What are three risks of not including best HR practices into the management of a project?
What are four tools and techniques that could be used in procurement of projects and how and when should they be used?
Write a summary of the article https://pmhut.com/pmp-certification-mindset-and-th… reading for this week(also included at the bottom of the page.) Describe two ways that the concepts from this class were described in the article.
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PMP Certification Mindset and the Training Dilemma
PMP Certification Mindset and the Training Dilemma
By Ammar W. Mango
PMP training might be the most popular project management training
out there. It should not be. Not in this day and age. PMP played a key
role. While important and necessary, it is not sufficient. PMP is the
Project Management Professional certification by the Project Management
Institute, PMI. Hundreds of thousands of project managers have been
certified and have the PMP designation next to their name. While this
helped the industry, we are today at a cross-road where the PMP training
is not enough.
Most organizations are finding out that it takes more than just hard
project management skills to succeed in projects. While knowing how to
develop a project charter, a schedule, a budget, or a breakdown
structure are key, they are not enough to ensure success.
Consistently, surveys from leading organizations worldwide are
showing that those who are among the best project managers possess
skills beyond those required to calculate a critical path, or earned
value. They are leaders. They have a business sense and an understanding
of the value sought from the project. They are able to engage
stakeholders and empower their teams. They know how to negotiate and use
opportunities available to them for the betterment of their projects
and their chances for success.
Organizations are looking for project managers who are proactive not
reactive. They are not waiting for input from their sponsors on what to
do, but to the opposite, they are giving directions to their management
and their sponsors and clients on what is needed to make the project a
success. They have the virtual power to demand that their employers and
clients do the right thing to reap the project benefits.
It seems that organizations do not want project managers anymore and
want more of business project managers who can ensure value and benefits
from the project, the same way a project manager is responsible for
value and benefits not just deliverables. I think this will give rise to
the importance of the program manager role, who is responsible to
ensure benefits, and be responsible for maybe operations of the handed
over deliverables from projects, to ensure delivery and sustaining of
I think it is time for the professionals in the industry to start
helping business executives understand the role of a program manager
beyond what a project manager can do. Also, professionals should start
designing leadership and soft skills courses that target project
managers specifically and help build their soft skills as leaders from a
business perspective not a technical perspective.
There is still room for the technical project manager, but even they
will need the soft skills to empower their teams and communicate with
So the need is there for businesses and organizations to recognize
the need to build leadership and soft skills, and for the industry to
start offering these courses, beyond the generic form, and specifically
target the project and program manager needs.
I believe the older generation before the PMP understand the project
manager skills needed more than those who became project managers during
the PMP era. Pre PMP, there was no defined or structured certification
for project management. They had to take care of business and they knew
they needed the soft skills to handle the project. Post PMP I think many
project managers started relying on the certification assuming it will
suffice and replace the need for soft skills. Apparently that did not
work, and organizations are still looking for the leader project