job-specific competencies for the project management role has potentially far-reaching implications for the way in which project managers are developed in the future.

scholarly journals Implementasi Manajemen Risiko Berdasarkan PMBOK Untuk Mencegah Keterlambatan Proyek Area Jawa Timur (Studi Kasus: PT. Telkom)

2017 ◽  
Vol 4 (2) ◽  
pp. 96-108
Author(s):  
Havea Pertiwi
Keyword(s):  
Project Management ◽  
Failure Modes ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
New Item

Peningkatan jumlah pengguna mendorong percaturan bisnis telekomunikasi berkembang menjadi lebih baik, hal ini mengakibatkan persaingan di bidang tersebut semakin ketat. PT. Telekomunikasi Indonesia, Tbk sedang melakukan proyek pembaruan infrastrukturnya. Pada tahun 2015, terjadi peningkatan jumlah proyek secara signifikan yang dikelola oleh Telkom Jawa Timur yaitu mencapai angka 105 proyek dan belum menerapkan manajemen risiko.Berdasarkan latar belakang tersebut digunakan pendekatan manajemen risiko proyek dengan standar Project Management Body of Knowledge (PMBOK)  yang diterbitkan tahun 1983 oleh Project Management Institute (PMI). Adapun tools untuk mengukur risiko digunakan metode Failure Modes and Effects Analysis (FMEA).Risiko yang menjadi prioritas dari hasil penelitian yaitu risiko keterbatasan kualifikasi tenaga kerja Mitra, adanya new item dalam pekerjaan yang belum terdapat dalam List of Materials,  keterlambatan pengurusan perijinan/ sitac/ PLN/ pihak ketiga, kesalahan perhitungan nilai realisasi proyek, keterbatasan jumlah tenaga kerja Mitra, perbaikan pekerjaan yang sudah selesai (rework), kurangnya komunikasi dan koordinasi, keterlambatan pemesanan material ke pabrik.

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. 

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