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Average Salary for Certification: Project Management Professional (PMP)

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Employees with a Project Management Professional (PMP) Certification 

Salary Ranges by Job

Job Title
Project Manager, (Unspecified Type / General) $58,929 - $123,593 1918 salaries
Project Manager, Information Technology (IT) $65,602 - $125,719 1679 salaries
Senior Project Manager, IT $87,883 - $141,992 1294 salaries
Director of Operations $60,910 - $156,084 466 salaries
Information Technology (IT) Director $93,562 - $177,278 452 salaries
Country: United States | Currency: USD | Updated: 1 Jul 2017 | Individuals Reporting: 22,473

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The Ten Characteristic of a Servant Leader

written by Aleem Khan on May 8, 2017 in Agile and PM Skills with no comments

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Servant leadership is a term that was coined by Robert Greenleaf in 1970. He was an AT&T executive. This term has now made waves and is used by people all over the world. Many people have also written on the subject in order to expand the concept and make its implementations practical. In recent years, Agile communities also pick on this leadership and put a lot of emphasis on being a servant leader vs. any other type of leadership that require more command or control. The terms servant and leader are considered opposites of each other. While one leads, the other follows. The term servant leadership is, therefore, an oxymoron. However, the magnitude of its meaning is revolutionary. It brings about a new angle of looking at leadership. In order to be a servant leader, you must first have a desire to serve others. This desire then pushes you to want to lead others.

In order to become a good servant leader, there are ten characteristics that are integral. You must have these habits deeply rooted in you first. They include:

Listening

In order to be a good servant leader, you must know how to listen. Leaders such as people in management have been tasked with making and implementing decisions for a long time. They give orders, and the workers listen. However, servant leaders are the opposite. They first listen to concerns and suggestions. They allow everyone to be involved. After people have contributed to the issue at hand, these leaders take time out to reflect on everything they have heard. This is a way to include everyone. It helps people feel that their input is worth something.

Empathy

A servant leader must be empathetic. You must know how to connect with the people you are leading. You need to be able to understand what they are feeling or going through and relate to them. A leader who is detached is unable to effectively lead a people that he does not understand. It is also important to note that sympathy differs from empathy although both have a role to play in the situation.

Healing

Healing is the quality of being able to resolve issues and conflict. Servant leadership requires you to have healing qualities. This must first be applied to yourself before it can be applied to your followers. You must be able to reconcile and mend your relationship with yourself then with others before you can facilitate the mending of other people’s relationships. You must be able to play a role in helping people solve their problems and issues as this helps people to become better.

Awareness

As a leader, you have to be aware of yourself. You must also know the values and ethics that you hold and how they are applicable in a situation. You must also know that you have power and decide on how you would want to wield it. With this information, you are able to view matters through a holistic sense. If it is a problem, you are able to view the different aspects before tackling it or attempting to solve it.

Conceptualization

Every servant leader must be able to conceptualize. As a leader, you must know how to dream. You must be able to see the potential in a situation or an individual. This can then be passed on to the people that you are leading. Having an open mind and the ability to conceive will also help you perceive what your followers can see as a better possibility in the future.

Foresight

Closely related to conceptualization is foresight. Foresight is the characteristic that allows the leader to see beyond the present and look into the future. With this futuristic view, a servant leader is able to assess different outcomes from various actions that can be taken. This helps in making informed and carefully analyzed decisions about different moves.

Persuasion

A servant leader does not coerce, he or she convinces. For a long time, leadership approaches have included barking orders at the followers. With servant leadership, the leader aims at persuading and convincing the people to go in a certain direction. He or she does not hold authority and power over people’s heads so that they can do what he or she wants.

Stewardship

Stewardship is an overwhelming commitment to catering to the needs of others first. Before you think about how you are going to achieve your goals and push the organization, think about the workers and their needs. In serving others first, you create a suitable environment for them to be able to respond to the organization’s needs as there are no other distractions.

Commitment to People’s Growth

A servant leader is committed to the people’s growth. The main thing is not whether or not the goal has been achieved. Rather, it is first about the people. The first question a servant leader asks is, “Have the people become better from it.” Has the personal and professional development of the people been witnessed through the process?

Building Community

Servant leadership aims to create community within organizations. It is easy to feel detached and focused on your own goals and your own dreams. A servant leader helps you to look beyond this and look to the goals of others as well as the organization’s. In so doing, community is created and longer lasting genuine bonds are forged.

For a long time, leadership has followed hierarchical structures that have worked in one way or another. Today, the environment is always growing increasingly complex. While these hierarchical structures still work in terms of organization, they are not as effective in the long run. Servant leadership has shown that there is an integral role that leaders play when they lead by example. The organization grows holistically when the leader is a servant first. There is, therefore, a gap that needs to be filled by servant leaders. Additionally, we must recognize that in order for servant leadership to work, the leader must have the ten characteristics that have been outlined above. Without those, you will not be able to fully serve the people or inspire them to greatness. The good thing about these qualities is that they can be nurtured. With conscious effort and continued application, you can become the servant leader who will make a difference in the lives of others and of the organization.

Reference: Character and Servant Leadership: Ten Characteristics of Effective, Caring Leaders, Larry C. Spears. The Spears Center

65. Quality is the process of completing the scope to meet stated or implied needs.
66. CRASHING =MORE COST
67. FAST TRACK =MORE RISK ...
68. Monte Carlo analysis gives you:An indication of the risk involved in the project
69. 85% cost of quality = DEMING

Root cause analysis

Root cause analysis is a technique used in many areas of project management to determine the actual root cause (instead of the symptom) of an identified issue. It is more effective to determine the root cause of an issue and treat it than it is to treat the symptom that might reoccur if the root cause is not identified and treated. For project performance analysis, it is used to determine the root cause of an identified variance. The results of root cause ...analysis are displayed by using the cause and effect diagram, also known as the Ishikawa or fishbone diagram.

In addition to the cause and effect diagram, a popular and effective way of determining actual root cause is to apply the “five why’s” technique. This technique seeks to ask the question “why” several times to determine why a particular cause occurred to get to the absolute actual cause.

How many people have PMP certification in the U.S.?

6 ANSWERS

Resit Gulec, Founder & CEO at Master of Project Academy

Answered May 25

There are over a million PMP certification holder around the world. Which country has how many PMP certification holders is a confidential data and only PMI can know it.

However, after teaching over 50,000 professionals in 180+ countries around the world for PMP certification, and after reading several surveys, reports, posts about PMP Certification, I can share the following data with you.

Brazil, Germany, South Korea, Taiwan and Singapore are following these countries respectively.

You can read following guide to learn everything, A to Z, about PMP certification.

PMP Certification Ultimate Guide - 99.6% Pass Rate - Master of Project

586 Views · 3 Upvotes · Answer requested by 

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PMI Credential Holders Worldwide

written by Aleem Khan on December 27, 2015 in Certifications and General and PM Skills with no comments

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Following are the PMI Credential holders worldwide. Statistics on active credential/certification holders worldwide. These figures are as of  31 March 2017

PMI Fact File

CAPM® Certified Associate in Project Management	33,383
PMP® Project Management Professional	761,905
PgMP® Program Management Professional	1,880
PMI-RMP® PMI Risk Management Professional	4,013
PMI-SP® PMI Scheduling Professional	1,652
PMI-ACP® PMI Agile Certified Practitioner	15,115
(PfMP)® PMI Portfolio Management Professional	412
(PMI-PBA)® PMI Active Professional in Business Analysis	1,282

 
 

PMBOK

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Project Management Body of Knowledge

The Project Management Body of Knowledge is a set of standard terminology and guidelines (a body of knowledge) for project management. The body of knowledge evolves over time and is presented in A Guide to the Project Management Body of Knowledge (the Guide to the PMBOK or the Guide), a book whose fifth edition came out in 2013. The Guide is a document resulting from work overseen by the Project Management Institute (PMI), which offers the CAPM and PMPcertifications.

A Guide to the Project Management Body of Knowledge (the PMBOK Guide)

Author	Project Management Institute
Genre	Business
Published	2013 (Project Management Institute)
Pages	589 (fifth edition)
ISBN	978-1-935589-67-9

Much of the PMBOK Guide is unique to project management e.g. critical path method and work breakdown structure http://go.onclasrv.com/afu.php?id=1301307(WBS). The PMBOK Guidealso overlaps with general management which both include planning, organising, staffing, executing and controlling the operations of an organisation. Other management disciplines which overlap include financial forecasting, organisational behaviour, management science, budgeting and other planning methods.

Contents

HistoryEdit

Earlier versions of the PMBOK Guide were recognized as standards by the American National Standards Institute (ANSI) which assigns standards in the United States (ANSI/PMI 99-001-2008) and the Institute of Electrical and Electronics Engineers (IEEE 1490-2011).^[1]

The evolution of the PMBOK Guide is reflected in editions of the Guide. The Guide was first published by the Project Management Institute (PMI) in 1996. That document was to some extent based on earlier work that began with a white paperpublished in 1983 called the "Ethics, Standards, and Accreditation Committee Final Report." The second edition was published in 2000.^[2]

In 2004, the PMBOK Guide — Third Edition was published with major changes from the previous editions. The Fourth editionwas published in 2008. The latest English-language version of The PMBOK Guide — Fifth Edition was released in 2013.

A "Sixth Edition" is scheduled for release in the third quarter of 2017.^[3]

PurposeEdit

The PMBOK Guide is intended to be a "subset of the project management body of knowledge that is generally recognized as a good practice. 'Generally recognized' means the knowledge and practices described are applicable to most projects most of the time and there is a consensus about their value and usefulness. 'Good practice' means there is a general agreement that the application of the knowledge, skills, tools, and techniques can enhance the chance of success over many projects."^[4] This means that sometimes the "latest" project management trends, often promoted by consultants, may not be part of the latest version of The PMBOK Guide.

ContentsEdit

The PMBOK Guide is process-based, meaning it describes work as being accomplished by processes. This approach is consistent with other management standards such as ISO 9000 and the Software Engineering Institute's CMMI. Processes overlap and interact throughout a project or its various phases.

• Inputs (documents, plans, designs, etc.)
• Tools and Techniques (mechanisms applied to inputs)
• Outputs (documents, plans, designs, etc.)

A Guide to the Project Management Body of Knowledge — Fifth Edition provides guidelines for managing individual projects and defines project management related concepts. It also describes the project management life cycle and its related processes, as well as the project life cycle.^[4]

The PMBOK as described in the Guide recognizes 47 processes that fall into five basic process groups and ten knowledge areas that are typical of most projects, most of the time.

Process groupsEdit

The five process groups are:

1. Initiating: processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
2. Planning: Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.
3. Executing: Those processes performed to complete the work defined in the project management plan to satisfy the project specifications
4. Monitoring and Controlling: Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.
5. Closing: Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.

Knowledge areasEdit

The ten knowledge areas, each of which contains some or all of the project management processes, are:

1. Project Integration Management : the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the project management process groups.
2. Project Scope management : the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
3. Project Time Management : the processes required to manage the timely completion of the project.
4. Project Cost Management : the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.
5. Project Quality Management : the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.
6. Project Human Resource Management : the processes that organize, manage, and lead the project team.
7. Project Communications Management : the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information.
8. Project Risk Management : the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project.
9. Project Procurement Management : the processes necessary to purchase or acquire products, services, or results needed from outside the project team. Processes in this area include Procurement Planning, Solicitation Planning, Solicitation, Source Selection, Contract Administration, and Contract Closeout.
10. Project Stakeholder Management : the processes required to identify all people or organizations impacted by the project, analyzing stakeholder expectations and impact on the project, and developing appropriate management strategies for effectively engaging stakeholders in project decisions and execution.

Each of the ten knowledge areas contains the processes that need to be accomplished within its discipline in order to achieve effective project management. Each of these processes also falls into one of the five process groups, creating a matrix structure such that every process can be related to one knowledge area and one process group.