Project Management Institute published the fifth edition of the A Guide to the Project Management Body of Knowledge (PMBOK® Guide) in 2013. With over half a million certified PMP®s, it is no wonder it is the most sought after certification in the project management industry.
Simplicity can be defined as:
In my opinion you are a saint if you tell me you are not a bit stressed.
Positive stress is actually good; it is the negative stress that is the problem. Excessive stress is a guaranteed ticket to ill-health, and in extreme cases, even death.
Positive stress can help in:
But what happens when you are negatively stressed? I am sure you do pass it around, without even knowing it!
"If I just read this book 'n' times, will I pass the exam?"
"I have spent considerable amount of time going through the glossary definitions. Am I prepared for the exam?"
"Why are these questions not straight (forward)?"
"This question appears to be out-of-syllabus!"
"None of the answer options match the definitions that I read from the book!"
"Will I get direct questions in the exam?"
These are some of the questions candidates preparing to write PMI exams, such as the PMP* or PMI-ACP have. I am sure you would too if you were planning on taking up these certification exams. I get asked about this all the time.
One of the common questions that PMP certification aspirants have is – “is it sufficient if I just read the PMBOK for the PMP exam?”
Most professional certifications require the certified professional to contribute, learn and improve their domain knowledge. This is a part of the condition to maintain validity on their certification. This is the basis for Continuing Education.
Many a time the meeting co-ordinator who has called for the meeting is ill-prepared. This has a negative effect, in terms of lost time, low employee morale and ultimately lost productivity. This article argues that unless better meeting management techniques are implemented, organizations will unknowingly bleed.
Change is all around us, and admittedly occurs all the time. As project executives, it is imperative for us to be prepared for change, in whatever form it may come in. Project management is basically the art of managing change and if this isn't understood clearly, the consequences for all involved in the project will be painful.
Some traditional line managers new to software development projects feel that the yard stick for project progress is how much of the code is being written. Nothing can be farther from truth. Code development itself is just one of the many facets of the software project managers responsibility. Ignoring this fact and simply rushing to churn out lines of code is a sure fire way for disaster, since all the upstream steps that are required before coding ever begins would have been compromised. Executive awareness is the key in managing software project development.