Categories | Exam Code | 100% Pass Dumps |
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PMI | PMP | |
RMP | ||
PgMP | ||
ACP | ||
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PMI-ACP proxy service |
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Once you would have cleared the PMP exam, you would be required to keep your skills updated through the CCR (Continuing Certification Requirements) program to maintain your PMP credential and active certification status.
Each PMP certification cycle would be lasting for three years, during which you would be required to earn 60 PDUs (Professional Development Units) for renewing your certification at the end of the cycle. Once you would have successfully finished a single process, another new three-year cycle is going to begin. If you wish to ensure success in a single attempt, check out the training courses offered at the SPOTO Club.
Changes in PDU
The PMI CCR Program would help an individual in a project manager’s development and growth in their profession. With the evolution of the business environment, the PMI would be decided that the program also required adaptation to provide the development of new employer-desired needs, including leadership and business intelligence. The PMI would be calling the ideal skill set the PMI Talent Triangle, a combination of technical, leadership, strategic, and business management expertise.
It would be including:
- Technical Project Management
Skills, Knowledge, and behaviors related to specific domains of Project, Program, and Portfolio Management. More than half, which would be about 66% of organizations specifies that technical project skills are the most difficult to find. However, 96% would be indicating that these skills would be the most teachable. Examples of technical project management would be including techniques to improve your WBS, advanced project management, how to gather and document requirements, as well as risk management for your portfolio.
- Leadership
Skills, Knowledge, and behaviors would be specific to leadership-oriented skills that would help an organization achieve its business goals. Three-quarters, i.e., 75% of organizations would be ranking leadership skills as the most important for navigating successfully complex projects.
71% of organizations would be ranking leadership skills as the most important for obtaining project managers’ long-term success. Examples of leadership would be communication, negotiation, problem-solving, motivation, conflict resolution, etc.
- Strategic and Business Management
Organizations that would be aligned their talent to an organizational strategy would be producing a 72% higher average project success rate, as compared to 58% for those who would be without it. Examples of strategic and business management would be product knowledge, business acumen, industry knowledge, market strategy alignment, customer strategy alignment, innovation strategy alignment, differentiation strategy alignment, finance, marketing, etc.
Earning the Required PDUs
There would be two types of PDUs you could earn:
- Education
- Giving Back.
Within these two groups, there would be subcategories, which would be described as below.
Education PDUs
Aligned with the PMI Talent Triangle, this category would be now requiring about 60% of the PDUs, with a greatest of 35 PDUs:
- Technical Project Management: a minimum of 8 PDUs would be required to be earned.
- Leadership: a minimum of 8 PDUs would be required to be earned.
- Strategic and Business Management: a minimum of 8 PDUs would be required to be earned
The remaining PDUs might be earned under any of the three sections mentioned below.
Giving Back PDUs
The total number of PDUs would be able to be earned in this category has been redacted; however, the activities under these categories would be remaining the same:
- Volunteering
- Creating Knowledge
- Working as a Professional
The number of PDUs to be earned in the Working as a Professional category would also be reduced.
A maximum of 25 PDUs would be required to be earned in this category:
- Working as a Professional: a maximum of 8 PDUs could be earned under this category.
- Volunteering and Creating Knowledge: would be having the remaining PDUs.
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