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PRINCE2® Roles and Responsibilities [Major & Minor Roles explained]

A project is run by a team and without one, it won’t even begin or complete. When a team is finally formed, they would then have to formulate a plan and act on the same to complete the project. Thus, it becomes an issue of great importance that the members in the team associated with a particular project are aware of what they have to do, what they can expect from others as well as their team members, to whom they have to report their work, and who shall do the brainstorming and decision-making, and this article focuses on providing answers for these questions. Hence, this principle defines the roles and responsibilities of everyone who is associated with the project, from the very beginning till the closure of the project.PRINCE2® clearly suggests that a project should have well-defined, distributed and agreed roles and responsibilities among the entire team undertaking the project. It is important for an organization to distinctly identify these roles and responsibilities to enable its structure that deals with Business, User and Stakeholder interests to function properly and effectively.PRINCE2® ORGANIZATION THEMEThe organization theme is responsible for defining and authorizing the accountability and responsibilities, that form the structure of a project.PRINCE2® assumes that there will be a customer responsible for specifying the desired result and then purchasing the project. Similarly, a supplier will also be present to provide the resources and skills needed to deliver the desired results. Thus, it is safe to say that  PRINCE2® is based on a customer/supplier environment.One major feature of PRINCE2® is that all the projects should have a defined organizational structure that will ultimately bring together the various parties and teams for the common aspirations of the project. It further enhances the effectivity of project governance and decision making.These are the components of a successful project management team under the organization theme:1. Representation of all the three major stakeholders as listed in PRINCE2®, a project consists of three major stakeholders which are the Business Sponsors, Users, and Suppliers.Business Sponsors are responsible for ensuring that the product or service offers value for money and is of high-quality standards.Users represent the consumer aspects, they will use the final finished products and services, and are the ones receiving the benefit of those products and services.Suppliers are responsible for providing the basic material and resources, raw or tailored and supplying proper knowledge and experience to the project. They are the producers, producing the finished products according to the designed project plan.This particular principle clearly states that the three major stakeholders must be correctly represented in the Project Management Team and in the Project Board as they act as the three staunch pillars that support and drive the project further ahead. Every successful project team must have a proper Business, User, and Supplier stakeholder representation.An effective project team should have defined responsibilities for directing, managing and delivering the project. These three processes paired up with accountability are the key components of a project and thus require accurate and proper distribution of responsibilities.Another component of a successful project team is the regular and continuous reviewing of various project roles assigned to the members throughout the project.The final component is to come up with an effective strategy for properly managing the communication flows that the project team must maintain to/from the external key stakeholders.It is a common understanding that the senior management board will be under a lot of workload and cannot supervise the day-to-day development of the project. Hence, the board issues certain responsibilities to certain individuals or a group of individuals, such that the direction and management of the project is separated from the delivery of the project’s outputs and results. It is done by using the principle of Management by Exception.The structure that eventually forms comprises of four levels, where Corporate level is outside the project borderlines:Corporate: It is responsible for:Commissioning the project in the first placeAppointing the Project Executive  Defining the project level tolerances to be followed by the project boardDirecting: It is undertaken by the project board, which is responsible for:Overall direction and supervision of the projectAccountable for the project’s successThey approve all the major plansThey approve completion of each stageThey authorize the start of the next stageCommunicating with the stakeholdersAuthorizing any deviation that exceeds the project level tolerancesManaging: Project Manager comes under this level and is responsible for:The day-to-day management of the project within the parameters set by the project boardTo make sure that the products are being delivered according to the time, cost, quality, scope of risk and benefit objectivesDelivering: Team Managers come under this level and are responsible for:Delivering the project’s products with the desired quality standards and within a specified time frame and costTo summarize these components, we can conclude that each project should have direction, management, control and communication within its structure and project team for providing better and fruitful outcomes.THE PREDEFINED ROLES IN A PROJECTThe PRINCE2® methodology is based on processes and division of stages for improved performance. It also brings along a series of defined roles with specific tasks designated to them. The predefined roles in a project based on a PRINCE2® environment are:Project Board - It is a group of professionals that includes :Executive: The executive has the custody of the business case and is the person ultimately taking responsibility for the project.Senior User: This position can be held by an individual or a group of professionals. Their primary objective is to represent the demands of the final user.Senior Supplier: This position can also be assigned to one or more individuals. Their responsibility is to ensure the representation of the interests of the suppliers.Project Assurance: The primary goal of Project Assurance is to make sure that the interests of the stakeholders are met.Change Authority: They are responsible for deciding the major change requests on behalf of the Project Board.Project Manager: The person responsible for undertaking the day-to-day supervision of the project on behalf of the Project Board.Project Support: It is the body responsible for assisting the Project Manager in the Project Management tasks and duties.Team Manager: This position can be assigned to one or more professionals that ensure the quality and other elements of production in the various teams that focus on a particular skill or knowledge from various departments.1. Roles Associated with the Project BoardThe project board represents the direction level of the project and consists of the following roles : a. The Executive: The executive actually owns the business case and his role is that of a business-oriented leader who is ultimately accountable for the project. The executive also has the authority of delivering the final words and decisions that are taken in the project. Thus, the project board doesn’t demonstrate any signs of democracy and equal decision-making rights.The executive is appointed by the corporate of programme management, he is the one responsible for the project with additional support from the Senior User and Senior Supplier. The executive is also responsible for designing and appointing the project management team, including the rest of the project board and also appoints the project manager b. The Senior User: It represents the final user’s requirements in the board. It specifies the needs of the user that will use the finished product or service and also establishes communication between the project management team and the users, and ensuring that the products will cater to the needs of the users, especially the quality of the product or service and ease of use. It also supplies benefits information for the Benefit Review Plan. c. The Senior Supplier: It represents the interests of the supplier. It represents the interests of those designing, developing, facilitating and implementing the project’s product and services, they provide supply to the project and make sure that only the right tools, people, equipment and expertise are in place. They also ensure that the product meets the expected criteria including the quality criteria.   Only one person can be the executive, but both the other two roles i.e the senior user and the senior supplier can be assigned to one or multiple individuals.Associated DutiesThe project board is responsible for holding accountability for the success and the failure of the project.Another duty is to provide unified direction to the project and the respective Project Manager.The project board also provides the resources and also authorizes funds utilized in the project.They should also provide additional visible and continuous support and assistance to the Project Manager.They ensure that there is effective communication within the project team and with external stakeholders.In real life, there are many organizations that have a project board that is incapable of handling projects or is either inexperienced or not at all interested in the project itself. This is a serious issue and a major drawback that could sabotage the entire project and the team associated. Henceforth, a great project board is a must to ensure that the direction is on point and effective. 2. The Project Assurance RoleIt is the responsibility of the Project Board to ensure that the project performs well and the products/services are produced, this is known as the Project Assurance. The board usually checks it directly through the Project Manager. But in large projects, many of the board members are busy with their respective tasks. Thus, the board can delegate this responsibility to someone else. The basic method is to double-check the information and this is called Project Assurance.It monitors the performance of the project and provides assistance to the Project Manager by giving insights on corporate-related issues. That’s how the board uses its Project Assurance responsibility to ensure that everything is going according to plan and the Project Manager is up to date with corporate regulations.Different board members have their respective Project Assurance responsibilities. For example:The Executive is responsible for Business Assurance (Business Value)The Senior User is responsible for the User AssuranceThe Senior Supplier is responsible for the Supplier’s Assurance 3. The Change Authority Role The responsibilities associated with the Change Authority are as follows:This role lies under the Project Team Management.The Project Board may decide if an individual should be appointed or an entire group is required to undertake this role.The primary objective of  Change Authority is to review the requests for change or the off-specifications related to the project.The Change Authority is also capable of delegating responsibility to a number of levels depending on the intensity and the complexity of the change.Asperity of Change RequestDecided ByLevel 1Project Support / Help DeskLevel 2Project ManagerLevel 3Change AuthorityLevel 4Project BoardLevel 5Corp / Programme ManagementIf smaller changes are expected in a project then the Project Board can handle them. But when many major changes are expected then it is more efficient to use a separate Change Authority group.A separate Change Authority group simplifies the change process and saves the Project Board from all the hassle. 4. The Project Manager RoleThe Project Manager role has the following impact on the project:Their primary objective is to manage the project on a daily basis. Their main focus is on the day-to-day progress of the project.This particular position of a Project Manager can never be shared and only one is appointed for a particular project.The Project Manager runs and supervises a project on behalf of the Project Board within a few specified constraints and collaborates throughout the project with the Project Board and the Project Assurance.In the case of PRINCE2®, it is usually preferred that the Project Manager belongs to the customer side.The Project is also responsible for running all the principal processes except Directing a Project Process (DP).The Project Manager is responsible for the Project Support and assistance and also the Team Managers.In several smaller projects, where there are no Team Managers, the Project Manager can manage the team members directly. Additionally, in cases where there is project support, the support task is completely on the shoulders of the Project Manager.5. The Team Manager RoleThe role of a Team Manager is actually optional and not necessary in smaller projects. The role  of a Team Manager only comes into the scene if:The Project is quite huge and requires a lot of members. Thus, a number of Team Members would be required to manage and supervise several teams from different departments and expertise.Team Managers are usually required for a specific skill, skillset or knowledge of the products to be produced. For example, a project requires an individual with great expertise of JAVA to provide assistance in handling and developing the applications or programs or researching on a particular product.They are also the need of the hour when the project is affected by geographical reasons. The project might include remote teams that provide assistance from remote locations, then that particular remote team is managed by a Team Manager.If the project is using an external company, then it would be easier to coordinate with the Team Manager rather than all the team members directly and individually.6. The Project Support RoleThe project support role offers the following services to the project:The Project Support provides administrative services to provide assistance to the Project Manager in the form of filing, distributing documents, adding documents to an IT System, etc.Project support also advises and offers guidance regarding the use of project management tools and configuration management.The Project Support also provides additional assistance in planning and risk management. For example, keeping the planned documents up to date and also highlighting what has been completed and what aspects of the projects are delayed.The prominent responsibility of the Project Support is Configuration Management and following the guidelines under the Configuration Management Strategy Document: it is one of the four strategy documents formulated at the beginning of the project.The responsibility of the Project Support is under the authority of the Project manager. To put forward in simple words, the Project Manager is responsible for the administrative duties associated with the project. Therefore, this role is not optional, however, the Project Manager can delegate this responsibility to another person or group.In a case, where the Project Manager is unable to delegate this role to someone else, it is the responsibility of the Project Manager to assume the role of the Project Support. This is the reason why we see many Project Managers working late in the evening and doing overtime. As they are trying to catch up on their administrative tasks and keep forgetting to plan all this in their normal working hours.STAGE-WISE MANAGEMENTA great way of handling a big and chunky task or project is to divide it into smaller and manageable fragments. This is the same methodology implemented in the PRINCE2® method of project management. But, instead of chunks or fragments, in PRINCE2® a different terminology is used, i.e. stages - Management Stages. The PRINCE2® methodology focuses on running and operating a project under a planned and controlled environment through a stage by stage basis.These stages are separated and decided by the Project Board on the basis of Decision Points. After the completion of each stage, the Project Board assesses the performance of the previous stage, analyzes the plans for the next stage, and ultimately decides whether to proceed to the next stage or not. The higher the number of stages, the more control is possessed by the Project Board, but it also increases their workload. Fewer stages in a project require less amount of work from the Project Board which indicates that the Senior Management will have less control over the project.  The division of a project into stages has some advantages as mentioned below:It allows the project to be divided into smaller and simpler fragments that can be easily managed.It leads to a high-level plan for the project and a very detailed Stage Plan.It also incorporates learning from the previous stages while devising a plan for the upcoming stages.There should be a minimum of two management stages in a project under a PRINCE2® project environment:The Initiation StageThe Management StageThe Closing a Project process is the last part of the second stage in a two-stage project.In this manner a particular PRINCE2® project is controlled, managed, and monitored on a stage by stage basis.

PRINCE2® Roles and Responsibilities [Major & Minor Roles explained]

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PRINCE2® Roles and Responsibilities [Major & Minor Roles explained]

A project is run by a team and without one, it won’t even begin or complete. When a team is finally formed, they would then have to formulate a plan and act on the same to complete the project. Thus, it becomes an issue of great importance that the members in the team associated with a particular project are aware of what they have to do, what they can expect from others as well as their team members, to whom they have to report their work, and who shall do the brainstorming and decision-making, and this article focuses on providing answers for these questions. Hence, this principle defines the roles and responsibilities of everyone who is associated with the project, from the very beginning till the closure of the project.

PRINCE2® clearly suggests that a project should have well-defined, distributed and agreed roles and responsibilities among the entire team undertaking the project. It is important for an organization to distinctly identify these roles and responsibilities to enable its structure that deals with Business, User and Stakeholder interests to function properly and effectively.

PRINCE2® ORGANIZATION THEME

The organization theme is responsible for defining and authorizing the accountability and responsibilities, that form the structure of a project.

PRINCE2® assumes that there will be a customer responsible for specifying the desired result and then purchasing the project. Similarly, a supplier will also be present to provide the resources and skills needed to deliver the desired results. Thus, it is safe to say that  PRINCE2® is based on a customer/supplier environment.

One major feature of PRINCE2® is that all the projects should have a defined organizational structure that will ultimately bring together the various parties and teams for the common aspirations of the project. It further enhances the effectivity of project governance and decision making.

These are the components of a successful project management team under the organization theme:

1. Representation of all the three major stakeholders as listed in PRINCE2®, a project consists of three major stakeholders which are the Business Sponsors, Users, and Suppliers.

Major Stakeholders

  • Business Sponsors are responsible for ensuring that the product or service offers value for money and is of high-quality standards.
  • Users represent the consumer aspects, they will use the final finished products and services, and are the ones receiving the benefit of those products and services.
  • Suppliers are responsible for providing the basic material and resources, raw or tailored and supplying proper knowledge and experience to the project. They are the producers, producing the finished products according to the designed project plan.

This particular principle clearly states that the three major stakeholders must be correctly represented in the Project Management Team and in the Project Board as they act as the three staunch pillars that support and drive the project further ahead. Every successful project team must have a proper Business, User, and Supplier stakeholder representation.

  1. An effective project team should have defined responsibilities for directing, managing and delivering the project. These three processes paired up with accountability are the key components of a project and thus require accurate and proper distribution of responsibilities.
  1. Another component of a successful project team is the regular and continuous reviewing of various project roles assigned to the members throughout the project.
  1. The final component is to come up with an effective strategy for properly managing the communication flows that the project team must maintain to/from the external key stakeholders.

It is a common understanding that the senior management board will be under a lot of workload and cannot supervise the day-to-day development of the project. Hence, the board issues certain responsibilities to certain individuals or a group of individuals, such that the direction and management of the project is separated from the delivery of the project’s outputs and results. It is done by using the principle of Management by Exception.

The structure that eventually forms comprises of four levels, where Corporate level is outside the project borderlines:

  • Corporate: It is responsible for:
    • Commissioning the project in the first place
    • Appointing the Project Executive  
    • Defining the project level tolerances to be followed by the project board
  • Directing: It is undertaken by the project board, which is responsible for:
    • Overall direction and supervision of the project
    • Accountable for the project’s success
    • They approve all the major plans
    • They approve completion of each stage
    • They authorize the start of the next stage
    • Communicating with the stakeholders
    • Authorizing any deviation that exceeds the project level tolerances
  • Managing: Project Manager comes under this level and is responsible for:
    • The day-to-day management of the project within the parameters set by the project board
    • To make sure that the products are being delivered according to the time, cost, quality, scope of risk and benefit objectives
  • Delivering: Team Managers come under this level and are responsible for:
    • Delivering the project’s products with the desired quality standards and within a specified time frame and cost

To summarize these components, we can conclude that each project should have direction, management, control and communication within its structure and project team for providing better and fruitful outcomes.

THE PREDEFINED ROLES IN A PROJECT

PREDEFINED ROLES IN A PROJECT

The PRINCE2® methodology is based on processes and division of stages for improved performance. It also brings along a series of defined roles with specific tasks designated to them. The predefined roles in a project based on a PRINCE2® environment are:

  1. Project Board - It is a group of professionals that includes :
    • Executive: The executive has the custody of the business case and is the person ultimately taking responsibility for the project.
    • Senior User: This position can be held by an individual or a group of professionals. Their primary objective is to represent the demands of the final user.
    • Senior Supplier: This position can also be assigned to one or more individuals. Their responsibility is to ensure the representation of the interests of the suppliers.
  2. Project Assurance: The primary goal of Project Assurance is to make sure that the interests of the stakeholders are met.
  3. Change Authority: They are responsible for deciding the major change requests on behalf of the Project Board.
  4. Project Manager: The person responsible for undertaking the day-to-day supervision of the project on behalf of the Project Board.
  5. Project Support: It is the body responsible for assisting the Project Manager in the Project Management tasks and duties.
  6. Team ManagerThis position can be assigned to one or more professionals that ensure the quality and other elements of production in the various teams that focus on a particular skill or knowledge from various departments.

1. Roles Associated with the Project Board

The project board represents the direction level of the project and consists of the following roles :

 a. The Executive: The executive actually owns the business case and his role is that of a business-oriented leader who is ultimately accountable for the project. The executive also has the authority of delivering the final words and decisions that are taken in the project. Thus, the project board doesn’t demonstrate any signs of democracy and equal decision-making rights.

The executive is appointed by the corporate of programme management, he is the one responsible for the project with additional support from the Senior User and Senior Supplier. The executive is also responsible for designing and appointing the project management team, including the rest of the project board and also appoints the project manager

 b. The Senior User: It represents the final user’s requirements in the board. It specifies the needs of the user that will use the finished product or service and also establishes communication between the project management team and the users, and ensuring that the products will cater to the needs of the users, especially the quality of the product or service and ease of use. It also supplies benefits information for the Benefit Review Plan.

 c. The Senior Supplier: It represents the interests of the supplier. It represents the interests of those designing, developing, facilitating and implementing the project’s product and services, they provide supply to the project and make sure that only the right tools, people, equipment and expertise are in place. They also ensure that the product meets the expected criteria including the quality criteria.   

Only one person can be the executive, but both the other two roles i.e the senior user and the senior supplier can be assigned to one or multiple individuals.

Associated Duties

  • The project board is responsible for holding accountability for the success and the failure of the project.
  • Another duty is to provide unified direction to the project and the respective Project Manager.
  • The project board also provides the resources and also authorizes funds utilized in the project.
  • They should also provide additional visible and continuous support and assistance to the Project Manager.
  • They ensure that there is effective communication within the project team and with external stakeholders.

In real life, there are many organizations that have a project board that is incapable of handling projects or is either inexperienced or not at all interested in the project itself. This is a serious issue and a major drawback that could sabotage the entire project and the team associated. Henceforth, a great project board is a must to ensure that the direction is on point and effective.

2. The Project Assurance Role

It is the responsibility of the Project Board to ensure that the project performs well and the products/services are produced, this is known as the Project Assurance. The board usually checks it directly through the Project Manager. But in large projects, many of the board members are busy with their respective tasks. Thus, the board can delegate this responsibility to someone else. The basic method is to double-check the information and this is called Project Assurance.

  • It monitors the performance of the project and provides assistance to the Project Manager by giving insights on corporate-related issues. That’s how the board uses its Project Assurance responsibility to ensure that everything is going according to plan and the Project Manager is up to date with corporate regulations.
  • Different board members have their respective Project Assurance responsibilities. For example:
  1. The Executive is responsible for Business Assurance (Business Value)
  2. The Senior User is responsible for the User Assurance
  3. The Senior Supplier is responsible for the Supplier’s Assurance

3. The Change Authority Role 

The responsibilities associated with the Change Authority are as follows:

  • This role lies under the Project Team Management.
  • The Project Board may decide if an individual should be appointed or an entire group is required to undertake this role.
  • The primary objective of  Change Authority is to review the requests for change or the off-specifications related to the project.
  • The Change Authority is also capable of delegating responsibility to a number of levels depending on the intensity and the complexity of the change.
Asperity of Change RequestDecided By
Level 1Project Support / Help Desk
Level 2Project Manager
Level 3Change Authority
Level 4Project Board
Level 5Corp / Programme Management
  • If smaller changes are expected in a project then the Project Board can handle them. But when many major changes are expected then it is more efficient to use a separate Change Authority group.
  • A separate Change Authority group simplifies the change process and saves the Project Board from all the hassle.

4. The Project Manager Role

The Project Manager role has the following impact on the project:

  • Their primary objective is to manage the project on a daily basis. Their main focus is on the day-to-day progress of the project.
  • This particular position of a Project Manager can never be shared and only one is appointed for a particular project.
  • The Project Manager runs and supervises a project on behalf of the Project Board within a few specified constraints and collaborates throughout the project with the Project Board and the Project Assurance.
  • In the case of PRINCE2®, it is usually preferred that the Project Manager belongs to the customer side.
  • The Project is also responsible for running all the principal processes except Directing a Project Process (DP).
  • The Project Manager is responsible for the Project Support and assistance and also the Team Managers.
  • In several smaller projects, where there are no Team Managers, the Project Manager can manage the team members directly. Additionally, in cases where there is project support, the support task is completely on the shoulders of the Project Manager.

5. The Team Manager Role

The role of a Team Manager is actually optional and not necessary in smaller projects. The role  of a Team Manager only comes into the scene if:

  • The Project is quite huge and requires a lot of members. Thus, a number of Team Members would be required to manage and supervise several teams from different departments and expertise.
  • Team Managers are usually required for a specific skill, skillset or knowledge of the products to be produced. For example, a project requires an individual with great expertise of JAVA to provide assistance in handling and developing the applications or programs or researching on a particular product.
  • They are also the need of the hour when the project is affected by geographical reasons. The project might include remote teams that provide assistance from remote locations, then that particular remote team is managed by a Team Manager.
  • If the project is using an external company, then it would be easier to coordinate with the Team Manager rather than all the team members directly and individually.

6. The Project Support Role

The Project Support Role

The project support role offers the following services to the project:

  • The Project Support provides administrative services to provide assistance to the Project Manager in the form of filing, distributing documents, adding documents to an IT System, etc.
  • Project support also advises and offers guidance regarding the use of project management tools and configuration management.
  • The Project Support also provides additional assistance in planning and risk management. For example, keeping the planned documents up to date and also highlighting what has been completed and what aspects of the projects are delayed.
  • The prominent responsibility of the Project Support is Configuration Management and following the guidelines under the Configuration Management Strategy Document: it is one of the four strategy documents formulated at the beginning of the project.
  • The responsibility of the Project Support is under the authority of the Project manager. To put forward in simple words, the Project Manager is responsible for the administrative duties associated with the project. Therefore, this role is not optional, however, the Project Manager can delegate this responsibility to another person or group.
  • In a case, where the Project Manager is unable to delegate this role to someone else, it is the responsibility of the Project Manager to assume the role of the Project Support. This is the reason why we see many Project Managers working late in the evening and doing overtime. As they are trying to catch up on their administrative tasks and keep forgetting to plan all this in their normal working hours.

STAGE-WISE MANAGEMENT

A great way of handling a big and chunky task or project is to divide it into smaller and manageable fragments. This is the same methodology implemented in the PRINCE2® method of project management. But, instead of chunks or fragments, in PRINCE2® a different terminology is used, i.e. stages - Management Stages. The PRINCE2® methodology focuses on running and operating a project under a planned and controlled environment through a stage by stage basis.

These stages are separated and decided by the Project Board on the basis of Decision Points. After the completion of each stage, the Project Board assesses the performance of the previous stage, analyzes the plans for the next stage, and ultimately decides whether to proceed to the next stage or not. The higher the number of stages, the more control is possessed by the Project Board, but it also increases their workload. Fewer stages in a project require less amount of work from the Project Board which indicates that the Senior Management will have less control over the project.  

The division of a project into stages has some advantages as mentioned below:

  • It allows the project to be divided into smaller and simpler fragments that can be easily managed.
  • It leads to a high-level plan for the project and a very detailed Stage Plan.
  • It also incorporates learning from the previous stages while devising a plan for the upcoming stages.

There should be a minimum of two management stages in a project under a PRINCE2® project environment:

Stages in the project Environment

  • The Initiation Stage
  • The Management Stage

The Closing a Project process is the last part of the second stage in a two-stage project.

In this manner a particular PRINCE2® project is controlled, managed, and monitored on a stage by stage basis.

KnowledgeHut

KnowledgeHut

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KnowledgeHut is an outcome-focused global ed-tech company. We help organizations and professionals unlock excellence through skills development. We offer training solutions under the people and process, data science, full-stack development, cybersecurity, future technologies and digital transformation verticals.
Website : https://www.knowledgehut.com

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1 comments

Richard 14 Aug 2019 1 likes

Thanks for sharing this informative blog.

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Good organizational, leadership and communication skills are also essentials for this role. What Does a Technical Project Manager Do?Responsibilities of a Technical Project Manager include but not limited to : Developing a project plan which includes developing an approach of how to execute, monitor and control and close a project Developing a project schedule as a part of planning activity (timelines) showing project start date and end date,  all the activities sequenced, how many resources are working on each activity, what is the duration of each activity, estimated cost of each activity, milestones, and understanding the critical path of each project to control project completion on time. Ensuring training processes are established and then implementing them for all the technical professionals Determining what are the intermediate deliverables and the final product Defining clear roles and responsibilities for all team members Conducting regular team meetings to review status of the project and also to help address issues and/or challenges during the course of the project  Detailed research and evaluation of hardware and software technology options for every project Updating and maintaining all technologies installed on production Helping in recruitment to fill positions within the technical department and then further training all employees and new recruits Developing technical, user and training documentation How To Become a Technical Project Manager?1. Educational QualificationsTechnical project managers are expected to hold a bachelor’s degree in computer science or a related field, which ensures that they would be having an in-depth understanding of complete software development process (SDLC). They may also add qualifications such as courses in management information systems (MIS) as an added advantage. In recent times, it is expected that these professionals also hold an MBA degree, which takes two years to complete. MBA can be studied and completed while working (Earn and Learn). This matters a lot, because work experience is also equally important. A technical project manager would already have put in several years of working experience (say 5-7 years) before they take on managerial responsibilities. Since every organization in the world uses computer systems, technical project managers can have industry-specific experiences. An IT experienced technical project manager in a manufacturing environment, is unlikely to become a systems project manager in an educational industry later on in the career. 2. Professional Qualifications Apart from the above-mentioned educational qualifications and industry experience, it would be a great advantage if a Technical Project Manager adds a Project Management Professional (PMP)® credential from Project Management Institute (PMI)® to his/her professional qualification.  3. Benefits of PMPWidely recognized Project Management Certification Worldwide recognition of your knowledge of Project Management practices Demonstrates Proof of Professional Achievement Improves the way you manage your Project Increases your Marketability Displays your willingness to pursue Growth Increases Customer Confidence Valued Globally across Industry Verticals & Companies In order to apply, however, you need to meet the following criteria:EDUCATIONAL BACKGROUNDPROJECT MANAGEMENT EXPERIENCEPROJECT MANAGEMENT EDUCATIONSecondary Degree (High school diploma, associate's degree or global equivalent)Minimum five years/60 months unique non-overlapping professional project management experience during which at least 7,500 hours were spent leading and directing the project*35 contact hours of formal educationFour years degree(bachelor's degree or global equivalent)Minimum three years/36 months unique non-overlapping professional project management experience during which at least 4,500 hours were spent leading and directing the project**Leading and directing the project as identified with tasks, knowledge and skills specific in the project Management professional Examination Content Outline. Experience must be in all five process group across all your project management experience submitted on the application. However, on a single project you do not need to have experience in all five process groups.Your experience leading and directing projects does not refer only to an official project manager’s role, but it can include any of the roles listed below:  Project Lead or Team Lead Assistant Project Manager Project Planner Project Coordinator  Project Expeditor  Any other lead role on a project, which involves managing a small sized team by leading and directing an area of a project Note that you don’t have to be involved in planning a large or complex project in order to be eligible to apply for PMP. If you have been involved in arranging charity functions or small events, even that counts! You must also note that PMP uses waterfall (Plan-driven) methodology to complete projects. The current trend in the industry is that many corporates and organizations are moving to implement Agile methodology, as it is change-driven. This means that changes can be incorporated in the project at any time, and they will be catered to. In the case of Plan-driven waterfall methods, changes if any will have to be carefully managed at the end of the project after the final product is delivered. In short, it means that a Technical Project Manager in the current scenario must be aware of both the methodologies and the technicalities associated with each. PMI has a credential for Agile practitioners, the Agile Certified Practitioner (PMI-ACP)®, which can be also obtained.What’s The Average Salary for a Technical Program Manager?Those who are starting their career as a Technical Project Manager, i.e. as an entry-level professional, can expect to earn a salary between $60,000 to $65,000 p.a. In case you have experience between 1 to 4 years, you can earn a salary between $75,000 to $80,000 p.a. A mid-career Technical Project Manager with experience between 5 to 9 years usually earns a salary between $90,000 to $95,000 p.a.  A senior Technical Project Manager with a good number of years of experience, such as more than 10 years, can earn a salary of up to $105,000 p.a. And those who have 20+ years of experience, can earn upto $120,000+ p.a. as it also depends on how you negotiate. Note: Salaries mentioned above may vary from country-to-country. Technical Skills Requirements-A number of skills are considered as essential skills for a Technical Project Manager. A very clear understanding of the organization’s strategy and objectives is essential Before starting the project, knowledge of the project objective(s), what are we delivering and what the organization is seeking out of it – returns, growth, reputation, relations, knowledge base etc is needed Conduct benefit-analysis with relevant stakeholders to validate project alignment with organizational strategy and expected business value (Is this our cup of tea? Is it contributing to our mission?) Accountability when managing projects A thorough understanding, developing and managing project policies, procedures, templates and other shared documentation (organizational process assets i.e. organization’s knowledge base)  Supervising teams and decision-making capabilities Experience in up-skilling and re-skilling talent in the project management as well as in technology areas Ability to predict and overcome challenges and obstacles Strong competencies such as learning, systems thinking, trustworthiness, time management, adaptability, business acumen, industry knowledge, organization knowledge Apart from these competencies a Technical Project Manager should also possess excellent verbal communication, non-verbal communication, written communication, listening and pro-active skills Skills such as facilitation, leadership and influencing, teamwork, negotiation and conflict resolution and teaching would also add value All the above competencies should be supported by hands-on skills using office productivity tools and technology, project management tools and technology and most importantly communication tools and technology Sample Technical Project Manager Job Description TemplateJob OverviewExample Co. is one of the leading companies in our field in the area. We're proud of our 3.6 rating on Glassdoor from our employees. We are hiring a talented Technical Project Manager professional to join our team. If you're excited to be part of a winning team, Example Co. is a great place to grow your career. You'll be glad you applied to Example Co. Responsibilities for Technical Project Manager Establish and implement training processes and strategies for all technical personnel Analyze, plan and develop requirements and standards in reference to scheduled projects Assign and oversee the daily tasks of technical personnel while ensuring all subordinates are actively working toward established milestones Hold regular technical team meetings to determine progress and address any questions or challenges regarding projects Determine and define clear deliverables, roles and responsibilities for staff members required for specific projects or initiatives Research and evaluate hardware and software technology options and weigh the cost/benefit analysis when making large purchases on behalf of the company Recruit and train exceptional employees to fulfil posted positions within the technical department Update and maintain all production technologies ensuring proper maintenance and installation Qualifications for Technical Project ManagerMaster's degree in Project Management or related technical field required Professional Project Management Certification from accredited institution preferred Demonstrated understanding of Project Management processes, strategies and methods Experience mentoring, coaching and developing rising talent in the technology department Excellent time management and organizational skills and experience establishing guidelines in these areas for others Strong sense of personal accountability regarding decision-making and supervising department teams Experience working in a high-level collaborative environment and promoting collaborative teamwork  Managerial experience applying analytical thinking and problem-solving skills Ability to predict challenges and seek to proactively head-off obstacles Conclusion  A Technical Project Manager is required to have a high level of technical expertise as well as good organization, leadership and communication skills. Any other lead role on a project who is involved in managing a small size team by leading and directing an area of a project can play the role of a Technical Project Manager. Responsibilities of a Technical Project Manager include developing a project plan, developing a project schedule, defining clear roles and responsibilities for all team members, detailed research and evaluation of hardware and software technology options for every project, updating and maintaining all technologies installed on production, for proper maintenance and installation, etc. The minimum educational qualification of a Technical Project Manager should be a degree in science or computer science or any equivalent Global degree or an MBA. A professional who is PMP or PMI-ACP certified will be the icing on the cake. 
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What is a Technical Project Manager?

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How to Project Schedule in Project Management

In project management, project scheduling encompasses listing activities, defining milestones and scheduling deliverables for delivery. This indicates that every project schedule must include a planned start date and planned finish date, estimated resources assigned to each activity and estimated duration of each activity. An effective project schedule is a very critical component of a successful project.The main purpose of project schedule is to deliver the project scope over a fixed period of time (fixed start and fixed end).What is Project Schedule in Project Management?Project scheduling is fundamental for planning and control in project management. All the work that is necessary to complete the deliverables is all accounted for in the project schedule. A project schedule indicates what activities are needed to be performed on each activity, in what sequence, which resources would be performing these activities, estimated duration to complete these activities, the estimated cost of each activity, etc. It also defines the human resources and physical resources needed to complete the activities. The schedule also includes all associated costs as outlined in the project budget.  The project schedule is often used along with a work breakdown structure (WBS) as it defines the scope of the project. The WBS must be created first as it helps to create the project schedule. Hence if there is any change to be carried out in the project schedule, first make changes in the WBS and then make corresponding changes in the project schedule. The project schedule should be updated regularly to gain a better understanding of the project's status. Clearly, the project schedule is an essential tool to deliver a project on time and within budget. Project schedules are created and tracked with project scheduling software, which has key features that allow project managers to monitor the progress of tasks, resources and costs in real time. They can also assign work, link dependent tasks, view dashboards, allocate resources and more. Work Breakdown Structure (WBS) This is how a work breakdown structure can be represented.In project management, WBS is a technique used for completing a complex or a larger project by making it more manageable. Work Breakdown Structure (WBS) is a hierarchical decomposition of the required scope of work needed to achieve project objectives and create the required deliverables. It defines the total scope of work required to complete the project. The deliverables and their component sub-deliverables are represented on the WBS in levels of descending order. Work defined at the lowest level of the WBS for which cost and duration are estimated and managed is called a Work Package. It must describe a deliverable that can be adequately scheduled, budgeted and assigned to an individual person or group. An important distinction to be made here is that the ‘work’ referred to in a WBS is actually the product or deliverable resulting from an individual work package and not necessarily always the work itself. The Project Management Institute (PMI) defines WBS as  A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables Each WBS level represents a new and increasingly detailed definition of work needed to complete the project.  A WBS structure must be constructed in a way that each new level in the hierarchy includes all the work needed, to complete its parent task. This means that every parent task element must have more than one child task within it to consider the parent task element complete. How to create a work breakdown structure?Before you create a work breakdown structure, it's essential to first assess the project scope by talking to all stakeholders and key team members involved. The final product to be delivered is defined at the top level (level 0). Level 0 is then decomposed to identify all the major deliverables that are required to produce the final product. Each level of the WBS decomposes the work further into more and more layers until the work package is at a level that can be assigned, estimated for cost and duration and tracked individually. The goal is to eventually roll up each work package into the level above within the WBS hierarchy to gain overall time and budget requirements. The work package is the smallest segment and includes the to-do activities, so you can apply duration and estimated cost. Level of decomposition is based on specific project needs and the level of granularity that is needed to manage the project effectively.  Here's an example of work breakdown structure. Each work package is further decomposed into the activities or tasks that are required to complete a work package. Activity names are usually stated as a verb and noun, such as “Make Lunch.”  The difference between an activity and a work package is that a work package has a specific product or outcome - or in project management terms - a deliverable - that contributes to the project, whereas an activity on its own does not produce a finished item or outcome that helps to fulfil the objective of the project.What’s Included in a Project Schedule? The entire WBS has to be transferred to the Project Schedule. During Planning: Project calendar, Project start date, Project end date, Activity list, Activity start date, Activity finish date, Activity dependencies, Work Packages, Activity duration, Estimated cost of each activity, Resources assigned to each activity. During Execution: Actual duration that is actual completion percentages will be updated by the project manager. Reports such as Earned Value Management, Resource Availability, and many other reports can be used for project tracking and control. How to Make a Project Schedule? Many professionals, while creating a project schedule, use a project schedule template from organizational repositories. A project schedule is not just a standard timetable that works for every project. There are different project scheduling techniques and project management tools involved in the scheduling process. Also, every project has different resources, timetables, scope considerations and other unique variables that must be considered in the schedule management plan. Project management software can be integrated into other project management tools, such as Gantt charts, dashboards and reports to monitor the progress of your project. Project scheduling occurs during the planning phase of the project life cycle.  After creating the project schedule plan for your project, set the project start and project end dates of your project. Follow these steps to create a project schedule of your own. Define activities from the WBS after decomposition of work packages: Scope statement should be made available during the initial planning. It contains project description, deliverables, acceptance criteria of each deliverable, in-scope and out-of-scope, and any assumptions and constraints of your project. WBS is created from this scope statement. Be thorough when putting an activity list together, you should not, and you don’t want to leave anything out. By using a Work Breakdown Structure (WBS) you can organize these activities and lay them out in order of completion.  Figure out task dependencies and then sequence activities: Activities are the small jobs that lead to the final deliverable and it’s crucial to map out the sequence of those tasks before diving into them. Most of the times an activity will be dependent on another activity to start or finish. You don’t want to get halfway through an activity before you realize you can’t complete it due to unclear objectives.  Estimate the realistic resources for each activity using each resource availability. Estimate the realistic duration of each activity. Build project schedule: The critical path is a method for scheduling activities in a project to find those which are critical to completion of the project on time. This will allow you to make choices about activities that can be ignored if time and costs become constraints.  Monitor and control project schedules throughout the project life cycle.Which Are the Project Estimating Techniques?Estimating the duration of project activities as realistically as possible is a key to creating a realistic schedule. There are various project estimating techniques known which are very widely used by project managers. Analogous Estimating: In this technique, project managers interview their team and other stakeholders to get their perspective on how long certain tasks can take. This technique relies on actual duration of previous, similar projects as the basis for estimating the duration of the current project, done in early phases of the project when cost of estimation is low. E.g. duration, budget, size, weight and complexity as the basis for estimating the same parameter or measure for a future project. Parametric Estimating: This technique uses an algorithm or a mathematical model, to calculate cost or duration based on historical data and project parameters, done in later phases of the project when cost of estimation is high. E.g. duration on a design project is estimated by the number of drawings multiplied by the number of labor hours per drawing. Three-Point Estimating (Triangular Distribution): In this technique most likely (tM) –based on the duration of the activity, given the resources likely to be assigned their productivity, realistic expectations of availability for the activity, dependencies on other participants and interruptions, optimistic (tO) – based on analysis of the best-case scenario for the activity and pessimistic (tP) – based on analysis of the worst-case scenario for the activity are determined. Depending on the assumed distribution of values within the range of the three estimates, the expected duration, tE, can be calculated as : tE = (tO + tM + tP) / 3 Another technique which is very widely used uses the same three-point estimates of each activity, and is called Program Evaluation and Review Technique (PERT). It uses Beta Distribution. Which Are the Project Scheduling Techniques?Project managers can make use of project scheduling techniques to increase the accuracy of their time estimates to minimize scheduling risks. Some of the commonly used project scheduling techniques are: Critical Path Method (CPM): The critical path method (CPM) is a technique that calculates the Critical Path which is the sequence of activities that represents the longest path through a project, and determines the shortest possible project duration (how quickly?). The longest path has the least total float, usually zero.  Other commonly used project scheduling techniques, schedule compression such as schedule crashing and fast tracking, can reduce the schedule duration without impacting the project scope. But also note there would be risks and costs involved in schedule compression techniques which need to be carefully managed. Simulation, resource-leveling and resource-smoothing are other tools that can help with project scheduling. How to Manage and Maintain Your Project Schedule During Execution Once you’ve got every piece of your schedule together, the last thing you want to do is manually create a document to keep a track of activities and update the status of the project completion.What Are Project Scheduling Tools?Project scheduling tools are used to help managers organize and execute their project’s tasks and resources within a given budget. Software offerings range from rudimentary to sophisticated and provide users with a wide spectrum of features that facilitate the scheduling of their project.There are many project scheduling tools available in the market such as MS Project, Primavera, Open Project, Project Server, etc.  which can be useful for simple as well as complex or large projects. Best Practices for the Project Scheduling ProcessEvery project manager must use a project scheduling tool to track projects, estimate realistically, consider 6:30 hours per day for creating a schedule, involve project team members in estimation after they come on board etc. Project Schedule vs Project PlanA Project schedule is a Timeline. It tells you when each activity should start and when it should end, which resources are working on the activities, duration of each activity, dependencies of each activity, estimated cost of each activity, etc. It is not a plan. A Project Plan is an approach which tells how you are going to manage your project, how you are going to re-plan, how you are going to execute, how you are going to monitor and control and how you are going to close the project.  Conclusion: Project scheduling is fundamental for planning and control in project management.  The main purpose of project schedule is to deliver the project scope over a period of fixed time (fixed start and fixed end). It is an essential tool to deliver a project on time and within budget. The project schedule is often used along with a work breakdown structure (WBS) as it defines the scope of the project. WBS must be created first as it helps to create project schedule. Follow these steps to create a project schedule of your own: Define activities from the WBS after decomposition of work packages  Figure out task dependencies and then sequence activities  Estimate realistic resources for each activity using each resource availability Estimate realistic duration of each activity Build project schedule and note the critical path(s) Monitor and control project schedule throughout the project life cycle. Various project scheduling tools can be used to create and track project schedules such as MS Project, Primavera, Open Project, Project Server, etc. These tools are full of features and functionality that a project manager can use to make effective schedules and lead projects to success. 
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How to Project Schedule in Project Management

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Best Project Management Certifications in 2021

While nothing can replace industry work experience, there is no doubt that a credible certification can open up new opportunities and elevate your current profile. This is true for any area of work and more so in the project management field.With projects getting more complex, pan global and resource intensive, organizations look to hire project managers who come with solid expertise and a recognised certification to back their knowledge and skill.With so many project management credentials to choose from, which one would suit you best in terms of the knowledge and opportunities you will gain? Here is a ready compilation of the best Project Management Certifications for 2021, to help you to make an informed decision.PMP® Certification TrainingCAPM® Certification TrainingPMI-RMP® Certification TrainingPRINCE2® Foundation and Practitioner Certification TrainingProgram Management Professional (PgMP)® Certification TrainingPMI-ACP® Certification Training1. Project Management Professional (PMP)®Arguably the most well-known credential in the Project Management space, the PMP is globally recognized as the gold standard in project management. Offered by the Project Management Institute (PMI)®, the PMP gives you the bandwidth to work in any industry, using any methodology and working on a variety of situations.This certification is a litmus test of your project management knowledge and skills in managing the project "triple constraints", that is time, cost, and scope. And with its new rollout, the PMP helps holders grow and develop diverse project management skills to suit the fast-changing markets of today and beyond.PMP DemandThe reason why PMP is so well received is because the skills one learns during the PMP certification journey can be applied across sectors, geographies and industries including IT, government sectors, telecommunications, manufacturing, banking and more.It allows certified professionals to maximise value, enhance bottom line margins and prove that they can drive business results.PMP continues to remain one among the best Project Management Certifications for 2021.Benefits of getting PMP certifiedValidate your commitment to continued excellence and qualityDemonstrate your proficiency in project managementGrow your career in project management with confidenceManage projects across sectors and industriesGet yourself hired by the bestEarn salaries that are up to 58% higher than those who do not hold the certificationEarn salaries up to $145,000Top companies that hire PMP professionalsExxon MobileAppleSAICEXELONWhere to take training for certification: Aspirants must undertake the training from an Authorized Training Provider of PMI®.Who should take the training for certification:Mid-Level, Senior Project ManagersProject CoordinatorsProject AnalystsProject LeadersProduct ManagersProgram ManagersProject SponsorsTeam LeadersAnyone interesting in building project management skillsEligibility for PMP examTo be eligible for the PMP® exam, you must fulfill the following criteriaEDUCATIONAL BACKGROUNDSecondary Degree (high school diploma, associate’s degree or global equivalent), ORFour-year Degree (bachelor’s degree or global equivalent), ORBachelor's or Post-Graduate degree from a GAC accredited program (bachelor’s degree or master's or global equivalent).PROJECT MANAGEMENT EXPERIENCEMinimum five years/60 months unique non-overlapping professional project management experience, ORMinimum three years/36 months unique non-overlapping professional project management experience, ORMinimum two years/24 months unique non-overlapping professional project management experience.PROJECT MANAGEMENT EDUCATION35 contact hours of formal education, unless you are an active CAPM holder.Exam FormatThe latest (2021) PMP® certification exam pattern is as follows:No of questions: 180 multiple-choice, multiple responses, matching, hotspot and limited fill-in-the-blank.Time: 230 minutesDifficulty level: The questions are populated as per the difficulty level. The questions are randomized so that no two candidates will get similar questions. The easier the question, the higher the passing score determinant and the higher or tougher the question, the easier the passing score. Duration to get certified: After completing your 35 hours of PMP workshop training, you need to rigorously prepare for the exam. Experts suggest dedicating several weeks to studying for the exam to ensure thorough preparation. Your web-based exam results will be visible to you immediately upon completion of the exam.Course fee for certification: In India: INR 14999, America: USD 999, Canada: CAD 1399Application fee: For PMI membership: USD $ 129 plus USD $10 for application fee.Exam fee for certification:In IndiaMember: ₹23,459.00 Non-member: ₹42,863.00In US Member: $405Non-member: $555Retake fee for certificationMember: $275Non-member:$3752. CAPM®: Certified Associate in Project Management Yet another offering from the PMI, the CAPM is a foundational credential that reflects the holder’s expertise in defining and managing new age project management tools and techniques. Based on the PMBOK® Guide-Sixth Edition, the CAPM will help you stand out among non-certified project managers and showcase your proficiency in implementing global project management best practices.  CAPM Demand: The CAPM certifies the holder as being adept in project management practices. An organization having a pool of CAPM qualified professionals has a good reputation and standing in the market. Owing to the benefits that they bring in, CAPM practitioners are much in demand.Benefits of getting CAPM certifiedLearn the right skills in project managementGain insights into project executing, monitoring, controlling and managementBe thorough in estimating project activity costsAchieve quality management and quality assurance at every stageMaster global project management best practicesOpen yourself to new opportunities and lucrative job offersEnhance your market credibility  Gain 23 contact hours/PDUsBe part of the PMI network and gain several benefitsEarn average salaries from $93,500 to $111,500Top companies that hire CAPM professionalsKaiser PermanateAecom CorporationSAP AmericaBooz, Allen, HamiltonInternational Business Machines (IBM) CorpWhere to take training for certification: Aspirants must train from an Authorized Training Partner (ATP) of PMI.Who should take the training for certificationAssociate Project ManagersProject ManagersIT Project ManagersProject CoordinatorsProject Analysts, Project LeadersSenior Project ManagersTeam LeadersProduct ManagersProgram ManagersProject SponsorsProject Team MembersEligibilitySecondary degree (high school diploma, associate’s degree or the global equivalent)23 hours of project management education completed by the time you sit for the examExam FormatNo of questions: 150 questions Time: 3 hoursDifficulty level: Moderate but requires thorough knowledge of project management principlesDuration to get certified: After completing your 23 hours of CAPM workshop training, you need to dedicate around 45-60 hours to ensure complete preparation for the exam. Your web-based exam results will be visible to you immediately upon completion of the exam. Course fee for certification: INR 8999, USD 799Application fee for certification: For PMI membership: USD $ 129 plus USD $10 for application fee.Exam fee for certification:In IndiaMember: ₹17,377.00Non-member: ₹23,169.00In U.S.Member: $435Non-member: $4953. PMI-RMP®: Project Management Institute-Risk Management ProfessionalThe pandemic exposed many vulnerabilities that organizations had not been prepared for. When faced with unprecedented risks, organizations need specialists who can identify and assess project risks, mitigate threats and take advantage of opportunities. The PMI-RMP course and certification prepares professionals to perform this role and successfully steer projects in complex environments.PMI-RMP Demand: According to the 2015 Pulse of the Profession® by PMI, “Eighty-three percent of organizations that are high performers in project management practice risk management frequently while just 49 percent of low performers do so”. This shows the importance of risk management and the emphasis organizations place on qualified risk managers.Benefits of getting PMI-RMP certifiedApply risk management practices for greater competitive advantageIdentify and measure risks in project development and implementationQuantify and create risk response strategies to deliver products that meet stakeholder expectationsUse a proactive and focused approach to preventing problems, rather than dealing with them once they occurIncrease your visibility within the companyAim for greater career growthEarn salaries upto $115,931Top companies that hire PMI-RMP professionalsWhere to take training for certification: Aspirants must train from an Authorized Training Partner (ATP) of PMI.Who should take the training for certificationRisk ManagersRisk Management ProfessionalsProject ManagersProject SponsorsProgram ManagersProject EngineersProject CoordinatorsPlanning ManagersPlanning EngineersProject Cost Control EngineersQuantity SurveyorsCivil EngineersIT Project ManagersProduct ManagersProject AnalystsBusiness AnalystsProject LeadersProject Co-ordinatorsTeam LeadersTeam MembersEligibilityTo apply for the PMI-RMP® Credential, you need to possess a:Secondary degree (high school diploma, associate’s degree, or the global equivalent)4,500 hours of project risk management experience40 hours of project risk management educationORFour-year degree (bachelor’s degree or the global equivalent)3,000 hours of project risk management experience30 hours of project risk management educationExam FormatNo of questions: 170 questions Type: Multiple ChoiceTime: 3.5 hoursDuration to get certifiedApplication fee: For PMI membership: USD $ 129 plus USD $10 for application fee.Course fee for certification: INR12999, USD 999Exam fee for certificationIn U.S.Member: $520Non-member: $670Retake fee for certificationMember: $335Non-member: $4354. PRINCE2® Foundation/PRINCE2 PractitionerThe PRINCE2 (PRojects IN Controlled Environments) Foundation and Practitioner credentials are sought-after offerings from AXELOS. There are a number of credentials offered under PRINCE2 that make it suitable for a wider audience. Axelos keeps the PRINCE2 curriculum regularly updated with the latest industry advances, which makes it suitable for new age project management and intensive, demanding projects.  PRINCE2 Demand: PRINCE2 extends its applicability across industries and sectors. This makes it very popular in the market as it is a one size fits all model. Although PRINCE2 was founded in the UK, it has now firmly established its presence in industries across the world. According to a report in LinkedIn, PRINCE2 is the most popular project management methodology. A professional adept at PRINCE2 and holding the credential is highly valuable and sought after by organizations implementing PRINCE2 for their projects.  Benefits of getting PRINCE2 certifiedGuide projects in their entiretyTailor PRINCE2 to suit the needs of projects and organizationsValidate your commitment to continued excellence and quality Master and demonstrate your proficiency of the PRINCE2® framework Gain project management best practices and grow your career with confidence Work across projects in diverse sectors and industriesShow your ability to work in challenging work environments Command higher salaries (upto $99,012 average) than your non-certified peers Top companies that hire PRINCE2 professionalsShellBPTranspower New ZealandIBMHPAquasoftGetronicsSiemensWhere to take training for certification: Aspirants must undertake training from a Certified Partner of AXELOS and an accredited training organization (ATO) with PeopleCert®.Who should take the training for certification?Project ManagersProject CoordinatorsProject AnalystsProject LeadersProduct ManagersProgram ManagersProject SponsorsTeam LeadersSenior Responsible OwnersProduct Delivery ManagersBusiness Change AnalystsProject and Programme Office PersonnelOperational Line ManagerAnyone who wishes to build up knowledge in project management EligibilityThere are no eligibility requirements for the PRINCE2® Foundation certification exam. To qualify for the PRINCE2 Practitioner exam, you must have at least one of the following certifications: PRINCE2® Foundation or higher (applicable only to certificates obtained after 1 January 2009) Project Management Professional (PMP)® Certified Associate in Project Management (CAPM)® IPMA Level A® (Certified Projects Director) IPMA Level B® (Certified Senior Project Manager) IPMA Level C® (Certified Project Manager) IPMA Level D® (Certified Project Management Associate) Project Management Qualification (PMQ) Project Professional Qualification (PPQ) Exam FormatFoundation ExamDuration: 60 minutes (1 hour) Questions: 60 Multiple choice questions Pass mark: 33 out of 60 available, or 55% Use of textbook: No, it’s a closed book examPractitioner Exam Duration: 150 minutes (2.5 hrs) Questions: 68 Objective type questions Pass mark: 38 out of 68 available, or 55% Use of textbook: Yes, but only the official PRINCE2® manual is permitted. Duration to get certifiedYou will need to attend 32-hours of PRINCE2® Foundation and Practitioner training from an ATO of AXELOS and PeopleCert®, following which you will be required to take the exams to demonstrate your knowledge of PRINCE2 and get certified. The results of your tests are issued within 2 business days from the date of your exam.  Course fee for certification: USD 1999Exam fee for certification: Included in course fee5. PgMP®: Program Management Professional (PgMP)® Certification TrainingAnother project management from the PMI, this credential is more advanced than the PMP and certifies the holder’s ability to manage complex projects that cover functions, organizations, cultures and geographies. The credential mandates holders to be proficient in the six prime focus areas: Governance, Prioritization, Escalation, Resource Management, Benefits Realization, and Stakeholder Management.PgMP Demand: Credentials from the PMI are known for their rigorous standards and testing, which is why they are well accepted in industries across sectors. PgMP holders are better able to promote integration and coordination of multiple projects for the overall benefit of the program. According to PMI’s 2015 Pulse of the Profession® report, an organization’s projects are far more successful with program management than without it — 76 percent compared to 54 percent. This further compounds the demand for PgMP professionals. Benefits of getting PgMP certifiedGet in-depth knowledge of tools and techniques to handle complex multiple related projectsUnderstand Program Lifecycle and its processes, competencies, tools and techniques with practical sample templatesLearn to implement large-scale programs to align with business strategyOpen yourself to lucrative job opportunities and leadership rolesWork in projects across geographiesEarn high salaries, upto $139,000 on averageTop companies that hire PgMP professionalsAmazonGoogleMicrosoftCognizantCapgeminiDeloitteJP Morgan ChaseErnst & YoungWhere to take training for certification: Aspirants must train from an Authorized Training Provider of PMI®Who should take the training for certificationTeam LeadsSponsorsProject DirectorsProgram ManagersPortfolio Managers  Project Management Office (PMO) HeadsEligibilityA Four-year Degree (Bachelor's or Global equivalent), with at least four years of Project Management experience and four years of Program Management experience.ORA Secondary Diploma (High school or Global equivalent), with at least four years of Project Management experience and seven years of Program Management experience. Exam FormatNo of questions: 170 multiple-choice, of which 20 are considered pretest questions which are not scored.Question type: Most questions are scenario based and test a professional's understanding and clarity of thoughts on different Program Management concepts.Time: 4 hoursDifficulty level: DifficultDuration to get certified: You have to complete your 24 hours of training from an Authorized Training Partner (ATP) of PMI. Make a study plan and stick to it religiously. The PgMP is considered to be more difficult than the PMP and requires a fair bit of preparation. Once you pass the 4-hour exam you will be PgMP certified.  Course fee for certification: INR 13,999; USD 1199Application fee for certification: For PMI membership: USD $ 129 plus USD $10 for application fee.Exam fee for certificationIn IndiaMember: ₹46,338.00Non-member: ₹77,230.00In U.S.Member: $800Non-member: $1000Retake fee for certificationMember: $600Non-member: $8006. PMI-ACPPMI-ACP Demand: Agile is a fairly new concept in the context of product development. Though organizations reap immense benefits by adopting Agile, the road to transformation can often turn out to be expensive if not well executed. PMI-ACP professionals are therefore in huge demand as they can bring in project management best practices in Agile environments and ensure project success.  Benefits of getting PMI-ACP certifiedThe shortage of Project Managers has increased job opportunities in the Agile environmentYou will qualify for Agile jobs with expertise in Agile methods like Scrum, FDD, Kanban, etc. which are in demand in the industryEarn salaries in the range of $108,000 on an averageEquips you with knowledge of various Agile methodsMakes you more marketableTop companies that hire PMI-ACP professionalsStandard CharteredOracleIBMVMWareSource: IndeedWhere to take training for certification: Aspirants must train from an Authorized Training Provider of PMI® Who should take the training for certification?Project ManagersProject PlannersQuality Assurance StaffDevelopers/ProgrammersDesigners, TestersProject ControllersProduct OwnersScrum MastersScrum Team MembersEligibilityTo apply for the PMI-ACP®, candidates must meet the following requirements:1. General Project Experience2000 hours of working on project teams within the last 5 years or having an active PMP®/PgMP® credential2. Agile Project Experience1500 hours of working on Agile Project Teams or with Agile Methodologies, in addition to “General Project Experience” above;3. Training in Agile Practices21 contact hours earned in Agile PracticesExam FormatNo of questions: 120 MCQ, of which 20 are pre-testDuration: 3 hoursDuration to get certified: Once you complete the course, you need to schedule the exam date. Exam applications have to be submitted and approved by PMI. Online applications m ay take upto five business days to get processed. Once your application is processed, you can schedule your exam date, and on passing receive the PMI-ACP credential.Course fee for certification: INR 10,999, USD 1099Application fee for certification: For PMI membership: USD $ 129 plus USD $10 for application fee.Exam fee for certificationFor members: $435Non-members: $495Retake fee for certificationMembers: $150Non-members: $200SummaryProject Management is among the most sought after job roles, not only in the tech industry but any industry that executes and manages projects. By 2027, 88 million individuals will need to be skilled in project management-oriented roles. This makes it among the hottest job trends in the coming years, and a credential will go a long way in helping you capitalise on this trend.
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Best Project Management Certifications in 2021

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