La presentazione descrive le novità introdotte dal PMI (project Management Institute) per l'acquisizione delle PDU (Professional Development Unit) propedeutiche al mantenimento delle diverse certificazioni.
Nuove modalità per il mantenimento delle certificazioni del PMIAndrea Depedri
La presentazione descrive le nuove modalità di acquisizione delle PDU (Professional Development Unit) per il mantenimento delle diverse certificazioni del PMI (Project Management Institute) in vigore dal 1 dicembre 2015.
The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.
ARKON_Omnia Your Fractional & Temporary Managerstefanosabato68
👉 Consulenza di Direzione per strutturare l'iniziativa di Business Plan finalizzato a due diligence dei decision maker Finanziari e/o Industriali.
👉 Fractional management per gestione operativa della iniziativa sino a Exit.
👉 Formazione manageriale e audits post intervento per manutenzione progetto
I servizi sono incaricati da Aziende, Investitori, terze parti delle comunità finanziarie.
World Class Manufacturing: Controllare e ridurre sistematicamente i costiForema
La metodologia TPM (Totale Productive Maintenance), le logiche Lean Manufacturing ed il Total Quality Management sono stati integrati e sono la base del World Class Manufacturing.
Il World Class Manufacturing, inoltre integra lo sviluppo delle Risorse Umane, dell’Ambiente, del Customer Care e della Sicurezza
pone alla base della scelta delle strategie e degli impianti da “aggredire” il Cost Deployment: si affrontano le problematiche sulle base della loro incidenza economica.
Giovedì 26 marzo 2015 ore 17.00-19.00
Schio – sede di Confindustria- Via Lago di Lugano, 21
Come preparare la certificazione CAPM e diventare Assistente Project Manager con TenStep - Sconto 25% a tutti gli studenti universitari e neo laureati fino ad un anno.
Nuove modalità per il mantenimento delle certificazioni del PMIAndrea Depedri
La presentazione descrive le nuove modalità di acquisizione delle PDU (Professional Development Unit) per il mantenimento delle diverse certificazioni del PMI (Project Management Institute) in vigore dal 1 dicembre 2015.
The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.
ARKON_Omnia Your Fractional & Temporary Managerstefanosabato68
👉 Consulenza di Direzione per strutturare l'iniziativa di Business Plan finalizzato a due diligence dei decision maker Finanziari e/o Industriali.
👉 Fractional management per gestione operativa della iniziativa sino a Exit.
👉 Formazione manageriale e audits post intervento per manutenzione progetto
I servizi sono incaricati da Aziende, Investitori, terze parti delle comunità finanziarie.
World Class Manufacturing: Controllare e ridurre sistematicamente i costiForema
La metodologia TPM (Totale Productive Maintenance), le logiche Lean Manufacturing ed il Total Quality Management sono stati integrati e sono la base del World Class Manufacturing.
Il World Class Manufacturing, inoltre integra lo sviluppo delle Risorse Umane, dell’Ambiente, del Customer Care e della Sicurezza
pone alla base della scelta delle strategie e degli impianti da “aggredire” il Cost Deployment: si affrontano le problematiche sulle base della loro incidenza economica.
Giovedì 26 marzo 2015 ore 17.00-19.00
Schio – sede di Confindustria- Via Lago di Lugano, 21
Come preparare la certificazione CAPM e diventare Assistente Project Manager con TenStep - Sconto 25% a tutti gli studenti universitari e neo laureati fino ad un anno.
strumento concreto ed operativo per programmare le attività di formazione in azienda, offre una guida ad orientarsi nella complessità del mondo della formazione e conoscere più da vicino il ventaglio di opportunità proposte diventando anche un punto di partenza per costruire percorsi personalizzati e specialistici in collaborazione con i migliori esperti.
David Bramini | Gestione strategica del Portfolio Progetti. Orientare l exec...PMexpo
Gestire in modo efficace il Portfolio Progetti può essere reso difficoltoso da svariate disfunzioni organizzative. Tra queste, il sovraccarico rispetto alla reale capacità di esecuzione, è spesso causa di disorientamento, col conseguente dispendio di energie in attività non coerenti con gli obiettivi dell’organizzazione.
Gli OKR (Objective & Key Results) sono un framework che, tra i vari benefici, può essere impiegato insieme ad altri "filtri decisionali" per valutare quali delle tante idee e iniziative che circolano nell'organizzazione sono coerenti con la strategia e meritevoli delle preziose risorse richieste.
Nel talk porterò esperienze di integrazione tra moderne pratiche di gestione del Portfolio e OKR, al fine di consolidare il collegamento tra la strategia aziendale e la sua esecuzione.
Certificazione della Professione Project ManagerVito Madaio
LaCertificazione TenStep Project Manager (TSPM) si inserisce nel panorama internazionale delle certificazioni che qui riassumiamo citando i principali player mondiali (PMI, IPMA, APMG, AIPM, TenStep).
T
Intervento relativo alla fase di Continual Service Improvement tenuto all'interno del tutorial organizzato da itSMF Italia relativo alla nuova versione di ITIL (26/11/2011)
Intervento di Carlo Maria Capè, Presidente Confindustria Assoconsult, al "17° Meeting Nazionale ACEF - Evoluzione dei Servizi Professionali della Consulenza", tenutosi a Bologna, presso la sede della Regione Emilia Romagna, nei giorni 30 e 31 ottobre e 9 e 10 novembre 2017.
nel 1969 l’apollo 11 era dotato di un computer di bordo chiamato AGC.Rispetto agli enormi calcolatori dell'epoca, grandi come frigoriferi, aveva una taglia ridotta: 61 centimetri di profondità, 32 di larghezza e 17 di altezza, per un peso di 32 kg. Aveva una potenza di 152 kByte complessivi di memoria a bordo - tra ROM e RAM, Oggi un normale notebook a qualche Giba di ROM e qualche centinaio di RAM oltre ad una potenza di calcolo migliaia di volte più grande.
Dunque la tecnologia cambia ma gli uomini e le organizzazioni cambiano con lo stesso passo?
La presentazione descrive la metolodogia DDMRP e la RoadMap messa a punto dagli esperti di Advance Supply Chain Solutions per implementarla con successo. Advance SC Solutions è la divisione di consulenza di Advance Operations Management School, ASCM/APICS Premier ELITE Partner e Partner ufficiale del Demand Driven Institute.
strumento concreto ed operativo per programmare le attività di formazione in azienda, offre una guida ad orientarsi nella complessità del mondo della formazione e conoscere più da vicino il ventaglio di opportunità proposte diventando anche un punto di partenza per costruire percorsi personalizzati e specialistici in collaborazione con i migliori esperti.
David Bramini | Gestione strategica del Portfolio Progetti. Orientare l exec...PMexpo
Gestire in modo efficace il Portfolio Progetti può essere reso difficoltoso da svariate disfunzioni organizzative. Tra queste, il sovraccarico rispetto alla reale capacità di esecuzione, è spesso causa di disorientamento, col conseguente dispendio di energie in attività non coerenti con gli obiettivi dell’organizzazione.
Gli OKR (Objective & Key Results) sono un framework che, tra i vari benefici, può essere impiegato insieme ad altri "filtri decisionali" per valutare quali delle tante idee e iniziative che circolano nell'organizzazione sono coerenti con la strategia e meritevoli delle preziose risorse richieste.
Nel talk porterò esperienze di integrazione tra moderne pratiche di gestione del Portfolio e OKR, al fine di consolidare il collegamento tra la strategia aziendale e la sua esecuzione.
Certificazione della Professione Project ManagerVito Madaio
LaCertificazione TenStep Project Manager (TSPM) si inserisce nel panorama internazionale delle certificazioni che qui riassumiamo citando i principali player mondiali (PMI, IPMA, APMG, AIPM, TenStep).
T
Intervento relativo alla fase di Continual Service Improvement tenuto all'interno del tutorial organizzato da itSMF Italia relativo alla nuova versione di ITIL (26/11/2011)
Intervento di Carlo Maria Capè, Presidente Confindustria Assoconsult, al "17° Meeting Nazionale ACEF - Evoluzione dei Servizi Professionali della Consulenza", tenutosi a Bologna, presso la sede della Regione Emilia Romagna, nei giorni 30 e 31 ottobre e 9 e 10 novembre 2017.
nel 1969 l’apollo 11 era dotato di un computer di bordo chiamato AGC.Rispetto agli enormi calcolatori dell'epoca, grandi come frigoriferi, aveva una taglia ridotta: 61 centimetri di profondità, 32 di larghezza e 17 di altezza, per un peso di 32 kg. Aveva una potenza di 152 kByte complessivi di memoria a bordo - tra ROM e RAM, Oggi un normale notebook a qualche Giba di ROM e qualche centinaio di RAM oltre ad una potenza di calcolo migliaia di volte più grande.
Dunque la tecnologia cambia ma gli uomini e le organizzazioni cambiano con lo stesso passo?
La presentazione descrive la metolodogia DDMRP e la RoadMap messa a punto dagli esperti di Advance Supply Chain Solutions per implementarla con successo. Advance SC Solutions è la divisione di consulenza di Advance Operations Management School, ASCM/APICS Premier ELITE Partner e Partner ufficiale del Demand Driven Institute.
Ldb CultureLab 2.0 Paci 02-pcm e progettazione partecipata gopp
Novità introdotte dal PMI per il mantenimento delle certificazioni
1. Continuing Certification Requirments (CCR)
Novità introdotte dal PMI al sistema di maturazione dei PDU
Andrea Ciresa - PMI®
NIC
Andrea Depedri - PMI®
NIC
Branch Trentino Alto Adie
Trento - 11 dicembre 2015
2. PMI®
-NIC: CCR Aggiornamenti
Che cos’è il programma CCR?
Continuing Certification Requirments (CCR)
Strumento che regola il mantenimento di tutte (7) le certificazioni che il PMI rilascia
Continuing Certification Requirments System (CCRS)
Sistema Informativo a supporto del CCR
Professional Development Unit (PDU)
Unità elementare per la misurazione delle attività per il rinnovo della certificazione
4. Le regole del programma CCR prima del 1 dicembre 2015
PMI®
-NIC: CCR Aggiornamenti
Nessun limite
massimo PDU
Limite massimo PDU:
-45 se 60 PDU per ciclo
-20 se 30 PDU per ciclo
Limite massimo PDU:
-30 se 60 PDU per ciclo
-15 se 30 PDU per ciclo
Limite massimo PDU:
-15 se 60 PDU per ciclo
-12 se 30 PDU per ciclo
5. PMI®
-NIC: CCR Aggiornamenti
Perché aggiornare il programma CCR?
• Adeguarlo alla naturale evoluzione della professione
• Trasformare il CCR in uno strumento di sviluppo professionale
• Incrementare il valore, la rilevanza e la credibilità dei partecipanti
• Adeguarlo alle esigenze del mercato
Per le aziende è fondamentale trovare risorse con gli ‘skills’ adatti
66% delle aziende indicano che gli ‘skills’ tecnici per la gestione di un
progetto sono i più difficili da trovare
71% delle aziende considerano gli ‘skills’ relativi alla leadership il più
importante fattore di successo sul lungo periodo
72% percentuale media dei progetti di successo nelle organizzazioni in cui
i project manager sono allineati e contribuiscono alla definizione
degli obiettivi strategici
6. PMI®
-NIC: CCR Aggiornamenti
PMI Talent Triangle
Leadership Skills:
Definizione: capacità di guidare e motivare
gli altri. Skills che aiutano
l’organizzazione a raggiungere gli
obiettivi di business
Esempi:
Negoziazione
Gestione dei conflitti
Intelligenza Emotiva
Team Building
Strategic & Business Managemet Skills:
Definizione: conoscenze ed esperienze relative all’organizzazione aziendale e al tessuto industriale che
permettono di migliorare le performance e un miglior raggiungimento degli obiettivi di business
Esempi:
Gestione dei contratti , Gestione della complessità, Pianificazione Strategica, Gestione Finanziaria
Technical Skills:
Definizione: conoscenze e saperi relativi ad
uno specifico dominio di progetto,
programma o portfolio
Esempi:
Tecniche per la raccolta dei requisiti
Controllo dei tempi e dei costi
Gestione dei rischi
Metodologie Agile
7. PMI®
-NIC: CCR Aggiornamenti
Che cosa cambia nel programma CCR dal 1 dicembre 2015?
Le categorie principali per la classificazione delle PDU rimangono sempre le stesse Education and Giving
Back. Cambiano il modo e le regole di classificazione delle PDU in queste categorie.
Education
• 60% delle PDUs devono essere acquisite in questa categoria per enfatizzare la necessità di
sviluppare continuamente gli skills richiesti dalle aziende
• Le PDU in questa categoria vengono allineate con il PMI Talent Triangle
• E’ richiesto un umero minimo di PDU per ogni area: Technical Project Management, Leadership,
Strategic and Business Management
Giving Back
• Diminuisce il numero massimo di PDU che possono essere registrate in questa categoria
• Le attività rimangono le stesse: volontariato, creazione di conoscenza e attività professionale di
project managemet
• Vengono diminuite il numero massimo di PDU che si possono acquisire tramite attività
professionali di project managemet
8. PMI®
-NIC: CCR Aggiornamenti
Che cosa cambia nel programma CCR dal 1 dicembre 2015?
60 PDU
PMP | PgMP | PfMP | PMI–PBA
Education - Minimo 35 PDU
minimo 8 PDU Technical
minimo 8 PDU Leadership
minimo 8 PDU Business/Strategic
11 PDU rimanenti in qualsiasi area
Giving Back - Massimo 25 PDU
Volontariato
Creazione di conoscenza
Attività Professionale (massimo 8 PDU)
30 PDU
PMI–ACP | PMI–RMP | PMI–SP
Education - Minimo 18 PDU
minimo 4 PDU Technical
minimo 4 PDU Leadership
minimo 4 PDU Business/Strategic
6 PDU rimanenti in qualsiasi area
Giving Back - Massimo 12 PDU
Volontariato
Creazione di conoscenza
Attività Professionale (massimo 4 PDU)
10. PMI®
-NIC: CCR Aggiornamenti
Tempistiche
* Aderire alla nuova modalità è consigliato e caldeggiato, ma non obbligatorio per il
rinnovo della certificazione durante il ciclo corrente
Data Inizio
1 dicembre 2015
Data Scadenza della Certificazione
1 dicembre 2015
30 novembre 2017
1 dicembre 2017
e successivi
Classificare PDU in accordo alle
nuove regole del CCR YES YES
Raggiungere il minimo numero di
PDU nella categoria Education e
in ognuna delle tre aree di
competenza (Technical ,
Leadership, Strategic & B.M.)
NO* YES
Limitare il numero massimo di
PDU nella categoria Giving Back
al nuovo valore limite
NO* YES
15. Grazie e … a presto!
Andrea Ciresa
Andrea Depdedri
PMI®
NIC - Branch Trentino Alto Adige
PMI®
-NIC: CCR Aggiornamenti
Editor's Notes
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges.
Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts.
The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations.
PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
As project management programs develop in more and more schools of business, engineering, computer science, and other fields, PMI works with universities to ensure high standards of professional education. It also registers more than 1100 education providers, including corporate training & development organizations and PMI components, that meet rigorous standards for instruction in project management.