Project Managers

The Project Management Professional Certification Training is often viewed as the gold standard in certification for project managers. It is a highly appreciated certification as employees who hold this certification are paid 23% more (on average) than those who do not hold this PMP certification. The Project Management Institute (PMI) is this certifications parent company and has worked accurate along with businesses to maintain the relevancy of this certification.

The most challenging task is to understand the complicated language of the PMBOK (Project Management Book of Knowledge). The PMP Certification Exam requires not only vast project management knowledge but also the application of that knowledge. However, with the knowledge and skills obtained you would be equipped to plan, manage and control the various projects that you are leading.

Project Methodologies comprise guiding processes for those who are doing project management. The correct definition is that methodologies are not tooled specific, however, in today's software-reliant world, the truth is that the methodology and the organization's project management software tool are often heavily intertwined. A methodology is a model, which project manager’s work for the design, planning, execution, and accomplishment of their project objectives. There are different project management certifications to benefit different projects.

Agile Method

The Agile method attempts to bring quick, constant delivery of product to the customer. Whereas traditional methodologies such as the Waterfall method or other linear processes require detailed requirements that are defined at the beginning where the end product is what defined in the beginning. With Agile there is no well-defined end product at the onset. In Agile there is still a disciplined prioritization process, but the non-static requirements, flexibility, constant change, and regular communication approach this as part of the culture and process.

As project managers are normally the only individuals who get trained, only they are actually aware of the method. Project teams and more importantly the senior managers who govern projects often do not understand their role within the method and consequently view the perceived bureaucratic overhead with suspicion.