Pmi Certificate Gold Content Knowledge
Pmi Certificate Gold Content Knowledge is as follows:
It is issued by the Project Management Institute (PMI) in the U.S., and is applicable to project management in various industries. I will introduce the gold content of the PMP certificate and related expansion information in detail below.
1, the global recognition of the certificate: PMP certificate is globally recognized professional certification of project management, applicable to all walks of life. Many large enterprises and multinational companies require their project managers to have PMP certification.
2, the key competencies of project management: PMP certificate represents the professional ability and quality of project managers in the field of project management. Obtaining the PMP certificate requires mastery of the theoretical knowledge of project management, practical skills, and best practices, and the ability to effectively promote the successful implementation of the project.
3, career development: obtaining the PMP certificate can prove the applicant’s professionalism and skills in project management, which helps career development and promotion. Many companies will prioritize candidates with PMP certificates when recruiting project managers.
4, improve salary: According to the survey, the average salary of project managers with PMP certificate is generally higher than that of their counterparts without the certificate. In addition, holding a PMP certificate is likely to get a higher position and better career development opportunities.
5, project management software: in modern project management, the use of project management software can be more effective in tracking and managing projects. Some popular project management software includes MicrosoftProject, Trello, Asana, and so on.
6, Agile Project Management: In recent years, Agile project management methods are becoming popular. Compared with traditional project management methods, agile project management focuses more on flexibility and adaptability. Some popular agile project management methods include Scrum, Kanban and Extreme Programming.
7. PMP Certification Exam Requirements: To obtain the PMP certificate, applicants need to meet certain conditions, including obtaining more than 35 hours of project management training, having at least 7,500 hours of project management experience, and passing the PMP certification exam within a specified period of time.
The PMP certification exam tests an applicant’s knowledge, skills and experience in project management, including the project management body of knowledge, practical skills, and ethics and professional obligations.
In short, the PMP certificate is a golden certificate in the field of project management with high gold content and recognition. For professionals engaged in project management, obtaining the PMP certificate can effectively enhance their professionalism and competitiveness. At the same time, understanding the relevant expansion materials also helps to better grasp the theory and practical skills of project management, so as to better promote the successful implementation of the project.
Traditional Project Management vs Agile Project Management
There are some key differences between AgileManagement and TraditionalProjectManagement:
Methodology: Traditional project management typically uses a waterfall model or other predefined phased process. execution according to a plan, emphasizing detailed planning, documentation, and process control. Agile management, on the other hand, emphasizes flexibility and adaptability, using iterative development, continuous delivery, and rapid feedback.
Requirements Processing: Traditional project management typically defines and plans requirements in as much detail as possible before the project is initiated and executes them in subsequent phases. Agile management, on the other hand, treats requirements handling as an ongoing activity, focusing on close collaboration with customers and stakeholders, and handling requirements through prioritization within iterative cycles.
Delivery: While traditional project management typically delivers results at the end of the project, agile management emphasizes continuous delivery of value. Agile projects produce deliverable parts at the end of each iteration cycle in order to get timely customer feedback and make adjustments.
Team roles: Traditional project management usually has strict role definitions, such as project manager, functional experts, testers, etc. Agile management emphasizes teamwork and collaboration. Agile management, on the other hand, places more emphasis on teamwork and self-organization, encouraging team members to have multiple skills for better collaboration and problem solving.
Control: Traditional project management emphasizes plan execution and process control, and responds to changes in requirements through strict change management and change control. Agile management, on the other hand, adopts an iterative and incremental approach to development, controlling the progress and quality of the project through rapid feedback and continuous improvement.
Risk management: Traditional project management usually conducts risk assessment and planning at the project initiation phase or key decision points. Agile management, on the other hand, views risk management as an ongoing activity, with risk identification and response occurring in each iteration cycle.
Overall, traditional project management is more suitable for projects with relatively stable and predictable requirements, while agile management is more suitable for projects with uncertain requirements and frequent changes. Agile management emphasizes teamwork, rapid delivery, and continuous feedback, and is better able to adapt to rapidly changing market and customer needs.
Modern Agile project management software, such as 8Manage Agile Project Management Software, supports short iteration management for incremental product development and meets the management needs of the competitive landscape and dynamic changes in product demand, and can be flexibly extended to meet the management needs of traditional project monitoring, such as time management and cost management.
Comparison of Agile Project Management and Traditional Project Management
Traditional project management usually adopts a waterfall, partially iterative development model, which requires that the requirements are clear enough and the documentation is standardized enough during project construction, and that the more and the later the requirements are changed in the iterative process, the greater the impact on the project, and the more the project will be affected in terms of the quality of project delivery.
Agile project management, as an emerging project management model, simplifies the tedious processes and documents of traditional project management. Represented by Scrum, it welcomes requirement changes to help customers describe their needs when they are unclear, with the goal of developing usable software in a shorter cycle. Requirement changes during the iteration process are added to the project’s pool of requirements for continued iteration, enriching the project’s product features.
1. Management Process Differences
The complete project management process can be divided into five process groups: initiation, planning, execution, monitoring, and closing.
(1) Traditional Project Management
Traditional project management to manage all the processes of the project and risk control, and requires document input and output in different aspects. For example, PMBOK has done document inputs and outputs for the process group of project integration management. However, project management is mainly about managing scope, schedule, cost, quality, human resources, communication, risk, procurement and stakeholders, and there are initiation, planning, execution, monitoring and closing processes in each segment.
With a traditional project management model, each step of the process must be rigorously planned, and in the event of changes outside of the planning process, they need to be approved before they can be executed.
(2) Agile Project Management
Agile project management simplifies cumbersome processes and document management, and advocates face-to-face communication and exchanges within the team. Represented by Scrum, the principles of simplicity, continuous integration, continuous delivery, prioritizing value, and embracing change become friendly in the face of an ever-changing market economy and evolving technology.
In an Agile project, the project management plan is divided into different levels, which can be represented by an onion diagram, also known as an onion plan diagram, as shown in Figure 2-9. Strategic and investment planning is at the outermost level of agile project management and is handled by the broader organizational management system. From the outside in, the project plan is continuously sliced and diced, and finally, a minimum cycle of feasible version iterations is realized. Segmentation of complex or unclear customer requirements is rationalized and, ultimately, overall alignment is achieved.
Figure 2-9 Onion Plan Diagram
2. Risk Control Segment
Project Risk is the uncertainty that exists in any project, which, when it occurs, can positively or negatively affect the project, such as scope, schedule, cost, and quality.
(1) Traditional Project Management
Traditional project management requires projects to plan risk management, identify risks, and qualitative/quantitatively analyze the risks during the planning process to give risk response options. Although known risks can be identified and analyzed to take action, but it is because of the uncertainty of risk, the requirements of project risk management must be unknown risks or known but can not actively manage the risk of allocating a certain amount of resource reserves.
So traditional project management requires that a risk register be provided and that the effectiveness of risk responses in addressing identified risks and their root causes be documented, and that risk reassessments and risk audits be completed until the risks are minimized.
(2) Agile Project Management
Agile project management differs from traditional project management in that development assessments are workload-oriented rather than time-oriented. Therefore, relative estimates rather than absolute estimates are used for development task assessment, leaving enough room to cope with risks. At the same time, Scrum gathers front-line personnel to share experiences and brainstorm, transforming small teams into independent managers, which is more conducive to problem solving.
Agile project management delivers usable software before the formal end of the project that allows for risk and is scheduled for fixes based on the priority of the risk.