PMP Project Management Professional Exam Review Guide E-Book

Kim Heldman

• Herausgeber: John Wiley & Sons
• Kategorie: Wissenschaft und neue Technologien
• Sprache: Englisch

Seitenzahl: 515

Veröffentlichungsjahr: 2016

Beschreibung

Provides focused, concise review of PMP updated 2015 Exam objectives and compliments the PMP Project Management Professional Exam Study Guide, 8th Edition and the PMP Project Management Professional Exam Deluxe Study Guide, 2nd Edition. Includes interactive online learning environment and study tools with: + 2 practice tests+ Over 175 electronic flashcards+ Searchable key term glossary Interactive learning environment Take your exam prep to the next level with Sybex's superior interactive online study tools. To access our learning environment, simply visit http://sybextestbanks.wiley.com, type in your unique PIN, and instantly gain access to: * Interactive test bank with 2 practice exams * More than 175 Electronic Flashcards to reinforce learning and last-minute prep before the exam * Comprehensive glossary in PDF format gives you instant access to the key terms so you are fully prepared Focused, expert review for the PMP updated 2015 exam PMP: Project Management Professional Exam Review Guide, 3rd Edition, delivers targeted review of key concepts for the PMP updated 2015 exam. Organized by objective to help you find what you need and skip what you know, this new third edition has been fully updated to reflect the latest changes to the exam. This invaluable study aid aligns with A Guide to the Project Management Body of Knowledge, 5th Edition (PMBOK¯® Guide), administered by the Project Management Institute, and works hand-in-hand with the Sybex PMP: Project Management Professional Exam Study Guide, 8th Edition, and the PMP Project Management Professional Exam Deluxe Study Guide, 2nd Edition so you can be confident on exam day. Coverage of 100% of all exam objectives in this Study Guide means you'll be ready for * Initiating the Project * Planning the Project * Executing the Project * Monitoring and Controlling the Project * Closing the Project

Leseprobe

PMP®Project Management Professional Exam

Review Guide

Third Edition

Kim Heldman

Vanina Mangano

Brett Feddersen

Senior Acquisitions Editor: Kenyon Brown Development Editor: Alexa Murphy Technical Editors: Brett Feddersen, Vanina Mangano, and Dan Tuuri Production Editor: Dassi Zeidel Copy Editor: Liz Welch Editorial Manager: Mary Beth Wakefield Production Manager: Kathleen Wisor Associate Publisher: Jim Minatel Supervising Producer: Rich Graves Book Designers: Judy Fung and Bill Gibson Proofreader: Rebecca Rider Indexer: Ted Laux Project Coordinator, Cover: Brent Savage Cover Designer: Wiley Cover Image: ©Getty Images, Inc./Jeremy Woodhouse

Copyright © 2016 by John Wiley & Sons, Inc., Indianapolis, Indiana

Published simultaneously in Canada

ISBN: 978-1-119-17972-6

ISBN: 978-1-119-17974-0 (ebk.)

ISBN: 978-1-119-17973-3 (ebk.)

Manufactured in the United States of America

No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone]. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: The publisher and the author make no representations or warranties with respect to the accuracy or completeness of the contents of this work and specifically disclaim all warranties, including without limitation warranties of fitness for a particular purpose. No warranty may be created or extended by sales or promotional materials. The advice and strategies contained herein may not be suitable for every situation. This work is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. If professional assistance is required, the services of a competent professional person should be sought. Neither the publisher nor the author shall be liable for damages arising herefrom. The fact that an organization or Web site is referred to in this work as a citation and/or a potential source of further information does not mean that the author or the publisher endorses the information the organization or Web site may provide or recommendations it may make. Further, readers should be aware that Internet Web sites listed in this work may have changed or disappeared between when this work was written and when it is read.

For general information on our other products and services or to obtain technical support, please contact our Customer Care Department within the U.S. at [phone], outside the U.S. at [phone] or fax [phone].

Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

Library of Congress Control Number: 2016932172

TRADEMARKS: Wiley, the Wiley logo, and the Sybex logo are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates, in the United States and other countries, and may not be used without written permission. PMP is a registered trademark of Project Management Institute, Inc. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc. is not associated with any product or vendor mentioned in this book.

To BB, my forever love.—Kim Heldman

To Al Smith Jr., whose support and encouragement have given me the ability to do greater things.—Vanina Mangano

To April, Kayla, Marcus, and Adric, the light and joy of my life.—Brett Feddersen

Acknowledgments

I'd like to thank Vanina and Brett for an outstanding job writing this book. They were both lifesavers and bore the brunt of the work. I enjoyed seeing how they gave the content a fresh face, and their illustrations are terrific. I appreciate the diligence and the new ideas that Vanina brings to these projects. Brett's insights were a great contribution to this edition as well. He is a true friend and an outstanding leader. As always, it was a great pleasure to work with Vanina and Brett.

I also echo Vanina's thanks to Kenyon Brown, senior acquisitions editor, for the opportunity to update this book.

I also want to thank Neil Edde, former vice president and publisher at Sybex, for taking that leap of faith on a crazy project management study guide idea way back when. Thanks, Neil.

Alexa Murphy, development editor, is the best. She had some great suggestions that improved the content and kept us on track with deadlines just like a seasoned project manager.

A very big thanks goes to all of the instructors who use my books in their classrooms. I appreciate you choosing Sybex and my books to help your students master PMP® concepts. Thank you also to all of the readers who choose this book to help them study for the PMP® exam.

—Kim Heldman

To start, thank you to the team at Sybex who devoted a great deal of effort toward making this review guide come together successfully. It is incredible to see the amount of teamwork and effort that goes into the making of a book. The process is certainly thorough, and there are many people not named here who were key to producing a solid product. Once again, thanks to all of you!

I'd like to thank Kim Heldman for the opportunity of working together once again on this book. Kim's warm, positive, and dynamic nature always make her a pleasure to engage with. I'd also like to give a special, heartfelt thanks to Brett Feddersen. Brett worked tirelessly to produce a great product and always had the reader in mind. Not only was Brett's positive attitude and outlook contagious, but he made the process fun, collaborative, and memorable.

Thank you to Kenyon Brown, our senior acquisitions editor, who saw the value of updating this book and whose great and supportive personality always comes through on the phone and in email. I appreciate you welcoming me back to the Sybex family!

A tremendous thank-you to Alexa Murphy, development editor. With your guidance and feedback, we were able to take this book to the next level, and I am thrilled with the result! You ensured that everything stayed on course, and your recommendations were valuable and instrumental in creating this finished product. It was absolutely wonderful having an opportunity to work with you once again.

A special thanks to the individuals who are such a big part of my life and who have always influenced me in a magnificent way. This includes my family, Nicolas Mangano, Marysil Mangano, Nicolas Mangano Jr., Carina Moncrief and her husband, Jonathan Moncrief; and my beautiful nieces, Kaylee, Alyssa, Yasmin, and Rianna—you mean everything to me! Thank you to Al Smith Jr., who is supportive and an inspiration to me—I enjoy all of our adventures and accomplishments together! And finally, thank you to Roshoud Brown, who always encouraged me to write and inspired me with his own words.

—Vanina Mangano

I could not have asked for two better contributors to work with on a book than Vanina Mangano and Kim Heldman, and I want to thank them for the opportunity to join their team in collaborating on this book. Vanina's talent, experience, and drive are extraordinary, and she willingly shared her passion and knowledge with me. Her sense of humor and attention to detail helped make the process fun and helped us deliver a superior product to the reader. Kim Heldman is a superior mentor who freely shares her enthusiasm, knowledge, humility, and leadership, and her contributions are what makes this book great. She has consistently pushed me to believe in myself, helping me to grow into the best professional I can be. It has been an honor to work with this team and help other prepare to the take the PMP® exam.

Everyone needs their first opportunity, and I would like to thank Kenyon Brown for giving me my first shot at contributing on a book. And I would also like to thank Alexa Murphy and the editorial team for their push to make this product.

A commitment of this size normally requires a compromise in another part of one's life. Accordingly, I want to thank my three children, Kayla, Marcus, and Adric, for being willing to have Papa retreat to working on this book. They all kept their sense of humor, though, and they know that I will follow my wireless mouse anywhere. However, without my wonderful wife April I would not have the successes in my life like finishing this book. April is always there to hear my stories, talk me down after a bad day, laugh at my jokes, share a movie with me, and encourage me to be even better than I thought I could be. There is no greater cheerleader in all the world, and I am humbled that she cheers for me.

—Brett Feddersen

We would like to thank Liz Welch, copyeditor, who made sure grammar and spelling were picture perfect; Rebecca Rider, proofreader, for catching those last little “oops”; and Dassi Zeidel, production editor, who made sure everything flowed through the production process. Thanks also to our compositor, and the indexer, Ted Laux. The book couldn't happen without them.

—The Authors

About the Authors

Kim Heldman, MBA, PMP®, is the CIO for the Regional Transportation District in Denver, CO. Kim directs IT resource planning, budgeting, project prioritization, and strategic and tactical planning. She directs and oversees IT design and development, enterprise resource planning systems, IT infrastructure, application development, cybersecurity, IT program management office, intelligent transportation systems, and data center operations.

Kim oversees the IT portfolio of projects ranging from small in scope and budget to multimillion dollar, multiyear projects. She has over 25 years of experience in information technology project management. Kim has served in a senior leadership role for over 18 years and is regarded as a strategic visionary with an innate ability to collaborate with diverse groups and organizations, instill hope, improve morale, and lead her teams in achieving goals they never thought possible.

Kim is the author of the PMP®: Project Management Professional Study Guide, Eight Edition. She is also the author of Project Management JumpStart, Third Edition and Project Manager's Spotlight on Risk Management and coauthor of CompTIA Project+, Second Edition. Kim has also published several articles and is currently working on a leadership book.

Kim continues to write on project management best practices and leadership topics, and she speaks frequently at conferences and events. You can contact Kim at [email protected]. She personally answers all her email.

Vanina Mangano is an executive member of Never Limited LLC, which owns a portfolio of companies, including The PM Instructors. The PM Instructors specializes in PMI® certification exam preparation material and training. Through The PM Instructors, Vanina has authored courseware material within the subject of project management, including the most recent release: PMI® Risk Management Professional Exam Preparation.

Over the past decade, Vanina has specialized in working with and leading project, program, and portfolio management offices (PMOs) across various industries and companies, most recently at NBCUniversal and Microsoft. Currently, Vanina leads an enterprise project management office (EPMO) at AMN Healthcare.

As part of her contribution to the community, Vanina devotes time to furthering the project management profession through her volunteer work at the Project Management Institute. Vanina is currently serving as the Chair for The Standard for Program Management,Fourth Edition, and participates in activities that seek to harmonize PMI®'s four foundational standards. She has also served as a core committee member for A Guide to the Project Management Body of Knowledge (PMBOK®Guide), Fifth Edition, and has served as a subject matter expert on multiple PMI® Standards and Practice Guides.

Vanina holds a dual bachelor's degree from the University of California, Riverside, and holds the following credentials: Project Management Professional (PMP®), PMI® Risk Management Professional (PMI®-RMP), PMI® Scheduling Professional (PMI®-SP), CompTIA Project+, and ITIL Foundation v3.

You may reach Vanina via email at [email protected].

Brett Feddersen MPS, PMP® is a career public servant with 18 years of experience in government, including the United States Marine Corps, the state of Colorado, the city of Boulder (Colorado), and with the Regional Transportation District (RTD) in the Denver/Metro area. Brett has been a certified project manager since 2007 and has contributed to several books as a technical editor and technical proofreader. In additional to his commitment to the project management community, Brett is passionate about leadership and organizational excellence, and he has contributed to several cultural revolutions, helping government agencies become high-performing organizations.

Brett holds a bachelor's degree from Colorado Mesa University and a master's degree from the University of Denver. He holds the following credentials: Project Management Professional (PMP®), Gamification, and ITIL Foundation v3.

You can reach Brett through LinkedIn: https://www.linkedin.com/in/brettfeddersen.

Contents

Introduction

CHAPTER 1 Project Foundation

Defining a Project

Defining Project Management

Identifying Project Management Skills

Understanding Organizational Structures

Understanding the Project Environment

Understanding Project Life Cycles and Project Management Processes

Recognizing Professional and Social Responsibility

Review Questions

CHAPTER 2 Initiating the Project

Understanding the Project Management Knowledge Areas

Performing a Project Assessment

Defining the High-Level Project Scope

Identifying High-Level Risks, Assumptions, and Constraints

Developing the Project Charter

Obtaining Project Charter Approval

Performing Key Shareholder Analysis

Bringing the Processes Together

Review Questions

CHAPTER 3 Planning the Project

Developing a Scope Management Plan

Requirements Management Plan

Developing a Project Schedule

Developing a Cost Management Plan

Developing a Quality Management Plan

Developing a Human Resource Management Plan

Developing a Communications Management Plan

Developing a Procurement Management Plan

Developing a Change Management Plan

Developing a Risk Management Plan

Developing a Stakeholder Management Plan

Obtaining Project Management Plan Approval

Conducting a Kickoff Meeting

Bringing the Processes Together

Review Questions

CHAPTER 4 Executing the Project

Obtaining and Managing Resources

Maximizing Team Performance

Executing the Project Management Plan

Implementing Approved Changes

Implementing the Quality Management Plan

Implementing the Risk Management Plan

Bringing the Processes Together

Review Questions

CHAPTER 5 Monitoring and Controlling the Project

Measuring Project Performance

Managing Changes to the Project Scope, Schedule, and Costs

Ensuring Adherence to Quality Standards

Updating the Risk Register

Assessing Corrective Actions

Communicating Project Status

Controlling Stakeholder Engagement

Bringing the Processes Together

Review Questions

CHAPTER 6 Closing the Project

Obtaining Final Acceptance

Transferring Ownership

Obtaining Financial, Legal, and Administrative Closure

Distributing the Final Project Report

Collating Lessons Learned

Archiving Project Documents

Measuring Customer Satisfaction

Bringing the Processes Together

Review Questions

Appendix Answers to Review Questions

Advert

EULA

List of Tables

Chapter 1

Table 1.1

Table 1.2

Table 1.3

Table 1.4

Table 1.5

Chapter 2

Table 2.1

Table 2.2

Table 2.3

Table 2.4

Table 2.5

Table 2.6

Table 2.7

Table 2.8

Table 2.9

Table 2.10

Table 2.11

Chapter 3

Table 3.1

Table 3.2

Table 3.3

Table 3.4

Table 3.5

Table 3.6

Table 3.7

Table 3.8

Table 3.9

Table 3.10

Chapter 4

Table 4.1

Chapter 5

Table 5.1

Table 5.2

Table 5.3

Table 5.4

List of Illustrations

Chapter 1

FIGURE 1.1

Project

FIGURE 1.2

Operations

FIGURE 1.3

Stakeholders

FIGURE 1.4

Project management overview

FIGURE 1.5

General management skills

FIGURE 1.6

Spectrum of organizational types

FIGURE 1.7

Project management process groups

FIGURE 1.8

Elements of responsibility

FIGURE 1.9

Handling information

FIGURE 1.10

Avoiding culture shock

FIGURE 1.11

Elements to consider in exhibiting fairness

FIGURE 1.12

Elements of honesty

FIGURE 1.13

Elements of industry advancement

Chapter 2

FIGURE 2.1

Project Integration Management

FIGURE 2.2

Project Scope Management

FIGURE 2.3

Project Time Management

FIGURE 2.4

Project Cost Management

FIGURE 2.5

Project Quality Management

FIGURE 2.6

Project Human Resource Management

FIGURE 2.7

Project Communications Management

FIGURE 2.8

Project Risk Management

FIGURE 2.9

Project Procurement Management

FIGURE 2.10

Project Stakeholder Management

FIGURE 2.11

Project selection methods

FIGURE 2.12

Overview of cash flow analysis techniques

FIGURE 2.13

Develop Project Charter process

FIGURE 2.14

Identify Stakeholders process

FIGURE 2.15

Initiating a project

Chapter 3

FIGURE 3.1

Plan Scope Management process

FIGURE 3.2

Collect Requirements process

FIGURE 3.3

Define Scope process

FIGURE 3.4

Create WBS process

FIGURE 3.5

WBS Level 1 and Level 2

FIGURE 3.6

WBS Levels 1 through 3

FIGURE 3.7

WBS Levels 1 through 4

FIGURE 3.8

Unique WBS identifiers

FIGURE 3.9

Plan Schedule Management process

FIGURE 3.10

Define Activities process

FIGURE 3.11

Sequence Activities process

FIGURE 3.12

Order of Sequence Activities process

FIGURE 3.13

Estimate Activity Resources process

FIGURE 3.14

Resource breakdown structure

FIGURE 3.15

Estimate Activity Durations process

FIGURE 3.16

Develop Schedule process

FIGURE 3.17

Forward and backward pass

FIGURE 3.18

Critical path diagram

FIGURE 3.19

Gantt chart

FIGURE 3.20

Plan Cost Management process

FIGURE 3.21

Estimate Costs process

FIGURE 3.22

Determine Budget process

FIGURE 3.23

Cost baseline

FIGURE 3.24

Cost baseline, funding requirements, and cash flow

FIGURE 3.25

Plan Quality Management process

FIGURE 3.26

Quality theorists

FIGURE 3.27

Plan Human Resource Management process

FIGURE 3.28

Plan Communications Management process

FIGURE 3.29

Network communication model

FIGURE 3.30

Communication model

FIGURE 3.31

Plan Procurement Management process

FIGURE 3.32

Contract types

FIGURE 3.33

Plan Risk Management process

FIGURE 3.34

Risk breakdown structure

FIGURE 3.35

Identify Risks process

FIGURE 3.36

Cause-and-effect diagram

FIGURE 3.37

Flowchart diagram

FIGURE 3.38

Influence diagram

FIGURE 3.39

Perform Qualitative Risk Analysis process

FIGURE 3.40

Perform Quantitative Risk Analysis process

FIGURE 3.41

Tornado diagram

FIGURE 3.42

Decision tree

FIGURE 3.43

Plan Risk Responses process

FIGURE 3.44

Strategies for negative risks

FIGURE 3.45

Strategies for positive risks

FIGURE 3.46

Plan Stakeholder Management process

FIGURE 3.47

Develop Project Management Plan process

FIGURE 3.48

High-level view of project management plan contents

FIGURE 3.49

Planning process group interaction

FIGURE 3.50

Planning process group triangle

FIGURE 3.51

Project Scope Management Knowledge Area process interaction

FIGURE 3.52

Project Time Management Knowledge Area process interaction

FIGURE 3.53

Project Cost Management Knowledge Area process interaction

FIGURE 3.54

Project Quality Management Knowledge Area process interaction

FIGURE 3.55

Project Human Resource Management Knowledge Area process interaction

FIGURE 3.56

Project Communications Knowledge Area process interaction

FIGURE 3.57

Project Risk Management Knowledge Area process interaction

FIGURE 3.58

Project Procurement Management Knowledge Area process interaction

FIGURE 3.59

Project Stakeholder Management Knowledge Area process interaction

Chapter 4

FIGURE 4.1

Acquire Project Team process

FIGURE 4.2

Conduct Procurements process

FIGURE 4.3

Develop Project Team process

FIGURE 4.4

Theory X & Y and Theory Z

FIGURE 4.5

Maslow’s hierarchy of needs

FIGURE 4.6

Stages of team development

FIGURE 4.7

Manage Project Team process

FIGURE 4.8

Conflict resolution techniques

FIGURE 4.9

Direct and Manage Project Work process

FIGURE 4.10

Definition of a deliverable

FIGURE 4.11

Manage Communications process

FIGURE 4.12

Manage Stakeholder Engagement process

FIGURE 4.13

Perform Quality Assurance process

FIGURE 4.14

Quality audit results

FIGURE 4.15

The project team

FIGURE 4.16

Process interaction—integration

FIGURE 4.17

Process interaction—quality

FIGURE 4.18

Process interaction—human resources

FIGURE 4.19

Process interaction—communications

FIGURE 4.20

Process interaction—procurement

FIGURE 4.21

Process interaction—Stakeholder Engagement

Chapter 5

FIGURE 5.1

Monitor and Control Project Work process

FIGURE 5.2

Control Procurements process

FIGURE 5.3

Contract change control system

FIGURE 5.4

Validate Scope process

FIGURE 5.5

Control Scope process

FIGURE 5.6

Control Schedule process

FIGURE 5.7

Control Costs process

FIGURE 5.8

Earned value

FIGURE 5.9

Control Quality process

FIGURE 5.10

Cause-and-effect diagram

FIGURE 5.11

Pareto diagram

FIGURE 5.12

Control chart

FIGURE 5.13

Scatter diagram

FIGURE 5.14

Control Risks process

FIGURE 5.15

Perform Integrated Change Control process

FIGURE 5.16

Change requests

FIGURE 5.17

Configuration management system

FIGURE 5.18

Control Communications process

FIGURE 5.19

Control Stakeholder Engagement process

FIGURE 5.20

Process group objectives: Monitoring and Controlling

FIGURE 5.21

Process interaction: integration

FIGURE 5.22

Process interaction: scope

FIGURE 5.23

Process interaction: time

FIGURE 5.24

Process interaction: cost

FIGURE 5.25

Process interaction: quality

FIGURE 5.26

Process interaction: communications

FIGURE 5.27

Process interaction: risk

FIGURE 5.28

Process interaction: procurement

FIGURE 5.29

Process interaction: stakeholder management

Chapter 6

FIGURE 6.1

Close Project or Phase process

FIGURE 6.2

Close Procurements process

FIGURE 6.3

Closed procurements

FIGURE 6.4

Administrative closure procedures

FIGURE 6.5

Measuring customer satisfaction

FIGURE 6.6

Project closure checklist

FIGURE 6.7

Process interaction: integration

FIGURE 6.8

Process interaction: procurement

Guide

Cover

Table of Contents

Chapter

Pages

xix

xx

xxi

xxii

xxiii

xxiv

xxv

xxvi

xxvii

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

49

50

51

52

53

54

55

56

57

58

59

60

61

62

63

64

65

66

67

68

69

70

72

73

74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

91

92

93

94

96

97

98

99

100

101

102

103

104

105

106

107

108

109

110

111

112

113

114

115

116

117

118

119

120

121

122

123

124

125

126

127

128

129

130

131

132

133

134

135

136

137

138

139

140

141

142

143

144

145

146

147

148

149

150

151

152

153

154

155

156

157

158

159

160

161

162

163

164

165

166

167

168

169

170

171

172

173

174

175

176

177

178

180

181

182

183

184

185

186

187

188

189

190

191

192

193

194

195

196

197

198

199

200

201

203

204

205

206

207

208

209

210

211

212

213

214

215

216

217

218

219

220

221

222

223

224

225

226

227

228

229

230

231

232

233

234

235

236

237

238

239

240

241

242

243

244

245

246

247

248

249

250

251

252

253

254

255

256

257

258

259

260

261

262

263

264

265

267

268

269

270

271

272

273

274

275

276

277

278

279

280

281

282

283

284

285

286

288

289

290

291

293

294

295

296

297

298

299

300

301

302

303

304

305

306

307

308

309

310

311

312

313

314

315

316

317

318

319

320

321

322

323

324

325

326

327

328

329

331

332

333

334

335

336

337

338

339

340

341

342

343

344

345

346

347

348

349

350

351

352

353

354

355

356

357

358

359

360

Introduction

Congratulations on your decision to pursue the Project Management Professional (PMP®) credential, one of the most widely recognized credentials within the project management industry. The PMP® credential is offered by the Project Management Institute (PMI), a not-for-profit organization with thousands of members across the globe. PMI has been a long-standing advocate and contributor to the project management industry and offers several credentials for those specializing in the field of project management.