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PMI-SP PMI Scheduling Professional

The Project Management Institute (PMI) ® offers a professional credential for project schedulers, known as the PMI Scheduling Professional (PMI-SP)®. PMIs professional credentialing examination development processes stand apart from other project management certification examination development practices. PMI aligns its process with certification industry best practices, such as those found in the Standards for Educational and Psychological Testing.

Although many of the domains, tasks, knowledge, and skills outlined by the PMI-SP Examination Content Outline are also covered by the Practice Standard for Scheduling and PMBOK® Guide, there are some that are unique to the PMI-SP Examination Content Outline. Candidates studying for the examination will certainly want to include the current edition of the Practice Standard for Scheduling and PMBOK® Guide as two of their references, and would be well advised to read other current titles on project scheduling.

Schedule Strategy 14%

Schedule Planning and Development 31%

Schedule Monitoring and Controlling 35%

Schedule Closeout 6%

Stakeholder Communications Management 14%

Total 100%

Domain 1: Schedule Strategy (14% of examination)

Task 1 Establish project schedule configuration management policies and
procedures incorporating best practices, regulations, governing standards
and organization policies, and procedures to ensure accessibility, storage,
retrieval, maintenance, change control, and baseline schedule control.

Task 2 Develop schedule approach, based on the unique characteristics of the
project, including enterprise environmental factors and organizational
process assets, in order to define schedule requirements.

Task 3 Establish scheduling policies and procedures regarding methodology,
selection of a scheduling tool, scheduling parameters, performance
thresholds, activity granularity, presentation format, earned value
management (EVM) implementation, analysis techniques, and approval
requirements by using resources such as organizational process assets and
project documents in order to develop the schedule management plan and
standardize operational procedures.

Task 4 Develop the scheduling-related components for project management plans
(for example, integration, scope, cost, quality, resources, communication,
risk, and procurement management), through review of contract
requirements, in order to integrate scheduling activities into the overall
project management process.

Task 5 Provide information about project scheduling objectives and goals, the role of
the scheduler, and scheduling procedures to project team members to
facilitate effective participation in the project.

Knowledge and Skills:

 Applicable contract requirements, regulations, and governing standards

 Schedule control processes (for example, baseline control, status update procedure, variance thresholds)

 Scheduling development concepts (for examples, coding, work breakdown structures, organizational breakdown structure, resource breakdown structures)

 Project charter

Domain 2: Schedule Planning and Development (31% of examination)

Task 1 Develop the work breakdown structure (WBS), organizational breakdown
structure (OBS), control accounts (CA), and work packages through
communication with subject matter experts and stakeholders and analysis of
the contractual commitments in order to ensure completion of the project
scope.

Task 2 Define activities and milestones through communication with subject matter
experts, decomposition, and application of scheduling policies and
procedures to identify and document the work to be performed.

Task 3 Estimate activity durations, utilizing subject matter experts and scheduling
techniques such as three-point estimate, parametric, analogous and/or
Program Evaluation and Review Technique (PERT) in order to develop an
overall schedule model.

Task 4 Sequence activities, incorporating defined dependencies (internal, external,
and cross programs) milestones, and constraints (for example, calendars,
geography, contracts), in order to develop a logical, dynamic schedule model.

Task 5 Identify critical and near-critical path(s) using techniques such as Critical
Path Method, Critical Chain, Program Evaluation and Review Technique
(PERT), and Monte Carlo simulation in order to meet project delivery date
requirements.

Task 6 Develop the project resource breakdown structure (RBS), determine resource
availability, and assign resources to activities by working with functional
managers, project managers, and project team members in order to define the
resource constrained schedule.

Task 7 Adjust schedule model based upon resource availability, available budget,
and other known constraints in order to calculate the resource constrained
schedule.

Task 8 Align schedule with the overall program plan or integrated master plan (IMP),
through review of enterprise objectives and contract documentation, in order
to ensure accomplishment of overall program objectives.

Task 9 Analyze major milestones against statement of work (SOW), the contract,
and/or memorandum of understanding, to assess whether schedule model
delivery estimates meet required deadlines.

Task 10 Perform schedule risk analysis using quantitative tools or techniques (for
example, what-if scenarios, Monte Carlo simulation) in order to determine if
project milestone dates are achievable within acceptable risk tolerances.

Task 11 Obtain a consensus of the project customer, sponsor, project manager, and
project team members, in order to establish an approved baseline schedule.

Task 12 Establish the Performance Measurement Baseline (PMB), using organizational
processes and standard techniques, in order to enable performance measurement and management.

Knowledge and Skills:

 Scope statements, including deliverables and deadlines

 Work breakdown structure (WBS)

 Organizational breakdown structure (OBS)

 Resource breakdown structure (RBS)

 Cost structure as related to schedule development

 Activity definition

 Activity execution techniques (duration/time, effort/work)

 Dependency relationship types (Finish to Start, Start to Finish, Finish to Finish, Start to Start)

 Leads and lags

 Prioritization within the schedule model

 Resource groups

 Resource calendars

 Resource allocation techniques

 Activity Network Diagram (AND)

 Precedence Diagramming Method (PDM)

 Capacity requirements/resource requirements

 Contingency reserve or buffer (funds, budget, or time)

 Cost and schedule integration

 Schedule baselining

 Performance Measurement Baseline (PMB)

 Inter-project Dependencies

 Milestone definition

 Schedule model components

 Schedule risk-assessment techniques (for example, Monte Carlo simulation, PERT)

Domain 3: Schedule Monitoring and Controlling (35% of examination)

Task 1 Collect activity status at defined intervals from activity owners via reports,
meetings, inspections, or other standard procedures in order to update and
review the project progress.

Task 2 Collect resource information and updates via reports, timesheets, meetings,
inspections, or other standard procedures in order to report on resource
utilization and availability.

Task 3 Perform schedule analysis and audit, on in-house and subcontractor
schedules, using industry standards, guidelines and best practices in order to
identify and report project schedule, status, changes, impacts or issues.

Task 4 Identify alternative project execution options, using tools and techniques
such as what-if scenario analyses, in order to optimize the schedule.

Task 5 Incorporate approved risk mitigation activities into the schedule, by utilizing
defined change control processes, in order to establish a new performance
measurement baseline (PMB).

Task 6 Update the schedule model and document schedule baseline changes,
received through formal change-control processes, in order to maintain an
accurate schedule and facilitate forensic schedule analysis, if required.

Knowledge and Skills:

 Progress measurement techniques (for example, percent complete, actual/remaining duration, estimate to complete)

 Industry standards, guidelines, and best practices with respect to activity status update frequency, format, and content

 Metrics to monitor, analyze, and control the schedule

 Cost and schedule reserve analysis

 Activity prioritization

 Available data, logical data organization/relationships within data elements

 Electronic file storage and retrieval standards

 Resource breakdown structure (RBS)

 Resource calendars

 Resource groups

Resource allocation techniques

 Schedule risk analysis

 Project schedule change control

 Reserve analysis

 Knowledge of ongoing audit analysis

 Activity Network Diagram (AND)

 Precedence Diagramming Method (PDM)

 Schedule risk assessment techniques (for example, Monte Carlo simulation, Program and Evaluation Review Technique [PERT])
Schedule and cost variance management

Domain 4: Schedule Closeout (6% of examination)

Task 1 Obtain final acceptance of the contractual schedule components, by working
with sponsor and/or customer, in order to facilitate project closeout.

Task 2 Evaluate final schedule performance against baseline schedule, scheduling
approach and the implementation, using standard scheduling tools and
techniques, including solicitation of feedback from stakeholders, in order to
identify lessons learned and develop best practices.

Task 3 Update the organizational process assets, through documentation of
identified lessons learned and best practices, in order to Excellerate business
processes.

Task 4 Distribute final schedule reports, including earned value management (EVM)
calculations and variance analysis, to stakeholders in order to facilitate
project closeout.

Task 5 Archive schedule files (for example, final schedule model, schedule
management plan, periodic status reports, schedule change log), as per
defined procedures in order to satisfy contractual requirements and prepare
for potential forensic schedule analysis.

Knowledge and Skills:

 Contractual schedule components

 Schedule close-out procedures

 Feedback techniques

 Schedule review techniques

 Schedule issue management

 Transition planning

Domain 5: Stakeholder Communications Management (14% of examination)

Task 1 Develop and foster relationships with project stakeholders, consistent with
the communication management plan, in order to enhance support for the
project schedule.

Task 2 Generate and maintain visibility of project schedule, by working with the
project manager and/or stakeholders, in order to maintain stakeholder
support.

Task 3 Provide senior management and other stakeholders with verbal and written
schedule status updates and impact on schedule of corrective actions, as
defined by the communication management plan, in order to maintain
stakeholder awareness.

Task 4 Communicate schedule issues that could impact delivery of project scope or
adherence to the schedule management plan, in order to elevate awareness to
relevant stakeholders.

Knowledge and Skills:

 Targeting communications to senior management

 Methods and techniques used to maintain visibility of project schedule Elements of the communication management plan Oral and written communication tools and techniques

 Targeting communications to intended audience

 Presentation tools and techniques

 Negotiation

 Facilitation

 Cultural sensitivity and diversity

 Conflict resolution

 Project life cycle

 Stakeholder-impact analysis

 Change management/control

 Scheduling terminology

 Organizational process assets

 Project management software

 Project management information systems

 Schedule documentation and reporting techniques

 Scheduling data management procedures (for example, archiving, storage, retrieval)

 Estimation techniques (for example, analogy based estimation, parametric estimation, historical data, expert estimation)

 Scheduling methods (for example, critical path method, critical chain, linear, agile)

 Scheduling techniques (for example, resource leveling, schedule compression, simulation)

 Earned Value Management (EVM)

 Gantt Charts

 Quantitative and qualitative schedule analysis (for example, schedule performance index, baseline execution index, float analysis)

 Problem-solving tools and techniques

 Contract schedule requirements

PMI Scheduling Professional
PMI Professional test format

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PMI-SP
PMI Scheduling Professional
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Question: 311
A company hires a scheduler for one of its projects. What skills should he possess to efficiently
work with the project team? Each correct answer represents a complete solution. Choose three.
A. Performance control
B. Execution scheduling
C. Leadership
D. Feasibility planning
Answer: D, B, A
Explanation:
A scheduler schedules the constraints for the project into phases with respect to the time and
resources available. He can be hired from outside a company, or from within a company. The
basic roles of a scheduler are as follows: Feasibility Planning: A scheduler is the time
management expert who paints a picture of the project. He develops a strategy for delivery and
to gain consensus. Execution Schedule: A scheduler works with the project team to optimize
and refine the schedule until an agreed schedule has been developed. Performance Control: A
schedule is maintained by the scheduler who optimizes outcomes and instructs the project team
on their presentation. It is important that the scheduler be aware of the changes and trends
related to the project delivery. Answer option C is incorrect. This is the skill possessed by the
project manager.
Question: 312
Which of the following is NOT an output of the control schedule process?
A. Organizational process assets
B. Change requests
C. Project termination request
D. Project document updates
Answer: C
Explanation:
The project termination request is not an output of the control schedule. Early termination of a
project is a closing process and usually does not stem from the project manager. The outputs of
the control schedule process are as follows: Work Performance Measurements: The work
packages and control accounts are documented and communicated to the stakeholders.
Organizational Process Assets Updates: The assets that are updated are: corrective actions
chosen and the reasons, causes of variance, and other types of lessons learned from project
schedule control. Change Requests: It is processed for reviews and disposition through the
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Perform Integrated Change Control process. Project Management Plan Updates: The elements
that need to be updated are: schedule baseline, schedule management plan, cost baseline. Project
Document Updates: The elements that need to be updated in project document updates are:
schedule data and project schedule.
Question: 313
You are the project manager of the NHQ project. This project is scheduled to last for six months
and will require $345,000 to complete. If the project completes earlier than scheduled, your
organization will receive a bonus of $5,000 per day for the early completion. Management has
asked you to develop an aggressive schedule to realize as much of the bonus as possible, but
you must be careful not to increase project risk beyond an acceptable level of risk exposure.
Which of the following approaches is most likely to increase project risk?
A. Using the critical chain method
B. Crashing
C. Adding leads to the project work
D. Fast tracking
Answer: D
Explanation:
Fast tracking allows entire phases of the project to overlap and this action does increase risks.
This is an approach that you would want to avoid in your project. Answer option B is incorrect.
Crashing adds labor to the project and typically drives project costs. Answer option A is
incorrect. The critical chain method considers the availability of project resources as part of its
network diagramming technique. Answer option C is incorrect. Lead time allows project
activities to overlap and may introduce project risks, but not to the extent of using fast tracking.
Question: 314
You are the project manager of the GHY Project. This project is scheduled to last for one year
and has a BAC of $4,500,000. You are currently 45 percent complete with this project, though
you are supposed to be at your second milestone, which accounts for half of the project
completion. There have been some errors in the project, which has caused you to spend
$2,073,654. What is this project's planned value?
A. $2,025,000
B. There is not enough information to know
C. $4,500,000
D. $2,250,000
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Answer: D
Explanation:
The planned value is the worth of the project if it were on time. In this instance, the project
should be 50 percent complete, so the planned value is half of the project budget - $2,250,000.
Planned value (PV) is the authorized budget assigned to the schedule work to be accomplished
for a schedule activity or work breakdown structure component. It serves as a baseline against
which real performance is measured. The theory of planned value is of vital importance to the
project management team and it is important to keep careful track of this. The term planned
value can also be in some situations referred to by the project management team and the project
management team leader as the budgeted cost of work scheduled (BCWS). Answer option C is
incorrect. This is the budget at completion. Answer option A is incorrect. This is the earned
value for the project. Answer option B is incorrect. There is enough information to know.
Question: 315
You are the project manager for your organization. You want to record some details about the
work that the project team has to complete. You want to document the level of effort, where the
work is to be performed, and the person who will be responsible for completing the work.
Which of the following is the best place to document this information?
A. Activity attributes
B. Project management plan
C. Schedule Management Plan
D. Roles and Responsibilities Matrix
Answer: A
Explanation:
The activity attributes initially include the Activity ID, WBS ID, and the Activity Name, but it
can evolve over time to include other components about the work. Activity attributes are an
output of the Define Activity process. These attributes refer to the multiple components that
frame up an activity. The components for each activity during the early stages of the project are
the Activity ID, WBS ID, and Activity name. At the later stages, the activity attributes include
Activity codes, Predecessor activity, activity description, logical relationship, successor activity,
leads and lags, imposed dates, and constraints and assumptions. Activity attributes are used for
schedule development and for ordering, selecting, and sorting the planned schedule activities in
a number of ways within reports. Answer option B is incorrect. A project management plan is a
formal document that defines how the project is being monitored, controlled, and executed. It is
not the best answer. Answer option D is incorrect. The roles and responsibilities matrix records
the work and the person to record the work, but does not offer additional information such as
locale for the work, level of effort, and other information. Answer option C is incorrect. The
Schedule Management Plan defines how the schedule will be created, executed, and controlled.
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Question: 316
Steve is the project manager for the POK Project. He is working with the project customers to
determine how frequently they'd like to receive the project information. The customers would
like weekly status reports on how the project is performing. Where should Steve document this
information?
A. Communications management plan
B. Issues log
C. Project schedule
D. Schedule management plan
Answer: A
Explanation:
The communications management plan defines who needs what information, when the
information is needed, and the modality the information is expected in. Answer option C is
incorrect. The project schedule could include project management activities such as schedule
communication, but the communications management plan is the best answer as this
information is absolutely documented in this plan. Answer option D is incorrect. The schedule
management is not the best location for this information. Answer option B is incorrect. The
request for customer communication is not an issue, so this choice is not the most appropriate.
Question: 317
Jenny is the project manager for her organization. Her project is not doing well on project
schedule performance, and management wants her to predict how the project schedule and cost
will end. Management has asked Jenny to report and forecast her project's performance based
on the Judgmental methods. Which of the following judgmental methods will Jenny use to
accomplish the task? Each correct answer represents a complete solution. Choose all that apply.
A. Forecast by analogy
B. Technology forecasting
C. Autoregressive moving average
D. Scenario building
Answer: D, B, A
Explanation:
The judgmental forecasting method incorporates intuitive judgments, opinions and subjective
probability estimates. Some examples of judgmental forecasting are as follows: Composite
forecasts Surveys Delphi method Scenario building Technology forecasting Forecast by analogy
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Answer option C is incorrect. Autoregressive moving average is an example of the
causal/econometric method.
Question: 318
You work as a project manager for BlueWell Inc. You are creating the activity list for the
project. The activity list is based on the work packages defined in the project's WBS. Activities
provide a basis for all of the following information except for which one?
A. Scope baseline
B. Executing
C. Scheduling
D. Estimates
Answer: A
Explanation:
The project's scope baseline is not derived or provided by the project's activity list. The scope
baseline is made of the project's WBS, WBS Dictionary, and the Project Scope Statement. The
activity list provides for estimating, scheduling, executing, and monitoring and controlling the
project work. The scope baseline is an element of the project management plan. The contents of
the scope baseline include the following: Project scope statement: It includes the product scope
description and the project deliverables, and defines the product user acceptance criteria. WBS:
It defines each deliverable and the decomposition of the deliverables into work packages. WBS
dictionary: It contains the detailed description of work and technical documentation for each
WBS element. Answer option D is incorrect. Estimates do provide a basis for creating time and
cost estimates. Answer option B is incorrect. Activities are executed in the project. Answer
option C is incorrect. Activities are scheduled as part of project planning.
Question: 319
Tom is the project manager of the GHQ Project for his organization and he is working on
recovering the project schedule. As Tom examines his schedule, he is especially aware of
project activities with hard logic. What is hard logic?
A. Hard logic describes activities that can be completed in any order but are positioned with
finish-to-start relationships.
B. Hard logic describes activities that have external constraints, such as a vendor.
C. Hard logic describes activities that must be completed in a particular order unless additional
resources with comparable skill sets can be added to the project.
D. Hard logic describes activities that must be completed in a particular order.
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Answer: D
Explanation:
Hard logic, also known as mandatory dependencies, describes activities that must be completed
in a particular order. Hard logic is a binding connection between activities. It is also known as
mandatory dependency or hard dependency. Hard logic requires activities to take place in a
specific order according to the nature of work. It is a well-built connection where an activity
cannot start until and unless a previous one is completed. There are also substantial hard logic
connections where soft logic does not usually apply. Several activities rely on hard logic for the
successful completion of the project. Answer options B, A, and C are incorrect. These are not a
valid description of hard logic.
Question: 320
You are the project manager for your organization. You are working with your project team to
create the schedule baseline for your project. You will also be creating the schedule data for this
project. The schedule data typically includes all of the following except for which one?
A. Risk activities
B. Schedule activities
C. Activity attributes
D. Schedule milestones
Answer: A
Explanation:
Risk activities are not part of the schedule data. Risk is documented in the risk register, and
monitored and controlled throughout the project. In some instances, risk may be part of the
activity attributes. The schedule data includes the schedule milestones, schedule activities,
activity attributes, and the assumptions and constraints. The schedule data includes the schedule
activities, schedule milestones, activity attributes, and documentation of all known assumptions
and constraints. The sum of additional data varies by application area. The schedule data
commonly supplied as supporting details includes: Resource requirement by time period,
frequently in the category of histogram Alternative schedules, such as best case or worst case,
or resource leveled, with or without imposed dates Scheduling of contingency reserves Answer
option D is incorrect. Schedule milestones are part of the schedule data. A Answer option B is
incorrect. Schedule activities are part of the schedule data. Answer option C is incorrect.
Activity attributes are part of the schedule data.
Question: 321
Mary is the project manager of the H1QZ Project. This project is a subproject of the HQZ
Project and the project schedule is fixed and cannot vary. Stephen, a project team member,
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reports that he's having trouble completing his project assignment and will likely be at least two
days late. Examine the figure given below:
If Stephen's assignment is Activity B, what impact will his two days of lateness have on the
project end date?
A. The project will complete on time.
B. The project will be late by one day.
C. The project will be late by two days.
D. The project will be early by two days.
Answer: Pending. Please send your suggestions to support@
Question: 322
Which of the following provides a method to track project progress during project execution
against what was planned?
A. Team members profile
B. Benefit-cost ratio
C. Schedule baseline
D. Detailed project budget
Answer: C
Explanation:
A schedule baseline provides a method to track project progress during project execution
against what was planned.
What is schedule baseline?
Schedule baseline is a project schedule used in measuring project progress. It helps provide a
comparison with the real progress of work against the schedule and to determine if
performance to date is within acceptable parameters. Any change caused by change in scope of
the project invalidates the original schedule and requires a new baseline schedule. Answer
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options D, A, and B are incorrect. A detailed project budget, team members profile, and benefit-
cost ratio will not help you track project progress.
What is BCR?
A benefit-cost ratio (BCR) is an indicator, used in the formal discipline of cost-benefit analysis,
that attempts to summarize the overall value for money of a project or proposal. A BCR is the
ratio of the benefits of a project or proposal, expressed in monetary terms, relative to its costs,
also expressed in monetary terms. All benefits and costs should be expressed in discounted
present values. For e.g., a BCR of $3.8 indicates a payback of $3.8 for each dollar expended.
Question: 323
You have been hired as a contract project manager for Tech Perfect Inc. The project has already
been started. Sufficient details of the project have already been structured. You are working
with your team for cost estimation of the project. Which of the following estimating techniques
will you use for the highest degree of accuracy?
A. Parametric modeling
B. Analogous
C. Top-down
D. Bottom-up
Answer: D
Explanation:
According to the question, you have to use the estimating technique that has a higher degree of
accuracy. The most accurate estimating technique is bottom-up estimating.
What is bottom-up estimating?
Bottom-up is a cost estimating technique that involves estimating the cost of individual work
packages or schedule activities with the lowest level of detail. The detailed cost is rolled up (or
summarized) to higher levels for total project estimates. This summarized data is very useful for
reporting and tracking purposes. Bottom-up estimating provides a higher degree of accuracy,
provided the estimates at the work package level are accurate. Answer options C, A, and B are
incorrect. Parametric modeling and analogous estimating techniques use top-down estimation
model. These are less accurate than the bottom-up estimation.
What is analogous estimating?
Analogous is an estimating technique that uses the values of parameter, such as scope, cost,
budget, and duration or measures of scale such as size, weight, and complexity from a previous,
similar activity as the basis for estimation of the same parameter for a future activity. It is a top-
down estimating technique and is a form of expert judgment. It provides a lower degree of
accuracy than other estimating techniques. This technique is primarily used when there is a
limited amount of detailed information about the project or program.
What is parametric modeling?
216
Parametric modeling is an estimating technique that uses parameters, or project characteristics,
to forecast project costs. It involves a top-down approach and is similar but more accurate than
analogous estimating. It uses historical data and other variables to calculate an estimate for
activity parameters, such as scope, cost, budget, and duration.
Question: 324
Beth is the project manager of the KJH project. Sarah is Beth's administrative assistant and Ben
is the project team leader. Beth's project has eight virtual teams throughout the world that will
be working on the activities relevant to the deliverables in their locales. Thomas, the project
sponsor, has told Beth that he is to be kept abreast of all communication between her project
and the stakeholders. In this project, who is the lead person responsible for communication with
all stakeholders?
A. Thomas
B. Sarah
C. Each of the team leaders for the eight virtual teams
D. Beth
Answer: D
Explanation:
Beth, the project manager, is responsible for communication with all stakeholders. According to
the PMBOK, the project manager occupies the center of the interactions between stakeholders
and the project itself. Answer option B is incorrect. Sarah may help with the communications,
but she is not responsible for the communications. Answer option A is incorrect. Thomas, the
project sponsor, just needs to be kept abreast of the information. Answer option C is incorrect.
The project team leaders for the virtual sites are not responsible for communicating with the
project stakeholders.
Question: 325
What project management plan will document the time frame and frequency for the distribution
of required information?
A. Scope Management Plan
B. Communications Management Plan
C. Stakeholder Management Plan
D. Schedule Management Plan
Answer: B
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Explanation:
The project's Communications Management Plan defines what information will be distributed,
when it will be distributed, to whom it will be distributed, and the modality of the information.
Answer option D is incorrect. The Schedule Management Plan defines the project work, when
the project work will happen, resource utilization, and how the schedule will be monitored and
controlled. Answer option C is incorrect. There is a stakeholder management strategy, but not a
Stakeholder Management Plan. Answer option A is incorrect. The project's Scope Management
Plan defines how the scope will be created, how the changes will be allowed, how the scope
will be executed, monitored and controlled, and finally closed.
Question: 326
Fill in the blank with the appropriate word. When activities are logically linked, they become
the . __________
Answer: Schedule.
Explanation:
An activity is an individual element of work that is logically linked to other activities to form
the schedule. Its primary characteristics include an overall duration based upon the resources
applied to it (manpower, material, and equipment), as well as a start and completion date that is
tied to a work calendar. It also has a relationship with other activities (predecessors and
successors).
Question: 327
Examine the figure given below.
In this project network diagram, what is the total float for Activity I?
218
A. Three
B. Zero
C. Five
D. One
Answer: A
Explanation:
The float for Activity I is three days. The early start for Activity I is Day 17 and the late start for
Activity I is Day 20. Therefore, the difference of the early start and the late start reveals the
float as three days. It is possible, and acceptable, to use the difference of the early finish and the
late finish to find the float, as the value will be the same amount. Answer options B, D, and C
are incorrect. These are not the valid calculation for the total float.
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PMI Professional test format - BingNews https://killexams.com/pass4sure/exam-detail/PMI-SP Search results PMI Professional test format - BingNews https://killexams.com/pass4sure/exam-detail/PMI-SP https://killexams.com/exam_list/PMI Project Management Professional (PMP)®

Project Management Professional (PMP) is an industry-recognised certification for project managers.

Globally recognised and demanded, the PMP credential demonstrates that you have the experience, education and competency to successfully lead and direct projects.

The PMP® certification is renowned throughout the world. Part of that marketability comes from the prestige of PMI® certifications; achieving the globally recognised Project Management Professional (PMP)® certification will provide evidence of an individual’s knowledge, experience and ability to successfully manage a project.

Who should attend?

The PMP credential recognises demonstrated competence in leading and directing project teams. Experienced project managers should consider this qualification to consolidate their skills and allow them to demonstrate and be recognised as capable project managers.

Pre-requisites
If you wish to take the PMP exam, PMI does require that you either hold:

A four-year degree (Bachelor’s or the global equivalent) and at least three years of project management experience, with 4,500 hours leading and directing projects and 35 hours of project management education, or
A secondary diploma (high school or the global equivalent) with at least five years of project management experience, with 7,500 hours leading and directing projects and 35 hours of project management education.

You also have to apply to the Project Management Institute (PMI) before you can sit the exam. There’s a strict protocol as they have to authenticate that the above criteria has been met prior to test attendance.

How will I benefit?

At the conclusion of the course students will:

Have sufficient knowledge and understanding to work as an informed member of a project team undertaking a variety of project management roles
Be able to examine and analyse the inputs, tools and techniques of the processes and knowledge areas of the PMBOK® Guide
Be prepared for the PMP examination having completed the required 35 contact hours
Be able to describe each process group and knowledge area of the PMBOK® Guide.

About the Project Management Professional (PMP)®

Please note, this eLearning programme will prepare you to sit the PMP examination which is organised directly with PMI at an additional cost.

eLearning
Price: £460 + VAT (a 10% discount is available to members of the Institution)

Wed, 18 Oct 2023 00:43:00 -0500 en text/html https://imeche.org/training-qualifications/training-details/project-management-professional-(pmp) Best Project Management Certifications

Project management certifications claim a place in every top IT certification list because project managers are essential to IT operations. Whether you’re interested in becoming an IT project manager or want to add project management to your skills list, the following certifications will help you boost your skills and increase your value.

What to know about project management roles and certification

Next to top-level IT certifications, project management certifications are among the most sought-after tech credentials. Project management certifications enhance and expand other IT qualifications and add to a professional’s skill set.

Project management involves planning, scheduling, budgeting, executing and reporting on various projects. In the IT realm, events such as hardware and operating system upgrades, platform migrations, security patches, software updates and maintenance tasks are considered “projects,” so project management is incredibly important.

According to staffing firm Robert Half’s 2023 Salary Guide, project managers in the U.S. earn, on average, $119,000 annually; salaries reach almost $200,000 for top earners. Scrum masters earn around $112,000 nationally, and top earners can make over $180,000. Robert Half places Agile and Scrum in the top five in-demand technology methodologies, so earning a top-level certification is a surefire way to become a sought-after and well-paid project manager.

Best project management certifications

More IT professionals are seeking project management certifications these days. Various evergreen IT certifications cover different areas and skills, but all of them can help you navigate your career path and increase your earning potential. Here are several to consider.

Project Management Professional (PMP)

The Project Management Institute (PMI) stands firmly behind its PMP certification. The organization works with academia and training companies to ensure proper coverage and currency in the curricula supporting the PMP and other PMI credentials. With more than 1.2 million PMP-certified professionals globally, PMI’s PMP remains among the most prestigious project management credentials.

You can obtain college- and university-based PMP training from many institutions. You may also find PMP coverage integrated into specific degree programs (often at the master’s level).

The PMP credential is coveted by employers seeking the most highly skilled project management professionals. It is designed to ensure credential holders possess the skills and qualifications to successfully manage all project phases, including initiating, planning, scheduling, controlling and monitoring, and closing projects.

PMP-certified project managers are well versed and skilled in managing all aspects of the triple constraints: time, cost and scope. Employers depend on PMP professionals to do the following:

Manage budgets
Track costs
Manage scope creep
Identify how changes to the triple constraints may introduce risk to the project
Minimize risks to protect the project investment

PMP certification standards are rigorous and include the following:

Skills and education: Credential holders must demonstrate and certify that they have the skills and education necessary to succeed in the project management field.
Documentation: Credential seekers should be ready to provide documentation of their education, previous projects and training courses.
Eligibility ID: Candidates must obtain an eligibility ID from PMI before they can register for the exam.
Exam: Once eligible candidates receive their ID, they have one year and three attempts to pass a comprehensive 180-question exam.

While the certification is difficult to achieve, PMP credential holders enjoy significant rewards. PMI’s salary survey revealed that PMPs in the U.S. earn an average of 32 percent more than their non-credentialed counterparts. In the U.S., PMPs earn a median annual salary of $123,000, compared with $93,000 for non-PMP-certified project managers. Additionally, PMP credential holders can earn significantly more depending on a project’s size and complexity, as well as their experience and expertise.

For those who are interested in program management or who wish to specialize in a project management area, PMI offers several interesting additional credentials:

Program Management Professional (PgMP): The PgMP credential targets professionals who manage multiple projects on an organizational level.
Portfolio Management Professional (PfMP): The PfMP credential targets professionals who manage organizational project portfolios.
PMI Agile Certified Practitioner (PMI-ACP): The PMI-ACP credential targets project management professionals who work with the Agile project management methodology.
PMI Professional in Business Analysis (PMI-PBA): The PMI-PBA credential focuses on business analysis and the ability to define stakeholder requirements, project scope and business solution outcomes.
PMI Risk Management Professional (PMI-RMP): The PMI-RMP credential is a specialized credential that focuses on risk assessment, identification and mitigation.
PMI Scheduling Professional (PMI-SP): The PMI-SP credential is for project managers charged with developing and maintaining project schedules.

The PMP credential remains a nonpareil certification for IT and other professionals whose responsibilities encompass project management. It is the standard against which all other project management credentials are judged.

PMP facts and figures:

Certification name	Project Management Professional (PMP)
Prerequisites and required courses	Four-year degree 36 months of leading and directing projects within the past eight years 35 hours of project management education (does not apply to active CAPM certification holders) OR Secondary degree (high school diploma, associate’s degree or equivalent) 60 months of leading and directing projects within the past eight years 35 hours of project management education (does not apply to active CAPM certification holders) Note: Credential holders must earn 60 professional development units (PDUs) per three-year cycle to maintain their certification.
Number of exams	One (180 questions, five unscored; 230 minutes to complete)
Cost per exam	Online and in-person (administered by Pearson VUE) computer-based exams: PMI member: $405 (may retake two times within a year for a fee) Nonmember: $555 (may retake two times within a year for a fee) Exams are available in online proctored or center-based test (CBT) formats. Note: Eligibility ID from PMI is required to register.
URL	https://www.pmi.org/certifications/project-management-pmp
Self-study materials	PMI maintains a list of training resources on the PMP test guidance webpage, including these: Additional training materials (quizzes, publications, books, practice guides and more) are available from the PMI Store. Numerous books are available, including these:

PMP certification is also recommended for anyone who aspires to become an enterprise IT architect.

Certified Associate in Project Management (CAPM)

PMI also backs the Certified Associate in Project Management (CAPM) credential. In fact, the CAPM is considered a stepping stone for those who wish to attain PMP status. PMI describes the CAPM as an “essential first step in building a career as a project manager” but also a step that “opens the door to opportunities at every stage of your career.”

The CAPM requires the following:

A high school diploma (or GED or global equivalent)
23 hours of project management classroom training
The CAPM exam

No previous experience is required. The education prerequisite can be met by completing PMI’s Project Management Basics online course, which costs $350 for PMI members and $400 for nonmembers.

The CAPM is one of a small set of entry-level certifications for IT professionals who are interested in project management. However, it’s just a stepping stone to the PMP credential. Unless you work in a large organization with a project management team comprising junior and senior positions, the CAPM alone is unlikely to provide a ticket to a project management job. However, it’s ideal for IT professionals for whom project management is a part-time role or for those who want to grow into full-time project management.

PMI issued its latest CAPM test in July 2023, so some older study materials might not be complete. For additional information about the latest test format, visit PMI’s CAPM test Update page.

CAPM facts and figures:

If you want to start building project management skills but aren’t ready to invest in an entry-level certification course, consider exploring free project management training materials.

Certified ScrumMaster (CSM)

Although different Scrum master certifications are available, our pick is the Certified ScrumMaster (CSM) from Scrum Alliance. This nonprofit encourages the adoption of Scrum and Agile practices, promotes user groups and learning events, and provides resources for professional development. The organization boasts more than 1.4 million certified practitioners worldwide.

The Scrum Alliance provides a support system for Scrum practitioners, including Scrum gatherings, professional development and retreats, user groups, virtual communications, coaching, online training and much more.

In addition to community and advocacy activities, the Scrum Alliance offers numerous Scrum-related certifications. The certifications are designed for team members on the Scrum master, product owner and developer tracks. Each track offers credentials at the foundational, advanced and professional levels. Certification is also available for Agile leadership and guide levels.

Scrum master track: Certified ScrumMaster (CSM), Advanced Certified ScrumMaster (A-CSM) and Certified Scrum Professional-Scrum Master (CSP-SM)
Product owner track: Certified Scrum Product Owner (CSPO), Advanced Certified Scrum Product Owner (A-CSPO) and Certified Scrum Professional-Product Owner (CSP-PO)
Developer track: Certified Scrum Developer (CSD), Advanced Certified Scrum Developer (A-CSD) and Certified Scrum Professional for Developers (CSP-D)
Guide-level certifications: Certified Scrum Trainer (CST), Certified Team Coach (CTC) and Certified Enterprise Coach (CEC)
Agile leadership: Certified Agile Leadership (CAL), a credential based on a combination of education and validated practice
Agile coaching: Agile Coaching Skills-Certified Facilitator (ACS-CF), which supports groups as they collaborate, create and make decisions.

The CSM is an excellent entry-level credential for project managers who are getting started as Scrum practitioners. Candidates must demonstrate an understanding of Scrum principles and values and will learn how to implement and apply Scrum in practice. The Scrum Alliance provides CSMs with resources, checklists and information about the Scrum master’s servant-leader role.

Certified ScrumMaster facts and figures:

Certification name	Certified ScrumMaster
Prerequisites and required courses	General familiarity with Scrum Completion of a 14-hour (usually over two days) CSM training course (price varies by training provider; candidates can expect to pay around $920 to $1,500) Note: Certification must be renewed every two years by earning 20 Scrum education units (and paying $100 for foundational-level certifications).
Number of exams	One (37 correct answers out of 50 questions required to pass; 60-minute time limit)
Cost per exam	Fees for online tests paid by the training provider
URL	https://www.scrumalliance.org/certifications/practitioners/certified-scrummaster-csm
Self-study materials	Scrum Alliance offers blogs, articles, reports, online learning, suggested practicing and presentations online, including these: Note: Udemy offers practice tests designed to help test takers pass the CSM certification test on their first attempt.

Certified Six Sigma Black Belt (CSSBB)

The American Society for Quality (ASQ) issues globally recognized certifications that attest to a candidate’s expertise, mastery of industry and regulation standards, and mastery of the ASQ Body of Knowledge. ASQ offers 18 credentials, three of which specifically target project management:

Certified Six Sigma Black Belt (CSSBB) (expert level)
Certified Six Sigma Green Belt (CSSGB) (professional level)
Certified Six Sigma Yellow Belt (CSSYB) (entry-level)

The Certified Six Sigma Black Belt is ASQ’s highest Six Sigma credential. The CSSBB is for experienced practitioners who understand Six Sigma methodologies (including the DMAIC model), tools, systems and philosophies. CSSBBs can lead teams or manage team dynamics, roles and responsibilities.

The path to CSSBB certification is rigorous. Candidates must do the following:

Pass a comprehensive exam
Complete two projects employing Six Sigma tools and processes, resulting in project improvement and a positive financial impact
Submit an affidavit to attest to the project’s veracity

Alternatively, candidates with at least three years of experience in one or more of the Six Sigma Body of Knowledge areas need to complete only one Black Belt project.

CSSBB candidates are expected to demonstrate mastery of these ASQ Black Belt Body of Knowledge, called standards:

Organization-wide Planning and Deployment (organization-wide considerations, leadership)
Organization Process Management and Measures (impact on stakeholders, benchmarking, business measures)
Team Management (team formation, facilitation, dynamics, training)
Define (voice of the customer, business case and project charter, project management tools, analytical tools)
Measure (process characteristics, data collection, measurement systems, basic statistics, probability, process capability)
Analyze (measuring and modeling relationships between variables, hypothesis testing, risk analysis and management, other analysis methods)
Improve (design of experiments, Lean methods, implementation)
Control (statistical process control and other controls, maintain controls, sustain improvements)
Design for Six Sigma (DFSS) Framework and Methodologies (common DFSS methodologies, design for DFX)

The CSSBB credential is valid for three years. To recertify, candidates must earn 18 recertification units (RUs) or retake the exam. Recertification by RUs costs $90 for ASQ members and $130 for nonmembers.

CSSBB facts and figures:

Certification name	Certified Six Sigma Black Belt (CSSBB)
Prerequisites and required courses	Two completed projects with signed project affidavits or one completed project with a signed affidavit (depending on experience level) Three years of experience in one or more areas of the Six Sigma Body of Knowledge
Number of exams	One computer-based or paper-based exam: Computer-based (165 questions, 15 unscored; 4.5 hours) Paper-based (150 questions, four hours)
Cost per exam	Members: $468 Nonmembers: $568 Retakes: $368 (Exams administered by Prometric)
URL	https://asq.org/cert/six-sigma-black-belt
Self-study materials	ASQ maintains a comprehensive list of exam prep materials, including the following: Training opportunities Question banks Interactive demo exams Books Recommended references Note: Udemy offers a course called Six Sigma: Certified Lean Six Sigma Black Belt Accredited.

Certified Six Sigma Green Belt (CSSGB)

Certified Six Sigma Green Belt (CSSGB) is ASQ’s professional-level credential targeting experienced Six Sigma practitioners. Often, a CSSGB works under the direction of the more senior CSSBB or as an assistant. CSSGBs identify issues and drive quality and process improvements in projects.

To earn the credential, candidates must meet the following requirements:

They must have at least three years of experience working with Six Sigma processes, systems and tools.
The work experience must have been full-time and compensated. (An unpaid internship, for example, doesn’t count.)
The work performed must have been in at least one of the Six Sigma Green Belt Body of Knowledge competency areas.
Candidates must pass an test that tests their knowledge of the Six Sigma Green Belt Body of Knowledge.

Currently, the Green Belt Body of Knowledge includes six competency areas:

Overview: Six Sigma and the Organization (organizational goals, Lean principles, design for six sigma methodologies)
Define Phase (project identification, voice of the customer, project management basics, management and planning tools, business results for projects, team dynamics and performance)
Measure Phase (process analysis and documentation, probability and statistics, statistical distributions, collecting and summarizing data, measurement system analysis, process and performance capability)
Analyze Phase (exploratory data analysis, hypothesis testing, additional analysis methods)
Improve Phase (design of experiments, implementation planning, Lean tools)
Control Phase (statistical process control, sustain improvements, Lean tools for process control)

Overall, this is an excellent credential for those who have some experience but who are not quite ready to take on the roles and responsibilities of a Black Belt.

CSSGB facts and figures:

Certification name	Certified Six Sigma Green Belt (CSSGB)
Prerequisites and required courses	Three years of experience in one or more of the Six Sigma Green Belt Body of Knowledge areas; must be a full-time paid position (not internships)
Number of exams	One computer-based or paper-based exam: Computer-based (110 questions, 10 unscored; 4.5 hours) Paper-based (100 questions, four hours)
Cost per exam	Members: $369 Nonmembers $469 Retakes: $269 (Exams administered by Prometric)
URL	https://asq.org/cert/six-sigma-green-belt
Self-study materials	ASQ maintains a comprehensive list of exam prep materials, including the following: Training opportunities Question banks Interactive demo exams Books Recommended references Note: Udemy offers a course called Six Sigma: Certified Lean Six Sigma Green Belt Accredited.

Project resource management is an element of overall project management. It aims to maximize resources to avoid resource shortages and excess resources.

Thu, 09 Nov 2023 10:01:00 -0600 en text/html https://www.businessnewsdaily.com/10762-best-project-management-certifications.html Professional Engineering Exam

As a licensed Professional Engineer, or PE, you can expect many more benefits when compared to other engineers; most employers offer higher salaries and greater opportunities for advancement to PE's. Only PE's can consult in private practice, and seal company documents to be sent to the government. PEs also have more credibility as expert witnesses in court than most engineers.

Steps in obtaining a PE license:

Pass the Fundamentals of Engineering (FE) Exam.
Graduate with a bachelor's degree from an ABET accredited engineering curriculum (all Engineering curricula at Michigan Tech except Robotics Engineering).
Gain four years of engineering experience under the supervision of a registered professional engineer.
Pass the Principles and Practice of Engineering (PE) Exam.

During your senior year you should take the Fundamentals of Engineering (FE) exam, which is required prior to sitting for the Professional Engineers (PE) Exam. Some requirements vary by state.

The National Council of Examiners Administers Both Exams for Engineering and Surveying

Engineering students at Michigan Tech are encouraged to take and pass the FE examination during their last semester in college, or the first year after graduation. There will never be a time when you are better prepared to pass it than near graduation.

The examination is offered in April and October each year. Students must visit http://ncees.org/exams/ to register for the test and pay the $155.00 fee. The registration deadline is approximately two months before the test.

FE test Waiver

The FE Exam may be waived for those who have earned a BS in engineering and a PhD in engineering. See the NCEES web site for details.

Sun, 04 Sep 2011 15:27:00 -0500 en text/html https://www.mtu.edu/engineering/undergraduate/professional/ PMI Survey Confirms Increased Salary Potential for Project Professionals Who Earn the Project Management Professional (PMP)® Certification

PMI Survey Confirms Increased Salary Potential for Project Professionals Who Earn the Project Management Professional (PMP)® Certification

PMP® Certification Holders Earn 33% Higher Median Salary Than Non-PMP Certified Professionals According to PMI Salary Survey, Further Raising the Appeal of Pursuing Professional Certifications

Project Management Institute (PMI) today released the 13th edition of its “Earning Power: Project Management Salary Survey,” which reveals the global project management salary landscape and highlights the importance of continuous education and skill building to stay ahead in today’s job market.

This press release features multimedia. View the full release here: https://www.businesswire.com/news/home/20231107680202/en/

According to the survey, respondents holding the Project Management Professional (PMP)® certification reported higher median salaries than project management practitioners without a PMP certification – 33% higher on average across the 21 countries surveyed. This report is a useful resource for professionals applying for project management roles and organizations seeking to fill them as it helps define the earning power of project professionals around the world.

About two-thirds (66%) of the survey participants reported that their total compensation (including salary, bonus, and other cash incentives) increased over the 12 months before completing the survey. The data also shows a broad consensus that the PMP certification is valuable not only for salary growth but also for career development. For example, in the United States, 55% of practitioners agreed that their PMP certification has been extremely valuable to their career development. To further demonstrate these points, in this video, PMP certification holders discuss the financial benefits they have realized through earning their certifications.

The survey data shows that the median salary of project professionals varies considerably from country to country and across variables. Salary information has been converted to U.S. dollars using normal exchange rates:

The countries where project practitioners report the highest median salaries are the United States (US$120,000), Australia (US$103,789), Germany (US$99,512), United Kingdom (US$87,993), and Singapore (US$79,464).
Salary increases with higher positions in virtually all countries, but the rate of increase varies significantly. The most dramatic increases are seen in Saudi Arabia, South Africa, and The United Arab Emirates, where respondents demonstrated increases of more than 60 percent in median salary from project manager I to project manager III.
There appears to be a connection between salary and the size of projects managed, where most countries demonstrate higher median salaries among practitioners managing larger projects. For example, in Brazil, the median salary is reported to be US$26,507 when the project budget is less than US$100,000 and US$48,121 when the project budget is greater than US$10 million.

While there can be a monetary advantage to earning the PMP certification, there are other benefits, including the fact that certified project professionals are in significant demand across industries and geographies, and hiring managers are recognizing the value of industry certifications and skills-based hiring. Additionally, earning the PMP certification proves professionals have the skills needed for project success, which helps them break into an industry they are passionate about, empowering them to build a career around their passion. Maintaining the PMP certification proves professionals’ commitment to continuous learning, which is especially important as emerging technologies are becoming part of everyday business.

“This reported increase in compensation is a true recognition of the impact PMP-certified project professionals deliver in their daily work. Organizations are relying on project teams to make strategic priorities happen, and project managers are being rewarded for the pivotal skills they offer,” said Pierre Le Manh, PMP, President & Chief Executive Officer at PMI. “Earning potential is a major factor when making career choices, and organizations across the world acknowledge the depth of knowledge and expertise that PMP-certified project managers bring to the table. Becoming part of this globally recognized PMP-certified cohort sets you apart.”

A global summary report and interactive salary tool are available here. PMI members can access a more comprehensive report featuring annualized salary information for the 21 countries surveyed.

About the Report

PMI’s biennial report, “Earning Power: Project Management Salary Survey,” is an industry-leading source of data for both project practitioners and organizations who want to stay current with the salary landscape for today’s project professionals. The report is based on self-reported salary information fielded between March and April 2023 from more than 20,000 project management practitioners, bringing accuracy to the salary figures. The stratified random sampling methodology used for this study results in the ability to report meaningful compensation data for 21 countries.

About Project Management Institute (PMI)

PMI is the leading authority in project management, committed to advancing the project management profession to positively impact project success. We empower professionals to excel in project management practices through our growing global community, knowledge sharing, and best-in-class certifications—driving positive change in organizations and communities. Since 1969, our unwavering mission has been to advocate for the profession by offering life-long learning and connections to sharpen high-demand skills. Today, PMI provides professionals at every stage of their career journey with the globally recognized standards, online courses, thought leadership, events, and tools they need to succeed. With more than 300 chapters around the world, PMI members can network, find mentors, access career opportunities, and learn from peers, working together to drive greater impact. Visit us at: www.PMI.org, linkedin.com/company/projectmanagementinstitute, facebook.com/PMInstitute, and on X @PMInstitute.

Project Management Institute, PMI, and BRIGHTLINE are registered trademarks of Project Management Institute, Inc. All other trademarks are the property of their respective owners.

Amanda DeFuria
Regional Communications Lead, PMI
Amanda.DeFuria@pmi.org

View source version on businesswire.com: https://www.businesswire.com/news/home/20231107680202/en/

Tue, 07 Nov 2023 02:00:00 -0600 en text/html https://www.morningstar.com/news/business-wire/20231107680202/pmi-survey-confirms-increased-salary-potential-for-project-professionals-who-earn-the-project-management-professional-pmp-certification Certified Automation Professional (CAP)

The ISA Certified Automation Professional^® (CAP^®) certification is a mark of career excellence that affirms your commitment to quality and demonstrates your expertise and knowledge of automation and controls. ISA CAP certification provides you with a non-biased, third-party, objective assessment and confirmation of your skills and expertise as an automation professional.

Who Are CAPs?

CAPs are individuals who have proven they possess an extensive knowledge of automation and controls and that they have the expertise and qualifications to excel in their fields. As automation professionals who work in process automation and manufacturing automation industries around the globe, CAPs are responsible for direction, definition, design, development/application, deployment, documentation and support of software and equipment systems used in control systems, manufacturing information systems, systems integration, and operational consulting.

CAP Certification Requirements

To become an ISA CAP, you must meet certain education and work experience requirements, pass an exam, and commit to the ISA Code of Conduct. Learn more about CAP requirements.

CAP Body of Knowledge

The CAP Body of Knowledge (BOK) encompasses the full scope of knowledge, skills, and abilities needed for competent job performance. It defines automation project domains, the tasks within the domains, and the knowledge and skills required to complete the tasks. View the CAP Body of Knowledge.

How to Apply

There is no application form to fill out for CAP certification. Simply complete the following steps:

Commit to the ISA Code of Conduct.
Meet CAP certification criteria, qualifications, and conditions.
Acknowledge that you are subject to a random application verification audit.
Agree to provide the supporting documents proving your qualifications if you are audited.
Pay the test fee.

Upon paying the test fee, the application process is complete, and you have acknowledged that you meet the requirements listed above in numbers 1–3.

Next Steps

Watch for an email from our testing provider, Meazure Learning (candidatesupport@meazurelearning.com). Expect to receive it fifteen days before your test window. The email will include information about how to schedule your test online or at a test center. NOTE: If you have attended a CAP review course and wish to apply for CAP certification, you must also meet the requirements listed above in numbers 1–3. Since the application fee is included in the cost of the CAP review course, you will receive an test invitation within three business days after completing the review course.
Schedule and take your exam. You will be notified whether you pass or not immediately upon completing the exam.
Watch for an email summarizing your test results. If you pass your exam, you will also receive your digital badge and you will be listed in the ISA Credential Directory.
Watch for an email from certification@isa.org regarding an audit. You will only receive this email if you have been randomly selected to be audited. If you do not receive this email, you do not need to do anything. Audits are conducted three times per year, so it may take several months after completing your test to receive an email if you have been selected for an audit.

Click the button below to add the test fee to your cart.

Add CAP test Fee to Cart

About the Exam

You can take the CAP test online from your office or home if the testing environment meets the requirements and your computer meets specifications. You can also take the test at a Scantron test center. The CAP test has 150 multiple-choice questions and is four hours long. Learn more about Certification Exams and Testing.

How to Prepare

We highly recommend taking the Certified Automation Professional (CAP) test Review Course (EC00). ISA has also developed an extensive library of training courses, study guides and publications that are built around the technologies and subjects covered on the CAP exam. These resources have been developed and reviewed by subject matter experts. Learn more about the review course and the additional resources here.

Reference to Standards and Codes

The aspects of automation covered on the CAP test reflect the tasks performed in the range of practice settings throughout the United States. Familiarity with the following standards and codes is recommended. download the Reference to Standards and Codes (PDF).

ISA Standards
IEEE Standards
National Fire Protection Association (NFPA) Codes and Standards
National Electrical Code (NEC)
National Electrical Manufacturers Association (NEMA) Standards
International Electrotechnical Commission (IEC) Standards
National Electrical Manufacturers Association (NEMA) Standards
Occupational Safety and Health Administration (OSHA) Codes and Federal Regulations
Federal Emergency Management Agency (FEMA) Standards
US Food and Drug Administration Regulations
American Petroleum Institute (API) Standards

For International applicants, note that the validation study for the exams was done in the United States, so there may be questions on the test that reference US standards and codes.

Thu, 16 Nov 2023 04:46:00 -0600 en text/html https://www.isa.org/certification/cap Prepare for the CERP Exam

Domains

The CERP advisory board has determined that a competent enterprise risk professional's expertise includes the following Domains.

Risk Governance

Board and Senior Management Oversight
Policies, Procedures and Limits
Management Information Systems
Control Framework

Risk Management

Risk Identification
Risk Measurement and Evaluation
Risk Mitigation
Risk Monitoring

Please review the CERP Examination Outline for more specifics.

Study Resources

While ABA recommends these resources as appropriate examination preparation, ABA does not certain that you will pass the test by completing these educational programs or studying these materials alone. The CERP test assesses not only your knowledge of the subjects on the test outline, but also your application of that knowledge. You should refer frequently to the CERP Examination Outline when preparing for the exam.

IMPORTANT NOTICE: The only legitimate resource for ABA’s certifications, including reference materials, are available on www.aba.com. Any other resources or guides related to ABA’s certification programs offered for sale on third party platforms such as Amazon and eBay is not authorized by the ABA and such purchases are at the buyer’s risk. While it is not illegal for publishers to write separate resources to potential customers, it can be difficult to determine the legitimacy of offers from these organizations, especially if they contain unauthorized uses of ABA’s federally protected logo. If you do not make your purchase with ABA directly, we will not be able to assist you in any capacity. Please contact ABA Customer Service at 1-800-BANKERS to be directed to a legitimate resource.

Certificates
Training
Schools
Exam Prep
Exam Application

Certificates

ABA Bank Risk Professionals Certificates

ABA certificates in bank risk management are designed to teach bankers and regulatory staff alike new strategies for identifying, monitoring, and managing risks that can affect core operations at your bank.

Taken together the three certificate programs help candidates preparing for the Certified Enterprise Risk Professional (CERP) test to refresh their knowledge.

View the Certificates

Training

Online Training

Risk management is much more complex today and requires new approaches to talent management and strategic planning. Ensure your entire team is armed with practical applications.

View all Risk Management Courses

Schools

ABA Risk Management Schools

Today, risk management is a high-profile and growing discipline for banks. Expand your knowledge through two levels of in-depth training designed specifically for individuals managing risk within a bank. Each school applies a practical and real-world approach towards identifying, controlling, monitoring and reporting appropriate threats across your institution. Discover the advantages each of these REM schools offer and select the appropriate path for your professional development needs.

Attend the Schools

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CERP test Online Prep

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Tue, 18 Aug 2020 13:03:00 -0500 en text/html https://www.aba.com/training-events/certifications/certified-enterprise-risk-professional/prepare-for-the-exam Project Management Professional (PMP) Certification

About the Course

Today, organizations and people are centered around a portfolio of projects to deliver outcomes. At Project Management Institute (PMI) calls this new way of working “The Project Economy” – in which people have the skills and capabilities they need to turn ideas into reality.

For individuals, this means having the right skills and mindset to move seamlessly from project to project to help their organizations deliver strategic outcomes.
For organizations, this means delivering value to stakeholders through successful completion of projects, delivery of products, and alignment to value streams. These initiatives deliver financial and societal value.

The content of this class is fully aligned with PMI®’s revised 2021 test format and covers essential subjects in preparation for the Project Management Professional (PMP) ® or the Certified Professional in Project Management (CAPM) ® exams. Upon completing this program Rutgers Center for Supply Chain Management is authorized to issue 35 PDUs, a minimum requirement to appear for the certifications. This certificate and PDUs can be used as required hours of project management.

Training Delivery

The course duration will be comprised of 35 hours of instructional delivery, presented in 10 sessions online. Each session duration is limited to 3.5 hours every Saturday between 9.00 am to 12.30 pm

Eligibility Criteria

The Project Management Institute Inc. has set forth the following minimum requirements to be eligible to appear for the PMP® or the CAPM® Certifications:

PROJECT MGMT PROFESSIONAL (PMP)®
35 hours of project management education/training or CAPM® Certification This Project Management online course fulfills the above educational prerequisite A four-year degree	OR	A high school diploma or an associate degree (or global equivalent) 60 months of leading projects 35 hours of project management education/training or CAPM® Certification

CERTIFIED ASSOCIATE IN PROJECT MGMT (CAPM)®
Secondary degree (high school diploma, associate degree, or the global equivalent) 23 hours of project management education completed at the time of the exam. This online course fulfills this educational prerequisite

Hardware and software requirements and support:

Canvas Learning Management System (LMS) and Canvas integrated Zoom will be used for this course.
Students must download the Chrome Browser for better performance and compatibility of these tools.

FYI ! below are the minimum hardware recommended by the Rutgers Office of Technology & Instructional Service OTIS. Students should download the most needed software from RU software portal: https://it.rutgers.edu/software-portal/

I5 Processor; Windows 10 Professional
8 gb of RAM; 256gb hard drive
720p webcam
Internal mic

A webcam and proctoring software (Respondus Monitor) will be used for the exams. If you have problems downloading, installing, or taking a test with Respondus Lockdown Browser, you may email the Canvas Help Desk ( help@canvas.rutgers.edu ) or call 877-361-1134. Our amazing support team is available 24/7.

Technical Problems: In the online environment, there is always a possibility of technical issues (e.g., lost connection, hardware, or software failure). Many of these can be resolved relatively quickly, but if you wait to the last minute before due dates, the chances of these glitches affecting your success are greatly increased. Please plan appropriately.

If a problem occurs, it is essential you take immediate action to resolve the problem. For tech help with Canvas, please visit https://it.rutgers.edu/help-support

Benefits included in the Fee

35 hours of PMP® Certified Instructor-led classes online
Recording of the class sessions valid for 90 days
Access to test Prep Instructor Notes
Support to complete the PMI® Application
Access to Registration to take the PMP exams and help with the Application
Course materials (PMI ATP Student’s bundle test Simulation Software Access ($120 Value)

Also included upon completion of the class:

Certificate of Completion with 35 PDUs authenticating formal project management education
Help with Completing the PMI ® test Application
Exam Prep Support from the Instructor for 90 days from the time of course completion

Terms and Conditions

The full fee is nonrefundable up to 3 weeks before the commencement of the class. After the first day of class, the fee is nonrefundable under any circumstance. However, you can have a course credit up to one year after.

The CSCM provides electronic materials for the course. Note: This class is designed for student participation. Students should notify the professor of known absences.

For more questions, visit the Center for Supply Chain Management. If you have additional questions, please send an email to: cscm@business.rutgers.edu

*PMBOK, PMP, CAPM and the PMI Logo is a registered trademark of the Project Management Institute, Inc.

Wed, 29 Mar 2023 17:17:00 -0500 en text/html https://www.business.rutgers.edu/events/project-management-professional-pmp-certification PMI Survey Confirms Increased Salary Potential for Project Professionals Who Earn the Project Management Professional (PMP) ® Certification No result found, try new keyword!PMP ® Certification Holders Earn 33% Higher Median Salary Than Non-PMP Certified Professionals According to PMI Salary Survey, Further Raising the Appeal of Pursuing Professional Certifications ... Mon, 06 Nov 2023 21:00:00 -0600 https://www.businesswire.com/news/home/20231107680202/en/PMI-Survey-Confirms-Increased-Salary-Potential-for-Project-Professionals-Who-Earn-the-Project-Management-Professional-PMP-%C2%AE-Certification PMI Survey Confirms Increased Salary Potential for Project Professionals Who Earn the Project Management Professional (PMP)® Certification

PMP^® Certification Holders Earn 33% Higher Median Salary Than Non-PMP Certified Professionals According to PMI Salary Survey, Further Raising the Appeal of Pursuing Professional Certifications

Project Management Institute (PMI) today released the 13th edition of its "Earning Power: Project Management Salary Survey," which reveals the global project management salary landscape and highlights the importance of continuous education and skill building to stay ahead in today's job market.

This press release features multimedia. View the full release here: https://www.businesswire.com/news/home/20231107680202/en/

According to the survey, respondents holding the Project Management Professional (PMP)^® certification reported higher median salaries than project management practitioners without a PMP certification – 33% higher on average across the 21 countries surveyed. This report is a useful resource for professionals applying for project management roles and organizations seeking to fill them as it helps define the earning power of project professionals around the world.

The countries where project practitioners report the highest median salaries are the United States (US$120,000), Australia (US$103,789), Germany (US$99,512), United Kingdom (US$87,993), and Singapore (US$79,464).
Salary increases with higher positions in virtually all countries, but the rate of increase varies significantly. The most dramatic increases are seen in Saudi Arabia, South Africa, and The United Arab Emirates, where respondents demonstrated increases of more than 60 percent in median salary from project manager I to project manager III.
There appears to be a connection between salary and the size of projects managed, where most countries demonstrate higher median salaries among practitioners managing larger projects. For example, in Brazil, the median salary is reported to be US$26,507 when the project budget is less than US$100,000 and US$48,121 when the project budget is greater than US$10 million.

While there can be a monetary advantage to earning the PMP certification, there are other benefits, including the fact that certified project professionals are in significant demand across industries and geographies, and hiring managers are recognizing the value of industry certifications and skills-based hiring. Additionally, earning the PMP certification proves professionals have the skills needed for project success, which helps them break into an industry they are passionate about, empowering them to build a career around their passion. Maintaining the PMP certification proves professionals' commitment to continuous learning, which is especially important as emerging technologies are becoming part of everyday business.

"This reported increase in compensation is a true recognition of the impact PMP-certified project professionals deliver in their daily work. Organizations are relying on project teams to make strategic priorities happen, and project managers are being rewarded for the pivotal skills they offer," said Pierre Le Manh, PMP, President & Chief Executive Officer at PMI. "Earning potential is a major factor when making career choices, and organizations across the world acknowledge the depth of knowledge and expertise that PMP-certified project managers bring to the table. Becoming part of this globally recognized PMP-certified cohort sets you apart."

A global summary report and interactive salary tool are available here. PMI members can access a more comprehensive report featuring annualized salary information for the 21 countries surveyed.

About the Report

PMI's biennial report, "Earning Power: Project Management Salary Survey," is an industry-leading source of data for both project practitioners and organizations who want to stay current with the salary landscape for today's project professionals. The report is based on self-reported salary information fielded between March and April 2023 from more than 20,000 project management practitioners, bringing accuracy to the salary figures. The stratified random sampling methodology used for this study results in the ability to report meaningful compensation data for 21 countries.

About Project Management Institute (PMI)

Project Management Institute, PMI, and BRIGHTLINE are registered trademarks of Project Management Institute, Inc. All other trademarks are the property of their respective owners.

View source version on businesswire.com: https://www.businesswire.com/news/home/20231107680202/en/

Tue, 07 Nov 2023 01:00:00 -0600 en text/html https://www.benzinga.com/pressreleases/23/11/b35649577/pmi-survey-confirms-increased-salary-potential-for-project-professionals-who-earn-the-project-mana

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