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Certifica es Project Management Institute

Project Management InstituteBuilding professionalism in project management ?. Project Management InstituteMaking Project Management Indispensable for Business Results ?. ?Business Results". Aumentar vendas;Melhorar a satisfa??o de clientes;Reduzir custos;Adaptar-se a novas tecnologias ou mudan?as de legisla??o;Fidelizar os consumidores atuais e atrair novos clientes;Corrigir falhas;Aprimorar processos;Desenvolver novas solu??es na forma de produtos e servi?os inovadores;entre outros ......

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Certifica es Project Management Institute

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    1. Certificaes Project Management Institute

    4. Business Results Aumentar vendas; Melhorar a satisfao de clientes; Reduzir custos; Adaptar-se a novas tecnologias ou mudanas de legislao; Fidelizar os consumidores atuais e atrair novos clientes; Corrigir falhas; Aprimorar processos; Desenvolver novas solues na forma de produtos e servios inovadores; entre outros .....

    5. The Benefit of Formal Project Management Procedures Organizations recognize project management as a matter of strategic importance because, when professionally and proficiently implemented, project management delivers very specific benefits that enable the organization to execute strategy. Improved on-time delivery, increased productivity, reduced operating costs, increased satisfaction among employees and customers, and improved time-to-market these all positively impact an organizations ability to produce RESULTS, whether it be bringing a product to market, transforming company structure, completing a major construction effort, or managing government programs. Organizations recognize project management as a matter of strategic importance because, when professionally and proficiently implemented, project management delivers very specific benefits that enable the organization to execute strategy. Improved on-time delivery, increased productivity, reduced operating costs, increased satisfaction among employees and customers, and improved time-to-market these all positively impact an organizations ability to produce RESULTS, whether it be bringing a product to market, transforming company structure, completing a major construction effort, or managing government programs.

    6. As you can see, PMIs membership began to grow dramatically in 1994-1995along with economies in many parts of the world and with the dot-com bubble. We grew from 70,035 members in 2000 to almost 210 thousand at the end of 2005. We expect this trend to continue. As you can see, PMIs membership began to grow dramatically in 1994-1995along with economies in many parts of the world and with the dot-com bubble. We grew from 70,035 members in 2000 to almost 210 thousand at the end of 2005. We expect this trend to continue.

    7. Principais segmentos industriais representados Tecnologia da Informao Computao / Software e Processamento de Dados Servios Financeiros Servios de Gerenciamento de Negcios Telecomunicaes Governo (Outubro/2004)

    8. Guidance from our Corporate Council partners enables PMI to hit the mark when it comes to evaluating and enhancing the role of project management in businesses, corporations and organizations worldwide. These are some of the most respected organizations in the world. Our plan is to grow the Corporate Council to 35 members. Guidance from our Corporate Council partners enables PMI to hit the mark when it comes to evaluating and enhancing the role of project management in businesses, corporations and organizations worldwide. These are some of the most respected organizations in the world. Our plan is to grow the Corporate Council to 35 members.

    9. Regional Global Membership and Component Presence These maps reflect our current representation around the world. 40% of our growth is now outside North America. China and EMEA are emerging growth areas for project management. Of the 71% -- or almost 150 thousand -- that represents North American membership, 63% (130,178) is in the US 9% (18,082) is in Canada, and Less than 1% (27) is elsewhere on the continent, including the Caribbean. These maps reflect our current representation around the world. 40% of our growth is now outside North America. China and EMEA are emerging growth areas for project management. Of the 71% -- or almost 150 thousand -- that represents North American membership, 63% (130,178) is in the US 9% (18,082) is in Canada, and Less than 1% (27) is elsewhere on the continent, including the Caribbean.

    10. Potencial de crescimento profissional para o GP O PMI estima: Um potencial para 16,5 milhes de Gerentes de Projeto no mundo (4,5 milhes nos EUA) Um gasto de US$10 trilhes/ano em gerenciamento de projetos no mundo.

    12. Certificao Profissional PMP Project Management Professional CAPM Certified Associate in Project Management Program Manager em definio

    13. Desenvolvimento Profissional

    14. CAPM Um CAPM um iniciante em Gerenciamento de Projetos que possui conhecimentos bsicos de Gerenciamento de Projetos. O CAPM, pode ser um membro de equipe de projetos, que executa atividades como: Apoio na avaliao de planos de controle de projetos; Sugesto de limites e indicadores de performance; Apoio no refinamento dos requisitos, premissas e restries do projeto; Suporte no fechamento administrativo e financeiro do projeto. Ou, conhecer as melhores prticas em Gerenciamento de Projetos, atravs de treinamentos formais.

    15. CAPM Assim como no PMP, para comprovao da experincia, existem duas categorias: Experincia em Gerenciamento de Projetos (profissionais com 2 grau completo): Comprovar 1.500 horas de experincia em Gerenciamento de projetos Educao em Gerenciamento de Projetos (profissionais com 2 grau completo): Comprovar 24 horas de curso formal em Gerenciamento de projetos.

    16. Vantagem da Certificao PMP Mercado tem exigido cada vez mais a profissionalizao. A 3 edio da pesquisa salarial realizada pelo PMI, indica que os Gerentes de Projetos PMPs recebem um salrio 14% maior do que aqueles no certificados.

    17. Processo de Certificao PMP Comprovar a participao em projetos. Exame com 200 questes. 175 so vlidas, com no minmo 61% de acertos (143 questes). 25 Questes so meramente estatsticas 9 lnguas a escolher (inclusive portugus). Questes distribudas conforme as cinco fases dos processos do gerenciamento.

    18. Processo de Certificao PMP A) Graduao com mais de 3 anos de formado Possuir 4.500 horas em GP (iniciao e/ou planejamento e/ou execuo e/ou e/ou controle e/ou encerramento) Mnimo: 3 anos - Mximo: 6 anos Ex.: Em 01/12/02 experincias anteriores a 01/12/96 no sero aceitas. Resume (currculo com experincia profissional) Cpia do Diploma

    19. Processo de Certificao PMP B) No bacharel 7500 horas de trabalho na rea, nos ltimos 5 anos. Secundrio

    20. Re-Certificao

    21. Viso Geral da Certificao Passo 1 - Tornar-se membro do PMI Filiao: U$ 119 + 10 Inscrio no "chapter" RS: US$20 Total: US$ 149,00. Passo 2 - Preparar o "Experience Verification Form" 4.500 horas em GP, nos cinco processos (Iniciao, Planejamento, Execuo, Controle e Encerramento) Dentro de 3 anos (mnimo)nos ltimos 6 anos (mximo). Cpia de diploma e CV.

    22. Endereo PMI USA

    23. Aplicao Online Aplicao Online para PMP Certification Examination https://certificationapp.pmi.org/ Preenche formulrios na tela

    24. Viso Geral da Certificao Passo 3 Fazer a inscrio "online" para a prova US$ 405,00 para membros. US$ 555,00 para no-membros. Extenses e Reembolsos em caso de desistncia Candidatos que no fazem o exame em 6 meses. Solicitao por escrito antes da data expirar, informando a razo e deixando claro que a prova foi desamarcada junto Prometrics. Seis meses de extenso sem custo. No haver nova extenso. Reembolso at um ms antes da data expirar. Solicitao por escrito. Quem j fez a prova ou no cancelou junto Prometrics no tem direito. O PMI vai reter uma taxa de US$200.00 dlares.

    25. Viso Geral da Certificao Passo 4 Dentro de 14 dias teis a PMI processa as informaes e fornece (ou no) a PMP Examination Elegibility Letter, vlida por 6 meses (prorrogvel por mais 6 meses - extension). Recebe a carta com um voucher number para fazer a prova. (1 Ms, com os atrasos do correio!) Passo 5 Marcar prova junto a um PTC (Prometric Testing Center) com pelo menos 6 semanas de antecedncia da data desejada(Region 3 = Latin America). Passo 6 Estudar, Estudar, Estudar,.....

    26. Procedimento para agendar exames PMP Agendar o exame nos centros PTC (Prometric Testing Centers), que substituem os centros APTC (Approved Prometric Trainning Centers) utilizando um nmero de telefone que corresponde ao seu local de teste. O representante (Customer Service Representative - CSR) vai pedir: Programa a ser testado: Project Management Institute O nome do exame: PMP Portuguese. Se voc solicitou e teve aprovada pelo PMI sua solicitao para fazer o teste em portugus, voc deve informar o CSR deste fato. De outro modo voc vai fazer o exame PMP em ingls Seu cdigo de identificao PMI: O cdigo termina por um E e pode ser localizado no topo da carta fornecida pelo PMI "Eligibility letter". Cancelamentos/Reagendamentos devem ser feitos at 7 dias antes da data agendada. Telefone para marcar exames na amrica latina: 1-443-923-8160

    27. Centros de Exames Prometric 1Center: 8365 BELO HORIZONTE, BRAZIL ICBEU/SYLVAN RUA DA BAHIA 1723 LOURDES BELO HORIZONTE, 30160-011 55-31-3271-7255 2Center: 8317 BRASILIA, BRAZIL SYLVAN - CASA THOMAS JEFFERSON SGAN QD 606, CONJUNTO B ASA NORTE BRASILIA DF, 70390-065 55-61-347-4040 3Center: 8318 CURITIBA-PARANA,BRAZIL SYLVAN CCBEU RUA MARANHAO, 2088 - PORTAO CURITIBA, PR 80.610-001 55-41-320-4764

    28. Centros de Exames Prometric 4Center: 8324 PORTO ALEGRE, BRAZIL SYLVAN -ICBNA RUA RIACHUELO 1257 PORTO ALEGRE, 55-51-2252255 r. 249 5Center: 8325 RECIFE, BRAZIL SYLVAN - ABA AV. ROSAE SILVA 1510 RECIFE PE, 52020-220 55-81-427-0200 X 208 6Center: 8326 RIO DE JANEIRO, BRAZIL SYLVAN - IBEU AV.N.S.DE COPACABANA 690/9 ANDAR RIO DE JANEIRO RJ, 22050-000 55-21-22555830 7Center: 8328 SAO PAULO, BRAZIL SYLVAN - ASSOCIACAO ALUMNI RUA VISCONDE DE NACAR, 86 SAO PAULO, SP, 05685-903 55-11-3758-3866

    29. Viso Geral da Certificao

    30. Re-Exame

    31. Organizao Chapters : Grupos de filiados por regio - 248 captulos formados em mais de 70 pases Specific Interest Groups (SIG) : Grupos de filiados representando interesses especficos sem fronteiras geogrficas 30 grupos formados (2 Potenciais) (julho.2005)

    32. SIGs Specific Interest Groups Aerospace & Defense Automation systems; Design, Procurement, Construction Consulting; E-Business; Education and Training; Financial Services; Government; Information Systems Information Technology & Telecommunications; Oil, Gas, Petrochemical New Product Development Quality in Project Management Students of Project Management Utility Industry Risk Management Troubled Projects Women in Project Management .........................

    33. O PMI no Brasil 13 Captulos ou Sees Bahia Braslia DF Fortaleza, Cear Esprito Santo Gois Joinvile, Santa Catarina Manaus, Amazonas Minas Gerais Paran Recife, Pernambuco Rio Grande do Sul Rio de Janeiro So Paulo

    34. 1969 PMI founded 1983 PMI Special Report on Ethic, Standards, and Accreditation the Standards portion was The Project Management Body of Knowledge (PMBOK) 1987 PMBOK Standard was published 1996 A Guide to the Project Management Body of Knowledge (PMBOK Guide) was published (The First Edition) 1999 PMI accredited as a Standards Development Organization (SDO) by ANSI 2000 The PMBOK Guide - 2000 Edition was published (The 2 Second Edition) 2003 Exposure draft of the PMBOK Guide Third Edition 1969 PMI founded 1983 PMI Special Report on Ethic, Standards, and Accreditation the Standards portion was The Project Management Body of Knowledge (PMBOK) 1987 PMBOK Standard was published 1996 A Guide to the Project Management Body of Knowledge (PMBOK Guide) was published (The First Edition) 1999 PMI accredited as a Standards Development Organization (SDO) by ANSI 2000 The PMBOK Guide - 2000 Edition was published (The 2 Second Edition) 2003 Exposure draft of the PMBOK Guide Third Edition

    37. PMBOK Guide - Third Edition Arabic (Simplified) Chinese French German Italian Japanese (Brazilian) Portuguese Russian Spanish And speaking of publications, as part of PMIs commitment to support project managers worldwide, the latest print edition of A Guide to the Project Management Body of Knowledge (PMBOK Guide), the de facto global standard for project management, has been translated into nine popular languages. This standard has historically been subject to a self-imposed refresh cycle to ensure that it contains the most up-to-date information, which builds upon earlier versions. The addition of two pertinent translations, Arabic and Russian, in printed paperback form, complements the update by making the PMBOK Guide accessible to an ever-expanding worldwide audience. The PMBOK GuideThird Edition is now available in Arabic, (Simplified) Chinese, French, German, Italian, Japanese, (Brazilian) Portuguese, Russian and Spanish. And speaking of publications, as part of PMIs commitment to support project managers worldwide, the latest print edition of A Guide to the Project Management Body of Knowledge (PMBOK Guide), the de facto global standard for project management, has been translated into nine popular languages. This standard has historically been subject to a self-imposed refresh cycle to ensure that it contains the most up-to-date information, which builds upon earlier versions. The addition of two pertinent translations, Arabic and Russian, in printed paperback form, complements the update by making the PMBOK Guide accessible to an ever-expanding worldwide audience. The PMBOK GuideThird Edition is now available in Arabic, (Simplified) Chinese, French, German, Italian, Japanese, (Brazilian) Portuguese, Russian and Spanish.

    38. O Conjunto de Conhecimentos em Gerenciamento de Projetos a soma dos conhecimentos intrnsecos profisso de Gerenciamento de Projetos. O principal objetivo do Guia PMBOK identificar um sub-conjunto do conjunto de Conhecimentos do Gerenciamento de Projetos o qual amplamente aceito como boa prtica.

    39. Identificar significa apresentar uma viso geral em oposio a uma viso detalhada. Amplamente aceita significa que o conhecimento e as prticas descritas so aplicveis para a maioria dos projetos, na maior parte do tempo, e sobre os quais h um amplo consenso sobre o seu valor e utilidade. Boa prtica significa que h um consenso de que a correta aplicao destes conhecimentos, prticas e ferramentas pode aumentar as chances de sucesso de uma ampla gama de projetos.

    41. reas de Conhecimento do Gerenciamento de Projetos

    43. Percentual de Questo em cada Domnio Iniciao - 11.59% Planejamento - 22.7% Execuo 27.5% Monitoramento e Controle 21.03 % Encerramento 8.57% Responsabilidade Profissional e social 8.61%

    44. Viso do PMI As organizaes adotaro, valorizaro e utilizaro o gerenciamento de projetos e atribuiro seu sucesso a isto

    45. Bibliografia sugerida Cleland, D.I.; Ireland, L.R. Gerncia de Projetos. Reichmann & Affonso. 2002. Dinsmore, P.C. Preparao para a Certificao PMP. Qualitymark Ed. 2003. Kerzner, H. Project Management: A System Approach to Planning, Scheduling, and Controlling - 8th ed. John Wiley & Sons, Inc. 2003. Mulcahy, R. PMP Exam Prep Verzuh, E. MBA Compacto, Gesto de Projetos. Ed. Campus. 2000. Consulte o do site www.pmibookstore.org

    46. Obrigada ! http://www.pmi.org http://www.pmirs.org.br Carla Krieger, PMP (50K) Diretora de Certificao PMI-RS carla.krieger@pmirs.org.br

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