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PMI-SP - PMI Scheduling Professional - Dump Information

Vendor : PMI
Exam Code : PMI-SP
Exam Name : PMI Scheduling Professional
Questions and Answers : 327 Q & A
Updated On : January 22, 2018
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PMI-SP Questions and Answers

PMI-SP


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.


  1. Performance control

  2. Execution scheduling

  3. Leadership

  4. 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?


  1. Organizational process assets

  2. Change requests

  3. Project termination request

  4. 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


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?


  1. Using the critical chain method

  2. Crashing

  3. Adding leads to the project work

  4. 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


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 actual 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?


  1. Activity attributes

  2. Project management plan

  3. Schedule Management Plan

  4. 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.


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?


  1. Communications management plan

  2. Issues log

  3. Project schedule

  4. 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.


  1. Forecast by analogy

  2. Technology forecasting

  3. Autoregressive moving average

  4. 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


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?


  1. Scope baseline

  2. Executing

  3. Scheduling

  4. 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?


  1. Hard logic describes activities that can be completed in any order but are positioned with finish-to-start relationships.

  2. Hard logic describes activities that have external constraints, such as a vendor.

  3. 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.

  4. Hard logic describes activities that must be completed in a particular order.


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?


  1. Risk activities

  2. Schedule activities

  3. Activity attributes

  4. 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,


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?


  1. The project will complete on time.

  2. The project will be late by one day.

  3. The project will be late by two days.

  4. 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?


  1. Team members profile

  2. Benefit-cost ratio

  3. Schedule baseline

  4. 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 actual 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


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?


  1. Parametric modeling

  2. Analogous

  3. Top-down

  4. 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?


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?


  1. Thomas

  2. Sarah

  3. Each of the team leaders for the eight virtual teams

  4. 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?


  1. Scope Management Plan

  2. Communications Management Plan

  3. Stakeholder Management Plan

  4. Schedule Management Plan


Answer: B


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?


  1. Three

  2. Zero

  3. Five

  4. 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.


PMI PMI-SP Exam (PMI Scheduling Professional) Detailed Information

PMI Scheduling Professional (PMI-SP)
As a candidate for the PMI Scheduling Professional (PMI-SP)®, you know there is much more to project scheduling than just the use of tools and technology to build a schedule for your team.
Schedules are a fundamental element of project management yet half of all projects — 50 percent — are not completed within the initially scheduled timeframe according to our 2015 Pulse of the Profession® report.
Projects and teams today are increasingly global and virtual, and project schedules are key to managing activities, resources, dependencies and ultimately, project outcomes. The PMI-SP® will recognize your knowledge and skill to drive the improved management of project schedules.
Who Should Apply?
If you have advanced knowledge and experience developing, managing and maintaining project schedules and you’d like to showcase your skills, then the PMI-SP is an excellent choice for you.
Gain and Maintain Your PMI-SP
The certification exam has 170 multiple-choice questions and you have 3.5 hours to complete it.
To maintain your PMI-SP, you must earn 30 professional development units (PDUs) every three years in the specialized topic of project scheduling.
Prerequisites
Secondary degree
5,000 hours project scheduling experience
40 hours project scheduling education
Four-year degree
3,500 hours project scheduling experience
30 hours project scheduling education
PMI-SP EXAM CONTENT OUTLINE
The following table identifies the proportion of questions from each domain that will appear on the
examination. These percentages are used to determine the number of questions related to each domain
and task that should appear on the multiple-choice format examination.
Domain Percentage of Items on Test
Schedule Strategy 14%
Schedule Planning and Development 31%
Schedule Monitoring and Controlling 35%
Schedule Closeout 6%
Stakeholder Communications Management 14%
Total 100%
PMI Scheduling Professional (PMI-SP)® Exam Content Outline
DOMAINS AND TASKS
Domain 1: Schedule Strategy (14% of examination)
Activities related to establishing and documenting schedule approach, policies and procedures, roles and
responsibilities, and scheduling objectives and goals.
Tasks 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
PMI Scheduling Professional (PMI-SP)® Exam Content Outline
Domain 2: Schedule Planning and Development (31% of examination)
Activities related to defining and sequencing activities and milestones, developing the work and
resource breakdown structures, and establishing the performance measurement baseline (PMB).
Tasks 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.
PMI Scheduling Professional (PMI-SP)® Exam Content Outline
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)
PMI Scheduling Professional (PMI-SP)® Exam Content Outline
Domain 3: Schedule Monitoring and Controlling (35% of examination)
Activities related to monitoring the project schedule progress, performing schedule analyses, and
managing change appropriately.
Tasks 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
PMI Scheduling Professional (PMI-SP)® Exam Content Outline
 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
PMI Scheduling Professional (PMI-SP)® Exam Content Outline
Domain 4: Schedule Closeout (6% of examination)
Activities related to finalizing all schedule activities, evaluating schedule performance against the
original baseline, documenting lessons learned, and distributing final schedule information.
Tasks 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 improve 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
PMI Scheduling Professional (PMI-SP)® Exam Content Outline
Domain 5: Stakeholder Communications Management (14% of examination)
Activities related to developing and fostering relationships with stakeholders, and supporting project
schedule-related communication over the course of the project.
Tasks
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
PMI Scheduling Professional (PMI-SP)® Exam Content Outline
CROSS-CUTTING KNOWLEDGE AND SKILLS
All
Domains Cross-Cutting Knowledge and Skills
 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-SP)® Exam Content Outline
APPENDIX A: ROLE DELINEATION STUDY (RDS) PROCESS
Defining the Responsibilities
The first step in developing a certification examination is to define the responsibilities of the
recipients of the credential. It must be known what the individuals who develop and maintain project
schedules actually do on the job before a content-valid test can be developed. A valid examination draws
questions from every important area of the profession and specifies that performance areas (domains)
considered more important, critical, and relevant be represented by more questions on the examination.
Defining the roles of individuals developing and maintaining the project schedules occurs in two major
phases: one in which individuals currently in the role defines the responsibilities and another in which
the identified responsibilities are validated on a global scale.
Beginning in 2011, PMI commissioned a global, Role Delineation Study (RDS) for the PMI-SP®
credential. The RDS process was led by a steering committee, representing PMI’s Certification
Governance structure. A project task force comprised of project schedulers was responsible for the
conduct of work on the project, with oversight from the steering committee. The task force represented
diversity of geography, industry, job position, and experience. Several other groups contributed to the
formation and shaping of the RDS process, including representatives from organizations that use project
schedulers for success, academic representatives, and Registered Education Providers (R.E.P.s). Project
schedulers were also responsible for the independent reviews of the work of the task force and piloting
the information before surveying a larger sample of project schedulers.
Study participants, working under the direction of Professional Education Service (PES), reached
consensus on the performance domains, a broad category of duties and responsibilities that define the
role, as well as the tasks required for competence performance and the knowledge and skills needed to
perform those tasks.
Validating the Responsibilities Identified by the Panelists
In order to ensure the validity of the study and content outline developed by the panels, a survey
requesting feedback on the panel’s work was sent to project scheduling practitioners throughout the
world. Surveys were distributed globally to over 800 project schedulers around the world. PMI received
a robust set of responses to the survey, with participants from 83 countries and representing every major
industry. This provided PMI with the statistical significance from which to draw conclusions about the
criticality for competent performance and frequency of the tasks. Practitioners also rated the knowledge
and skills on how essential they were to their work as project managers and when they were acquired.
Developing a Plan for the Test
Based on respondent ratings, an examination blueprint, clarifying exactly how many questions from
each domain and task should be on the examination, was developed. Those domains and tasks that were
rated as most important, critical, and relevant by survey respondents would have the most questions
devoted to them on the examination.
PMI Scheduling Professional (PMI-SP)® Exam Content Outline
Results of the study indicated that the 150 scorable questions on the test should be distributed among
the domains as shown in the following table. The remaining 20 questions will be dispersed throughout
the domains as pretest questions and will not count in the candidates’ scores. The pretest items allow
PMI to monitor the question performance better, prior to including the questions in the final databank of
test questions.
Domain Percentage of Items on Test
Schedule Strategy 14%
Schedule Planning and Development 31%
Schedule Monitoring and Controlling 35%
Schedule Closeout 6%
Stakeholder Communications Management 14%
Total 100%

Earn Your ">PMI-SP®, Part 1: Explore the Credential

Want to begin or enhance a career in project management or complement your Microsoft Project certification? Earning the Scheduling Professional (">PMI-SP)® certification from the Project Management Institute (PMI)® could be the direction to head. This new credential, introduced in May 2008, offers a professional level certification for anyone who specifically wants to demonstrate knowledge in the skill of scheduling.

Earning the ">PMI-SP® proves a level of knowledge and experience in the area of scheduling. If you’re new to the field, this might be a great start to a career in project management. It allows you to hold an internationally recognized credential while accumulating the experience hours needed to apply for the Project Management Professional (PMP)® certification. Plus, you’ll gain experience applying for and testing for a PMI® credential.

If you’re trying to break into a career in IT project management and the only certification and training you currently have is technical, the ">PMI-SP® is a good credential to earn for two reasons. You’ll most likely already have the software experience to complement this credential, plus you’ll learn about some generally accepted project management principles.

We’re two people who work in the field of project management. In the course of deciding to pursue this certification, we formed an international study group. During the course of this process we discovered that figuring out the new certification — and the preparation process that went with it — was challenging, confusing, and even frustrating. Recently, we became the first two people in our study group to earn the credential. In this three-part set of articles, we share our experiences and impressions about what it takes to earn the ">PMI-SP®.

Basics of the ">PMI-SP® Certification

According to the ">PMI-SP® Handbook, individuals holding this certification can create and maintain the project schedule, are able to analyze the project schedule, and should be able to report and communicate the schedule to the project team.

To qualify to tackle the ">PMI-SP®, you need to possess one of the following sets of qualifications:

Option 1

  • A high school diplomaassociates degreerecognized international equivalent.
  • 5,000 hours of scheduling experience within the prior five years (equating to about 25 weeks of full-time scheduling work per year).
  • 40 education hours.
  • Option 2

  • A bachelor’s degreerecognized international equivalent.
  • 3,500 hours of scheduling experience within the prior five years (equating to about 18 weeks of full-time scheduling work per year).
  • 30 education hours.
  • The exam domains as listed by PMI®’s Scheduling Professional Exam Specification and the percentage of exam questions consist of the following:

  • Domain 1: Schedule Mission Management, 9%
  • Domain 2: Schedule Creation, 23%
  • Domain 3: Schedule Maintenance, 23%
  • Domain 4: Schedule Analysis, 22%
  • Domain 5: Schedule CommunicationsReporting, 23%
  • If You’ve Already Earned Certifications…

    If you already possess the PMI® Project Management Professional (PMP)® certification, you may be wondering if the scheduling credential is something you should pursue. The fact is that you may not need this additional credential because you’ve already been tested on scheduling during your PMP® exam. However, if you want to illustrate a specialization or enhanced understanding of scheduling, this certification is one way to do so.

    If you have some type of Microsoft Project certification, your current certification demonstrates expertise in a particular scheduling tool. If this meets the needs of your career, you may not need an additional certification — it will complement, not replace, your Microsoft credential. However, if demonstration of scheduling project management concepts is important to your job role, then go for it!

    Cindy, who took the exam in January 2009, sums up her experience this way: I think this certification is really geared towards testing your understanding of the scheduling process from a project management perspective. Just being an expert at Microsoft Project won’t give you sufficient knowledge or experience to pass the exam. To get through it, you really have to understand how to manage a schedule beyond using a given software tool. That understanding needs to encompass such areas as communicating with individuals, establishing processes to handle changes, managing risks, obtaining authorizations, and archiving of records.

    Prakash, who took the exam in March 2009, has this to say: Many project managers in real life use scheduling tools like Microsoft Project as a Work Breakdown Structure (WBS)® or as a timesheet system. They rarely venture into project tracking and communicating the performance of the projects to stakeholders in a timely manner. These reasons are manifold:

  • Quantification of percentage complete is subjective. This discourages project managers and even entire organizations from relying on project status and forecasts where percentage complete is used.
  • Scheduling tools such as Microsoft Project lack the sophistication to handle resource requirement challenges like Resource Constrained Project Scheduling Problem (RCPSP)®.
  • Padding the estimates and unrealistic buffers don’t help either.
  • Tapping into the many add-ons to Microsoft Project to handle some of these challenges can become a costly proposition.
  • The ">PMI-SP® credential exam tests you on scheduling practices and its influence on project management as a whole. It’s no magic wand for solving some of the aforementioned scheduling issues, but can arm you with ideas to turn these challenges to opportunities. We consider it a useful add-on for project managers who already have PMP® certification to refine their skills on best practices surrounding project scheduling through ">PMI-SP®.

    Read Part 2 of this series  

  • Official PMI-ACP Numbers

    March 3, 2012

    4 Comments

    CertificationPMIPMI-ACPPMPValue

    The PMI-ACP pilot has concluded and the Agile Certified Practitioner certification is officially one month old.  The numbers are in!  Per PMI Today, January 2012 concluded with 542 PMI-ACPs.  Not too shabby for its first month.  The PMP is still PMI’s shining star, at 4047 new PMPs.  What surprised me were the numbers of PMI’s other certifications.  Only 11 people got the ">PMI-SP in January.  It makes me wonder, what is the ">PMI-SP certification’s value and longevity in the PMI ecosystem?  I ask because the PMI-ACP reached a number in one month that took the other certification a few years.

    And so it begins.  Will PMI-ACP be the next PMP?  What do you think?

    March 3, 2012

    4 Comments

    CertificationPMIPMI-ACPPMPValue

    About Derek Huether

    I'm Vice President of Enterprise Engagements at LeadingAgile. I'm super focused on results. But I also take the hand waving out of organizational transformations. I come from a traditional PM background but I don't give points for stuff done behind the scenes. The only thing that counts is what you get done and delivered. of Zombie Project Management (available on Amazon)

    What is the significance of ">PMI-SP and PMI-RMP certifications?

    Sort By:

    Page: 1 2 next> In my opinion, Scheduling and Risk are among the most important aspects of project management. Most of the PM activities and the decisions that are taken on a daily basis revolve around these two aspects, among others. Hence they are specializations in their own. Saving Changes... I am inclined to agree with Venkata on this - All KA's are important but Scheduling, Planning and Risk Management comes on top of the pyramid. Saving Changes... I think Venkata hit the proverbial nail on the head. Schedule management and risk management are important enough that some PMs specialize in one of these knowledge areas. The certifications support those who choose these specialties. . Saving Changes... You may consider these links -

    Changes... Great! Thank you all for sharing your thoughts. Saving Changes... When I choose a certification I make an estimation about actual and future markets (worldwide market) demmands. As any other type of estimation is based on information I have. And as any other type of estimations an inherent error is there. If you ask me, and if you search for literature about schedule and risk there is not a reason to create and maintain a certification. And the same for program and portfolio management. And returning to the market demmands I do not have actual information to talk about that. For example, in my case, my actual work place offered pay the PMI´s program manager certification to me and I did not accept because in my opinion it has no sence to make the effort.

    Jul 23, 2016 3:21 PM

    Karthik T

    ...

    Interesting Sergio!

    I don't have any clue about the market demands for these. Now I already have PMP certification, is it worth to choose SP RMP certifications? I haven't researched and don't have much idea at the moment. Any thoughts?

    In general, gaining specialisation and having experience on those, will really boosts the PM's capability.

    Saving Changes...

    Jul 23, 2016 10:04 AM

    Replying to Sergio Luis Conte

    ...

    When I choose a certification I make an estimation about actual and future markets (worldwide market) demmands. As any other type of estimation is based on information I have. And as any other type of estimations an inherent error is there. If you ask me, and if you search for literature about schedule and risk there is not a reason to create and maintain a certification. And the same for program and portfolio management. And returning to the market demmands I do not have actual information to talk about that. For example, in my case, my actual work place offered pay the PMI´s program manager certification to me and I did not accept because in my opinion it has no sence to make the effort. Interesting Sergio!

    I don't have any clue about the market demands for these. Now I already have PMP certification, is it worth to choose SP RMP certifications? I haven't researched and don't have much idea at the moment. Any thoughts?

    In general, gaining specialisation and having experience on those, will really boosts the PM's capability.

    Saving Changes... I did not make research because, with no offence, those certifications have no sence. But is my personal opinion and obviously I could be wrong.

    Jul 26, 2016 4:43 AM

    Karthik T

    ...

    Thanks for your inputs Sergio Saving Changes... I would also like to add that even if you are not specifically managing a true project, but set up the work you do on a daily basis as if it were a project you would want to make sure that you are both scheduling your work and performing a risk analysis on the major tasks so you can keep management informed on how risk will affect their decisions.

    I also initially had a PMP and then decided to specialize in project risk and now I have migrated out of the project management arena into corporate risk, governance and compliance.

    Jul 26, 2016 4:44 AM

    Karthik T

    ...

    I agree, I thank you Susan Saving Changes...

    Jul 23, 2016 7:03 PM

    Replying to Sergio Luis Conte

    ...

    I did not make research because, with no offence, those certifications have no sence. But is my personal opinion and obviously I could be wrong. Thanks for your inputs Sergio Saving Changes... Page: 1 2 next>  

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    PMI Certification Guide: Overview And Career Paths

    The Project Management Institute offers project management certifications for individuals at all career levels. This certification guide will help you get started with PMI's most popular PMP credential as well as other certs and career paths.

    The Project Management Institute (PMI) is a nonprofit membership association and certification body, best known for its Project Management Professional (PMP) credential and the Project Management Body of Knowledge (PMBOK), a collection of best practices and standards for project management. With over 700,000 members in 180 countries, PMI is the world's largest project management association.

    PMI, along with its affiliate organizations, provide education, research, advocacy, tools and other resources to more than 2.9 million project management related professionals. Affiliate organizations include the Human Systems International (benchmark and assessment tools and services), ProjectManagementm (formerly Gantheadm) and ProjectsAtWork (communities, networks, tools and resources).

    As interest in the project management profession has grown, PMI's student membership has grown as well, with PMI reporting a 103 percent increase in 2014. PMI's Global Accreditation Center for Project Management Education Programs (GAC) reports that more than 17,000 students are current enrolled in GAC-certified project management courses.

    Aside from certifications, PMI offers a plethora of resources including training courses, educational materials, customizable tools and templates for project managers, professional development assistance, and plenty of networking opportunities through chapters and communities of practice.

    PMI Certification Program Overview

    The PMI Certification Program began in the early 1980s with the PMP credential, and PMI has since added several certifications. The entry-level cert is the Certified Associate in Project Management (CAPM). There are also several upper-level certs that specialize in program management, portfolio management, agile practices, risk management, business analysis and scheduling. Although no PMI credential is a required prerequisite for another PMI credential, you'll see some suggested certification ladders below.

    Becoming a PMI member offers a lot of benefits, including access to digital editions of all PMI global standards and the PMBOK Guide, as well as discounts on certification exams and renewals. Anyone can apply for membership, and there are three membership tiers available: individual, student and retiree. Individual membership costs $129 USD plus a $10 application fee. Individual members can renew annually for $129. Former members who are now retired can join for $65 and students pay only $32.

    All PMI certification exams are paper-based (PBT) or computer-based (CBT); PBTs are generally less expensive. Now let's look at each of the certs in the PMI program. Unless otherwise noted, all exam prices are for CBT exams.

    MORE: IT Career Paths & Certification GuidesMORE: Best IT CertificationsMORE: Best IT TrainingMORE: All IT Careers Content

    CAPM: Certified Associate in Project Management

    The Certified Associate in Project Management (CAPM) is PMI's entry-level certification, which is ideal for people who are interested in a career in project management but have little relevant experience. Achieving the CAPM credential indicates you understand basic project management concepts, terminology and processes.

    A candidate must pass a 150-question multiple-choice exam (135 of which are scored). In addition, PMI requires a high school diploma (or equivalent) or associate's degree along with 1,500 hours of project experience, or 23 hours of PM education, before taking the exam. The exam takes up to three hours and costs $225 (members) or $300 (nonmembers). Once the application is approved, candidates have up to one year to pass the exam. No more than three exam attempts can be made during the year. Retests cost $150 (members) or $200 (nonmembers).

    PMP: Project Management Professional

    Professional project managers can't go wrong by getting the Project Management Professional (PMP). It's one of the most popular and respected project management certs in the world (PMI reports more than 650,000 PMPs worldwide) and can boost your salary. According to PMI's Project Management Salary Survey – Eight Edition, PMPs earn a reported 17 percent more than non-PMP certified project managers.

    The PMP requires (1) a high school diploma or associate's degree (or equivalent), and five years of project management experience with 7,500 hours or more spent leading projects, plus 35 hours of project management education or (2) a four-year degree or equivalent, and three years of project management experience with 4,500 hours or more spent leading projects plus 35 hours of PM education and passing an exam. The exam has 200 multiple-choice questions (175 are scored), lasts up to four hours and costs $405 (members) or $555 (nonmembers).

    PgMP: Program Management Professional

    The Program Management Professional (PgMP) is aimed at program managers who can efficiently juggle several major projects at once while meeting business objectives. Achieving the PgMP requires (1) a high school diploma, associate's degree or equivalent, 6,000 hours (four years) of project management experience and 10,500 hours (seven years) of program management experience or (2) a four-year degree or equivalent, 6,000 hours (four years) of project management experience and 6,000 hours (four years) of program management experience. All experience must have been obtained over no more than 15 consecutive years.

    In addition, candidates must submit an application documenting their professional experience. The application is vetted by a formal review panel before a candidate is allowed to attempt the written exam. The exam has 170 multiple-choice questions (150 are scored), lasts up to four hours and costs $800 (members) or $1,000 (nonmembers).

    PfMP: Portfolio Management Professional

    A Portfolio Management Professional (PfMP) credential holder manages business portfolios, aligning projects, programs and operations (portfolio components) with business objectives and priorities. Achieving the PfMP requires a high school diploma, associate's degree or equivalent along with 10,500 hours (seven years) of portfolio management experience, or a four-year degree with 6,000 hours (four years) of portfolio management experience. Candidates must also have at least eight years of professional business experience. All experience must be obtained within 15 consecutive years.

    As with the PgMP credential, candidates must submit an application documenting their professional experience. The application is vetted by a formal review panel before a candidate is allowed to attempt the written exam. A single exam is required, which has 170 multiple-choice questions (150 are scored), lasts up to four hours and costs $800 (members) or $1,000 (nonmembers).

    PMI-ACP: PMI Agile Certified Practitioner

    A PMI Agile Certified Practitioner (PMI-ACP) is well versed in agile practices of project management and knows how to use appropriate tools and techniques efficiently. Candidates must have recent general project experience that includes 2,000 hours on project teams, although a current PMP or PgMP credential can be substituted. On top of that, recent agile project experience is required -- 1,500 hours on agile project teams or with agile methodologies, along with 21 hours of training in agile practices. Project team experience must have been earned within the preceding five years while agile-specific experience must be within the past three years.

    The exam contains 120 questions (100 are scored), takes up to three hours and costs $435 (members) or $495 (nonmembers).

    PMI-RMP: PMI Risk Management Professional

    The PMI Risk Management Professional (PMI-RMP) recognizes individuals who plan and manage project risk strategy and processes, monitor and report on risk, and analyze special issues. Eligibility requirements include (1) a high school diploma, associate's degree or equivalent, 4,500 hours of project risk experience and 40 hours of project risk management education or (2) a four-year degree or equivalent, 3,000 hours of project risk experience and 30 hours of project risk management education.

    The single required exam has 170 multiple-choice questions (150 are scored), takes up to 3.5 hours and costs $ (members) or $670 (nonmembers). 

    ">PMI-SP: PMI Scheduling Professional

    Some projects are so complex they require an individual who focuses solely on creating and maintaining the schedule, ensuring resources are available. That's where a PMI Scheduling Professional (">PMI-SP) shines. To achieve the ">PMI-SP requires (1) a high school diploma, associate's degree or equivalent, 5,000 hours of project scheduling experience, and 40 hours of project scheduling education or (2) a four-year degree or equivalent, 3,500 hours of project scheduling experience and 30 hours of project scheduling education.

    The single required exam has 170 multiple-choice questions (150 are scored), takes up to 3.5 hours and costs $ (members) or $670 (nonmembers).

    PMI-PBA: PMI Professional In Business Analysis

    One of the greatest contributing factors to project failure is poor requirements definition. A PMI Professional in Business Analysis (PMI-PBA) closes this gap, ensuring more accurate requirement definition for all project stakeholders which leads to improved business results and project outcomes.

    To qualify, candidates must possess 1) a high school diploma, associate’s degree or equivalent, plus 7,500 hours of business analysis experience, 2,000 hours project team experience and 35 hours of business analysis education or 2) a bachelor’s degree or equivalent, 4,500 hours of business analysis experience, 2,000 hours project team experience and 35 hours of business analysis education. All experience must have been obtained within the preceding eight years. Project team experience may be included within the 7,500 business analysis experience requirement. The PMP or PgMP meet the project experience requirement.

    A single 200-question exam is required (175 scored and 25 unscored questions) and takes up to four hours to complete. The credential costs $405 (members) or $555 (nonmembers).

    PMI Certification Ladder

    Although no PMI certification requires another PMI credential as a prerequisite, we've come up with a few suggested certification ladders that make a logical progression from one cert to another. For example, an individual could start with the CAPM and then achieve the PMP. From there, someone with the chops for program management could move into the PgMP, or pursue the PfMP if portfolio management is their specialty.

    Another option is to begin with the CAPM, achieve the PMP or PgMP, and then branch out to the PMI-ACP for agile management practices. The PMP or PgMP is an acceptable substitute for the experience and education requirements of the PMI-ACP, so a candidate with a PMP or PgMP is already well on the way to the PMI-ACP. Along the same base path, a person could go from a PMP or PgMP to the ">PMI-SP for scheduling. Although scheduling experience and education is required, the professional development units (PDUs) earned for ">PMI-SP count toward PDUs for PMP or PgMP, so a person could maintain multiple credentials more easily. Another logical move is from the PMP or PgMP to the PMI-PBA. PDUs earned also count towards the PMP and PgMP credentials.

    PMI Certification Renewal

    As with most certifications, PMI allows credential holders to renew their certifications rather than repeating the entire application process. The CAPM is good for five years; credential holders must pass an exam to renew the cert. The PMP, PgMP, PfMP, PMI-ACP, ">PMI-SP and PMI-PBA credentials are good for three years.

    Maintaining one of these credentials requires earning 30 to 60 PDUs, depending on the cert, within that time period. The PMP, PgMP, PfMP and PMI-PBA credentials all require 60 PDUs while PMI-ACP, PMI-RPM and ">PMI-SP must obtain 30 PDUs to maintain the credential.

    MORE: IT Career Paths & Certification GuidesMORE: Best IT CertificationsMORE: Best IT TrainingMORE: All IT Careers Content



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