The Project Management Institute

Introduction

Project Management (PM) refers to when knowledge and skills are applied for effective and efficient execution of assignments. Organizations compete strategically in their markets tying project results to business goals. The demand for project professionals far exceeds supply, and this is a warning that there might be a global educational crisis which if not solved will put many countries at risk by the time it reaches 2016. Teaching project management is the only effective solution to this crisis (Pinto, 1998).

Project Management Institute

Project Management Institute (PMI) refers to an institution that serves organizations and practitioners. It has established standards and practices and globally recognized certificates. This strategy helps determine the qualified experts in project management and also provides the best resources to apply in professional development. The Project Management Institute has many useful resources, and some of them include; certification, professional development, membership benefits, business solutions, marketplace among others (Marks, 2012).

Being a member of PMI indicates that a person is committed to development of a career in project management. it also signifies that a person to develop professional goals towards achieving goals in project management. The Project Management Institute has a membership plan that is right for everyone. The members have access to important information, networks and the necessary resources ti improve and advance their careers. In addition, members get discounts for the exams and renewals. They are also offered professional development courses.

A member has the prevelege to select a certification in project management that matches the expertise and the future plans for their careers. The PMI offers six credentials. These authorizations are developed in a rigorous manner. They also have worldwide accreditation and are easily adopted around the world. All that is required is one to prove his or her proficiency and obligation to the profession. Another good thing about PMI is that its certificates are technical and of financial edge. In this case, the certification impacts salaries of project managers positively (Murch, 2004).

The resource for professional development helps individuals improve their skill sets. This will increase their value to their organization and enhance their future prospects of career. The Project Management Institute can make a person to become a professional of a world class. The PMI has established knowledge assessment strategies to help professionals in identifying the level of learning and the skills they require to advance in their career. If it is information one needs, PMI has Career Central that gives insights on empowering careers.

In the resource of business solutions, the Project Management Institute helps organizations get the most out of their performance. When applied together with an organization’s culture, the project management adds value by improving management functions used. This is achieved through dependable performances, communication and cooperation, and looking for new products, processes and markets. The Project Management Institute anchor organizations from taking advantage of Talent Management, Organizational Project Management and PMI Registered Consultant Program (Kerzner, 2009).

In Talent Management, the PMI provides online tools for planning career paths to make professionals grow and learn and at the same time, maintaining them in the organization. The organization should acknowledge that project management is not just tied to the aspect of hiring staff. In Organizational Project Management, the PMI offers Management Maturity Model certification and professional consultant services. This will help the organization know if it is making a difference after embracing project management. A professional then should tie his projects to his business management functions and make sure they support his organizational goals.

Knowledge center a resource in PMI contains the highlights, voices on project management, knowledge shelf and e-reads. The highlights update project management organizations on current projects and how organizations can work on them. In Voices on project management, an agile approach lets one spot quickly when a project is falling and gives the right measures to return it on track. The knowledge shelf shows how people learn to use social media as a strategic tool for projects-lessons-learned (knowledge sharing platforms where interpersonal interactions and communication have been facilitated). The PMI members can enjoy reading books and media on businesses and project management through e-reads (Englund & Bucero, 2012).

PMBOK® Guide and Standards, a resource in Project Management Institute ensures that project management and frameworks of organizations are updated. As project management grows, the PMI’s standards doubles up to enhance the profession, and ensure that the information required is provided. The PMI’s standards analysis demonstrates various aspects related to how the project can be managed. These aspects include instructions, features and procedures related to project management. The standards have gained general acceptance and applicability across the world. The standards should be applied consistently to facilitate the achievement of professional excellence among individuals. The standards accurately reflect the evolving profession because they are updated and created by both volunteer teams and the general public (Project, 2013).

Project Management Professional

PMI’s Project Management Profession (PMP) is a certificate awarded to project managers and most important industry recognized credentials. It is demanding and recognized globally. Rigorous testing and qualifications makes PMP a widely respected certification. With the certificate, one is considered to be experienced and competent enough to lead and direct projects. This is shown through earning high salaries and increased marketability to employers (Heldman, 2009).

The requirements for experience and examination are focused on the management functions. The requirements include a four-year bachelor’s degree and four thousand five hundred (4500) hours of project management experience in the management functions (process groups), thirty five (35) contact hours where classroom instructions are issued about the project management aims and objectives. Supporting documentation for the above qualifications is required. One must also pass the Project Management Professional exam with two hundred (200) multiple choice questions which should be completed in 4 hours time (Crowe & Project Management, 2005).

Analysis of PMI and PMP

Search Criteria: Project Manager

#job title – PMP – Required/Preferred Six Sigma? – Years of experience

  • Business project – required – green belt – 7
  • PMO – Medicaid Preferred – _ – 5
  • Sr. Project manager – required – _ – 8
  • CMI management inch. – _ – _ – 7
  • Ind. e-Commerce – required – _ – 5

Search Criteria: Director of PMO

# Job Title (exact title) – PMP – Required/Preferred Six Sigma? – Years of experience

  • Project director – required – _ – 3
  • Dr. of program management – required – _ – 8
  • Director – required – Mentioned – 7+
  • Dr. Project management office – preferred – _ – 10
  • Dr. big data professionals – required – _ – 7

According to the research done above, it is clear that; to become a project management professional, one has to qualify academically and must have applied his or her leadership skills for a given time (experience in the profession of Project Management). The director of a project management organization should too qualify academically and have experience in leading an organization for a certain time (Coleman & Glover, 2010).

A set of traits that people develop that are reflected in the core values, and how we relate with others is what is regarded as leadership. It requires more effort to be a leader than it is to attain a simple certification. Leadership is required by management to enable the organization conduct its duties efficiently. This includes the evaluation, selection, initiation and management of projects. From the research, we have found that leadership and management go hand in hand in all project developments. It is like they complement each other in meeting the project’s goals. Some of the leadership qualities a project manager should have are; he should be a person who inspires a shared vision. Leaders are important in project management because they influence the subordinates to achieve the vision if the organization. They also empower the subordinates because they provide the resources required in implementing strategies.

Conclusion

An effective project manager should be a good communicator. Communication helps project leaders in achieving objectives of an organization. This is achieved by developing explicit guidelines in achieving goals and advancing careers of team members. Integrity is another quality that the project leader should have. Good leadership requires the team members to have a commitment towards the achievement of the organizational goals. It also requires members to demonstrate ethical behaviors. The other qualities are empathy, competence, and enthusiasm. In addition, leaders should have the capacity to delegate duties. They should also be able to achieve goals even when working under pressure. They should have skills in team building and solving problems within the organization.

References

Coleman, M., & Glover, D. (2010). Educational leadership and management: Developing insights and skills. Maidenhead: Open University Press.

Crowe, A., V & Project Management Institute. (2005). The PMP exam: How to pass on your first try. Kennesaw, Ga.: Velociteach.

Englund, R. L., & Bucero, A. (2012). The complete project manager’s toolkit. Tysons Corner, VA: Management Concepts Press.

Heldman, Kim. (2009). Pmp Project Management Professional Exam Study Guide: Epub Edition. John Wiley & Sons Inc.

Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling: Epub Edition. John Wiley & Sons Inc.

Marks, T. (2012). 20:20 project management: How to deliver on time, on budget and on spec. London: Kogan Page.

Murch, R. (2004). Project management: Best practices for IT professionals. Upper Saddle River, NJ: Prentice Hall PTR.

Pinto, J. K. (1998). The Project Management Institute: Project management handbook. San Francisco: Jossey-Bass Publishers.

Project, M. I. (2013). Guide to the project management body of knowledge: Pmbok guide. S.l.: Project Management Inst.