Combined they make up the majority of my experience.I appreciate everyone's help in advance, as I have searched the requirements page on PMI's website but came up short. I worked for the same company the year before for HR when my manager gave me the task of building all the internal HR processes in the same way. M&C: Where I repeatedly audited the master inventory against sales receipts and produced monthly forecasts to see how much we anticipated sellingĬlosing: after the sea-lift and final auction finished I produced reports on sales data. Planning: I had to consult with all parties to set out a timeline (our mine was in the Arctic so equipment can only be removed on a barge once a year when there's no sea-ice) and stakeholders were identified and consulted (sea-lift manager, some key buyers, 2 contractors who would compete to manage our advertising and auctions, etc.)Įxecuting: Where I actually sold the shit, supplied data for the asset disposal companies and arranged transport Initiation: The task was identified, outlined and given to me The task went through all of the project phases At the start of the year my boss came to me and said 'We're giving you the task of managing the sale of all the equipment between now and December when we'll shut down'. I spent the past year working for a mine that was shut down by the parent company before it entered production. I'll elaborate a bit and I'd really appreciate if you could let me know what you think as you seem to have a pretty clear idea of what counts as a project. Note 2: If it is on your resume, I'll stop reading there and throw it out. Note: I spent a weekend prepping and passed the test. It is a seriously lame certification, getting lamer all the time. The result massive overhead and crappy software. NY State got on that lazy bandwagon and sends secretaries to PMP classes, triples their pay puts them to work managing software engineers. My favorite is the PMP Pyramid Policy - I lie about your 7500 hours, you help me. Fired her, put a senior Developer/BA in her place and used none of her artifacts and had a beta in two months. We hired a PMI-certified manager to help put out our iPad product and we produced plans, schedules and requirements documents, but no code in seven months. GE doesn't care about PMP, Microsoft and Oracle recognize no value in it. I've had my own consulting shop since 1990, worked with Microsoft, Oracle, GE and we have our own products. I've been a software developer since 1982. Can someone clarify so I might still get my money back before the course refund cutoff? I'm sending in an application anyway but won't hear back for 5 days. If I've just paid 2k to do a course but am still ineligible for the PMP qualification at the end, I'm in a lot of trouble. I guess my big questions are if your 'project' had no charter, but is just an assignment from a superior with a deliverable does (and is definitely not part of 'operations') it still count as a project and secondly if you are in charge of a project but don't have any staff, just the permission to hire contractors as required, does it count as leading a project? What the hell does that mean! I spent the last two years working on a mining project but most of my 'projects' were simply my boss telling me 'there's no system in place for X',go build a system that does A, B and C and come back to me when you're done', and then I'd go and do it by myself or with a few contractors. The PMP application is asking I prove 4,500 hours of leading and directing projects. I borrowed money and booked on a course to get my education hours and this morning I sat down to fill in the PMP exam application. I applied to do the CAPM exam, an ex-colleague told me with over 5,000 hours of project work experience I should go straight for PMP. So I'll keep it short as I'm freaking out right now.
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