PMP考试报名英文网站报考流程解析PMP申请资料

发布时间:2017.01.20
1.PMI要求PMP认证的候选人必须是Leading and directing the project, 因此,如果候选人在某个项目中承担着辅助或只是负责某个过程组的角色,就不具备报考的资格,Application Review将不予通过 Qualified PMP candidates should:
•Perform their duties under general supervision and are responsible for all aspects of the project for the life of the project 在全面的监督下,作为项目经理负责整个项目周期的所有事情
Lead and direct cross-functional teams to deliver projects within the constraints of schedule, budget and scope 领导和指引跨部门合作,在限定的时间进度,预算和范围内交付项目
•Demonstrate sufficient knowledge and experience to appropriately apply a methodology to projects that have reasonably well-defined project requirements and deliverables.具备足够的项目管理知识和经验,在明确了项目的需求和交付结果的前提下,合理的将项目管理工具和方法运用到项目中。

2. 考前培训的35个小时,不能算作PDU,培训后必须颁发有效证明

3.工作经验填写字数限制在300~550英文字符,一个项目经验写不下的,可以将项目5个过程组拆开进行填写,因此,项目经验描述不要写的过于简单或者过于繁冗
Project descriptions should consist of the following:
•A brief, one-sentence project objective
•Project deliverables summarized by process areas (Initiating, Planning, Executing, Monitoring and Controlling, and Closing – abbreviations are acceptable – IN, PL, EX, MC, and CL)
•A brief, one-sentence project outcome 参考模板 (描述中的专业用词可参考 PMP Exam Content Outline ) Job title/project objective IN:
PL:
EX:
MC:
CL:
A brief of project outcome


经验描述中的专业用词可参考 PMP Exam Content Outline,如下是总结5大过程组的关键任务
Initiating the Project: Defining the project scope and obtaining approval from stakeholders. For example: Perform project assessment; define the high-level scope of the project; perform key stakeholder analysis; identify and document high-level risks, assumptions, and constraints; develop and obtain approval for the project charter.
Planning the Project: Preparing the project plan and developing the work breakdown structure (WBS). For example: Assess detailed project requirements, constraints, and assumptions with stakeholders; create the work breakdown structure; develop a project schedule; develop budget, human resource management, communication, procurement, quality management, change management, and risk management plans; present the project plan to the key stakeholders; conduct a kick-off meeting.
Executing the Project: Performing the work necessary to achieve the stated objectives of the project. For example: Obtain and manage project resources; execute the tasks as defined in the project plan; implement the quality management plan; implement approved changes according to the change management plan; implement approved actions by following the risk management plan; maximize team performance.
Controlling and Monitoring the Project: Monitoring project progress, managing change and risk, and communicating project status. For example: Measure project performance using appropriate tools and techniques; manage changes to the project scope, schedule, and costs; ensure that project deliverables conform to the quality standards; update the risk register and risk response plan; assess corrective actions on the issue register; communicate project status to stakeholders.
Closing the Project: Finalizing all project activities, archiving documents, obtaining acceptance for deliverables, and communicating project closure. For example: Obtain final acceptance of the project deliverables; transfer the ownership of deliverables; obtain financial, legal, and administrative closure; distribute the final project report; collate lessons learned; archive project documents and materials; measure customer satisfaction.
 
优秀案例 (300~550 character)
 
Project manager, Factory relocation and integration.
 
IN: Define project scope; identify risks, constraints; obtained proj charter approval
PL: Create WBS, develop proj schedule,budget,change&risk management plans; Develop new factory layout; Present to key stakeholders
EX: Manage physical move, install & verify per proj plan,Manage communication
MC: Monitor IT sys and operations. Manage changes to scope, schedule, cost; Update risk register; Implement corrective actions.
CL: Final acceptance from customer; Review lessons learned; Archive proj docs

4.Application Review 过程中,审核小组认为资料不充分的会给修改的机会,请考生在接到邮件后务必尽快修改提交,修改时间一般为3~5个工作日
5.每次外专局报考平台关闭前,经常有考生反馈Application已经提交但未收 到美国的回复,此时,可以联系PMI中国客服中心进行Application加速处理,此特殊处理流程只适用于个别Application平台关闭前的紧急情况。
为了指导广大考生、机构更好的完成/指导申请资料的填写,PMI中国制作了详细的中文指导说明,可以到PMI中文网站下载 http://china.pmi.org/ueditor/jsp/upload/file/20160815/1471234187688034634.pdf

艾威培训(Avtech Institute of Technology),源于美国,始于1998.
2003年成为国际项目管理协会PMI授权的全球(PMP,PGMP,ACP,PBA)教育机构
2008年成为国际需求管理协会IIBA授权的全球(CCBA,CBAP)教育机构
2012年成为IT服务管理官方EXIN授权的ITIL,ITIL EXPERT,PRINCE2,EXIN Agile Scrum Master教育机构
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1.高通过率,最近4期通过率在95%-100%。
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5.美国项目管理协会(PMI)在2003年授权的全球PMP培训机构(Global R.E.P. No.1887);
6.全球顶尖的项目管理讲师团队,均为20年项目管理工作实战经验,15年PMP培训授课经验;
7.项目管理 学友会高频次的PDU免费活动,高效拓展您的人脉,免去续证烦恼;

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  艾威培训(Avtech Institute of Technology),源于美国,始于1998;是北美著名的培训机构,公司总部位于美国新泽西州,2000年进入中国,以培养国际化的中高端信息人才为己任,专注于国际前沿的新技术研发新兴行业的开拓教育,艾威主要的服务为培训与咨询两大类,目前培训的主要产品有:项目管理培训、IT管理培训、IT技术培训、云计算大数据培训、需求管理培训、产品管理培训,信息安全类,AI人工智能等....近十类上几百门的课程的培训与咨询服务。
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  ● 艾威培训(Avtech Institute of Technology),源于美国,始于1998.
  ● 艾威培训(Avtech Institute of Technology)是Prometric,VUE,PSI等众多国际认证中心授权的考点
  ● 2003年成为国际项目管理协会PMI授权的全球(PMP,PGMP,ACP,PBA)教育机构
  ● 2008年成为国际需求管理协会IIBA授权的全球(CCBA,CBAP)教育机构
  ● 2012年成为IT服务管理官方EXIN授权的ITILITIL EXPERT,Prince2,EXIN Agile Scrum Master教育机构
  ● 2016年成为国际信息审计协会ISACA授权的CISA,CISM,CRISC,CGEIT,COBIT教育机构
  ● 2017年成为The Open Group授权的TOGAF企业架构的官方培训机构。
  ● 2017年成为EPI 授权的数据中心CDCP培训机构,华东地区唯一CDCP授权培训机构,同时也是CDCP认证考试考场。
  ● 2017年成为国际外包专业协会(IAOP)独家授权外包治理国际认证SGF(Sourcing GovernanceFoundation)。
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