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Exam Code: PMBOK-5th Practice test 2022 by Killexams.com team
Project Management 5th Edition
PMI Management testing
Killexams : PMI Management testing - BingNews https://killexams.com/pass4sure/exam-detail/PMBOK-5th Search results Killexams : PMI Management testing - BingNews https://killexams.com/pass4sure/exam-detail/PMBOK-5th https://killexams.com/exam_list/PMI Killexams : Best Project Management Certifications

Project management certifications have claimed a place in every top IT certification list for years. That’s because project managers are important to IT operations of all kinds. Whether you are interested in becoming an IT project manager or just want to add project management to your list of soft skills, these five leading certifications will help you add to or boost those skills and, in turn, increase your value.

If there’s a single set of soft skills that’s been fixed on the IT radar for the past decade or so, to the point where it’s become almost as sought after and every bit as valuable as top-level credentials, it must be project management. Thanks in large part to the immensely popular and widely pursued Project Management Professional (PMP) certification from the Project Management Institute (PMI), this area has become an incredibly valuable merit badge for IT professionals of all stripes. That’s because it enhances and expands on the value of just about any other kind of technical credential.

Project management has everything to do with planning, scheduling, budgeting for, and then executing and reporting on projects of all shapes and sizes. In fact, anything and everything that IT does can be understood or handled as a project of some kind. It applies to one-of-a-kind activities that happen only once or very seldom (think hardware or OS upgrades or migrating from older to newer platforms or infrastructures). Ditto for a recurring series of activities that repeat regularly (think security patches, software updates or other regular maintenance tasks). Thus, project management is incredibly important and valuable to IT operations across the board.

According to PMI’s Earning Power: Project Management Salary Survey, 10th Edition [pdf], IT professionals who hold a PMP report median base annual salaries in the U.S. of almost $116,000. The top 25 percent of survey respondents report base salaries of at least $139,000. Depending on such factors as complexity and size of projects, location, fields of expertise (e.g., IT, construction or healthcare), and experience, salaries for some PMP credential holders can be much higher still.

Robert Half’s Technology & IT 2019 Salary Guide lists project management as a hot certification, with salaries varying slightly by technology area. It cites a salary range of $93,000 to $157,500 for project managers in application development environments. Project managers engaged in consulting and system integration roles can expect to earn $96,250 to $163,500 nationwide. This explains nicely why PMP appears in nearly every top 10 list of popular, targeted or most desirable certifications since the early 2000s. It’s no surprise that Robert Half also lists the PMP credential, along with Agile and Scrum certifications, as “highly valued technology certifications” trending up in the IT industry.

To provide you an idea of which project management credentials employers look for in prospective candidates, we conducted a quick survey on some popular job boards. Clearly, the PMP is the overall favorite and remains our No. 1 pick for must-have project management certifications. PMI’s entry-level project management credential, the CAPM, also made our top five. The CSM from Scrum Alliance, along with ASQ’s Certified Six Sigma Black Belt and Green Belt credentials, round out those picks. It’s also worth noting that job postings for project managers increased by 20 percent from 2018 across all project management certifications.

Job board survey results (in alphabetical order, by certification)

Certification SimplyHired Indeed LinkedIn Jobs LinkUp.com Total
CAPM (Project Management Institute) 593 718 1,187 381 2,879
CSM (Scrum Alliance) 3,550 4,916 9,286 3,052 20,804
CSSBB (ASQ) 998 1,231 1,817 848 4,864
CSSGB (ASQ) 1,205 1,457 1,966 842 5,470
PMP (Project Management Institute) 13,683 18,311 28,064 9,096 69,154

CAPM: Certified Associate in Project Management

CAPM: Certified Associate in Project Management

The same organization behind the more senior Project Management Professional (PMP) credential also backs the Certified Associate in Project Management (CAPM). In fact, the CAPM is properly considered a steppingstone credential for those who wish to attain PMP status by stages, rather than in a single giant leap. That’s why PMI describes the CAPM as a “valuable entry-level certification for project practitioners” that is “designed for those with little or no project experience.”

The PMP requires three to five years of documented on-the-job project management experience, depending on the educational background of each applicant. On the other hand, the CAPM requires only a high school diploma and either 1,500 hours of documented on-the-job experience (about nine months of full-time work) or 23 hours of project management classroom training prior to taking the exam. The education prerequisite can be met by completing PMI’s Project Management Basics online course which costs $350 for PMI members and $400 for non-members.

Nor does the CAPM require continuing education (which PMI calls PDUs, or professional development units) as does the PMP (60 PDUs every three years) to maintain this credential. To recertify, CAPM holders must retake the test once every five years.

The CAPM is one of a small set of entry-level project management certifications (including the CompTIA Project+) that IT professionals interested in project management might choose to pursue. Remember, though, that it is just a steppingstone to the PMP.

Unless you work in a large organization where a project management team is in place that includes junior as well as senior positions, the CAPM by itself is unlikely to provide a ticket to a project management job. However, it’s ideal for IT professionals for whom project management is a part-time job role or who want to grow into full-time project management.

CAPM facts and figures

Certification name Certified Associate in Project Management (CAPM)
Prerequisites/required courses High school diploma, associate’s degree or global equivalent, plus 1,500 hours of project management experience or 23 hours of project management education

Certification valid for five years; candidates must retake test to maintain credential.

Number of exams One (150 questions; 15 questions are unscored; three hours to complete)
Cost per exam Computer- or paper-based exams:

PMI member: $225 (retake $150)

Nonmember: $300 (retake $200)

Exam available in online proctored or center-based test (CBT) formats.

Exam administered by Pearson VUE.

URL www.pmi.org/Certification/Certified-Associate-in-Project-Management-CAPM.aspx
Self-study materials PMI maintains a list of self-study materials on its exam guidance webpage, including the Exam Content Outline [pdf], sample exam questions [pdf] and the CAPM Handbook [pdf].

Numerous books are available, including:

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition; Sept. 22, 2017; Project Management Institute; ISBN-10: 1628251840; ISBN-13: 978-1628251845 (available for free download to PMI members)

CAPM test Prep, Third Edition, by Rita Mulcahy, Sept. 2013, RMC Publications, ISBN-10: 1932735720, ISBN-13: 978-1932735727

CAPM/PMP Project Management Certification All-in-One test Guide, Fourth Edition, by Joseph Phillips; April 23, 2018; McGraw-Hill Education; ISBN-10: 1259861627; ISBN-13: 978-1259861628

CSM: Certified ScrumMaster

As companies seek to deliver more for less, many adopt Agile methodologies to streamline processes, build quality into products and ensure that final builds meet customer requirements. As Agile methodologies have become more popular, it’s no surprise that we see increased demand for IT practitioners qualified to manage projects in Agile environments.

While different Scrum master certifications are available, our pick is the Certified ScrumMaster (CSM) from the Scrum Alliance. This nonprofit encourages adoption of Scrum and Agile practices, promotes user groups and learning events, and provides resources for professional development. The organization boasts more than 500,000 certified practitioners worldwide.

The Scrum Alliance provides a support system for Scrum practitioners, including Scrum Gatherings, user groups, virtual communications, coaching, online training and much more. In addition to community and advocacy activities, the Scrum Alliance offers numerous Scrum-related certifications at the foundation, advanced, professional, elevated (guide) and leadership levels. Scrum Alliance certifications are designed for team members engaged in Scrum master, product owners and developer roles. The Scrum master and product owner tracks offer credentials at the foundation, advanced and professional levels which the developer track only offers a foundation and professional level cert.

  • Scrum Master Track: Certified ScrumMaster (CSM), Advanced Certified ScrumMaster (A-CSM), and Certified Scrum Professional – Scrum Master (CSP-SM)
  • Product Owner Track: Certified Scrum Product Owner (CSPO) Advanced Certified Scrum Product Owner (A-CSPO) and Certified Scrum Professional – Product Owner (CSP-PO)
  • Developer Track: Certified Scrum Developer (CSD) and Certified Scrum Professional (CSP)
  • Elevated or guide credentials: Certified Scrum Trainer (CST), Certified Team Coach (CTC) and Certified Enterprise Coach (CEC)
  • Agile Leadership: The Scrum Alliance also offers the Certified Agile Leadership (CAL) program, a credential based on a combination of education and validated practice. There are two credentials – the Certified Agile Leadership I and Certified Agile Leadership II.

For project managers getting started as Scrum practitioners, the CSM makes an excellent entry-level credential. Not only must candidates demonstrate an understanding of Scrum principles and values, but they’ll learn how to implement and apply Scrum in practice. The Scrum Alliance provides CSMs with multiple resources, plus checklists and information about the servant-leader role of the Scrum master.

Certified ScrumMaster facts and figures

CSSBB: Certified Six Sigma Black Belt

Globally recognized, ASQ certifications attest to candidate expertise, mastery of industry and regulation standards, and mastery of the ASQ Body of Knowledge. Currently, ASQ offers 18 credentials, three of which specifically target project management: the Certified Six Sigma Black Belt (CSSBB) (expert level), the Six Sigma Green Belt (CSSGB) (professional level) and the Six Sigma Yellow Belt (CSSYB) (entry level).

The Certified Six Sigma Black Belt is ASQ’s highest Six Sigma credential. The CSSBB aims at experienced practitioners who understand Six Sigma methodologies (including the DMAIC model), tools, systems and philosophies. CSSBBs can lead teams or manage team dynamics, roles and responsibilities.

The path to CSSBB certification is rigorous. In addition to passing a comprehensive exam, candidates must complete two projects that employ Six Sigma tools and processes, resulting in project improvement and a positive financial project impact. An affidavit is also required to attest to the veracity of the project. Alternatively, candidates with at least three years of experience in one or more of the Six Sigma Body of Knowledge areas need only complete one Black Belt project.

CSSBB candidates are expected to demonstrate mastery of the ASQ Black Belt Body of Knowledge, called standards:

  • Organization-wide Planning and Deployment (organization-wide considerations, leadership)
  • Organization Process Management and Measures (impact on stakeholders, benchmarking, business measures)
  • Team Management (team formation, facilitation, dynamics, training)
  • Define (voice of the customer, business case and project charter, project management tools, analytical tools)
  • Measure (process characteristics, data collection, measurement systems, basic statistics, probability, process capability)
  • Analyze (measuring and modeling relationships between variables, hypothesis testing, failure mode and effects analysis, other analysis methods)
  • Improve (design of experiments, lean methods, implementation)
  • Control (statistical process control and other controls, maintain controls, sustain improvements)
  • Design for Six Sigma (DFSS) Framework and Methodologies (common DFSS methodologies, design for DVX, robust designs)

The CSSBB is valid for three years. To recertify, candidates must earn 18 recertification units or retake the exam.

CSSBB facts and figures

Certification name Certified Six Sigma Black Belt (CSSBB)
Prerequisites/required courses Two completed projects with signed project affidavit, or one completed project with signed affidavit plus three years of experience in one or more areas of the Six Sigma Body of Knowledge
Number of exams One: computer-based (165 questions, 4.5 hours) or paper-based (150 questions, 4 hours)
Cost per exam $438 members, $538 nonmembers (retakes $338)

Exams administered by Prometric.

URL https://asq.org/cert/six-sigma-black-belt
Self-study materials ASQ maintains a comprehensive list of test prep materials, including training opportunities, question banks, interactive sample exams, books and other recommended references.

CSSGB: Certified Six Sigma Green Belt

The Certified Six Sigma Green Belt (CSSGB) by ASQ is a professional-level credential targeting experienced Six Sigma practitioners. Often, a CSSGB works under the direction of the more senior CSSBB or as an assistant. CSSGBs identify issues and drive quality and process improvements in projects.

To earn the credential, candidates should have at least three years of experience working with Six Sigma processes, systems and tools. The work experience must have been full time and compensated; an unpaid internship, for example, doesn’t count. In addition, work performed must have been in at least one of the Six Sigma Green Belt Body of Knowledge competency areas.

In addition to work experience, candidates must pass an test that tests their knowledge of the Six Sigma Green Belt Body of Knowledge. Currently, the Green Belt Body of Knowledge includes six competency areas:

  • Overview: Six Sigma and the Organization (organizational goals, lean principles, design methodologies)
  • Define Phase (project identification, customer voice, project management basics, management and planning tools, project business results, team dynamics and performance)
  • Measurement Phase (process analysis and documentation, probability and statistics, statistical distributions, data collection, measurement system analysis, process and performance capability)
  • Analyze Phase (exploratory data analysis, hypothesis testing)
  • Improve Phase (design of experiments, root cause analysis, lean tools)
  • Control Phase (statistical process control, control plan, lean tools for process control)

Overall, this is an excellent credential for those who have some experience but are not quite ready to take on the roles and responsibilities of a Black Belt.

CSSGB facts and figures

Certification name Certified Six Sigma Green Belt (CSSGB)
Prerequisites/required courses Three years of experience in one or more of the Six Sigma Green Belt Body of Knowledge areas

Experience must be a full-time paid position (internships do not meet the experience requirement)

Number of exams One: computer-based (110 questions, 4.5 hours) or paper-based (100 questions, 4 hours)
Cost per exam $338 members, $438 nonmembers; retakes cost $238

Exams administered by Prometric.

URL https://asq.org/cert/six-sigma-green-belt
Self-study materials ASQ maintains a comprehensive list of test prep materials, including training opportunities, question banks, interactive sample exams, books and other recommended references.

PMP: Project Management Professional

The Project Management Institute (PMI) not only stands behind its Project Management Professional certification, it works with academia and training companies to ensure proper coverage and currency in the various curricula that support this and other PMI credentials. Boasting more than 500,000 global members and 750,000 PMP certified professionals around the world, PMI’s PMP remains one of the most prestigious project management credentials available. (Note: The PMP’s precursor, the CAPM, is covered in an earlier section of this article.)

That’s why you can obtain college- and university-based PMP training from so many institutions. It’s also why you may sometimes find PMP coverage integrated into certain degree programs (often at the master’s degree level).

The PMP credential is coveted by employers seeking the most highly skilled project management professionals. Developed by project managers, the PMP certification is the highest level offered in PMI certifications. It is designed to ensure that credential-holders possess the skills and qualifications necessary to successfully manage all phases of a project, including initiating, planning, scheduling, controlling and monitoring, and closing out the project.

PMP certified projects managers are also well versed and skilled in managing all aspects of the triple constraints – time, cost and scope. Employers depend on the skills of PMP professionals to manage budgets, track costs, manage scope creep, identify how changes to the triple constraints may introduce risk into the project, and minimize such risk to protect the project investment.

The standards for PMP certification are rigorous. Beyond passing a comprehensive exam, credential holders must first demonstrate and certify that they have the skills and education necessary to succeed in the project management field. Credential seekers should be ready to provide documentation for items such as education, projects worked on and hours spent in each of the five project management stages – initiating, planning, executing, monitoring and controlling, and closing out the project.

While it’s difficult to achieve, the rewards for PMP credential holders can be significant. According to PMI’s Earning Power: Project Management Salary Survey, 10th Edition [pdf], PMPs in the U.S. earn an average of 23 percent more than their non-credentialed counterparts. The survey reports median salaries of PMPs in the United States at $115,000, as opposed to $92,000 for non-PMP certified project managers.

For those interested in program management or wishing to specialize in a project management area, PMI offers several interesting additional credentials:

The PMP remains a nonpareil certification for IT and other professionals whose responsibilities encompass project management. It is the standard against which all other project management credentials are judged.

It should be noted that, after meeting the prerequisites, candidates are also required to pass a rigorous exam. Candidates must obtain an eligibility ID from PMI before they can register for the exam.

PMP facts and figures

Certification name Project Management Professional (PMP)
Prerequisites/required Courses Required courses: None

Prerequisite skills: Four-year degree, 4,500 hours in leading and directing projects, and 35 hours of project management education

OR

Secondary degree (high school diploma, associate’s degree or equivalent), 7,500 hours leading and directing projects, and 35 hours of project management education

Note: Credential holders must earn 60 professional development units (PDUs) per each three-year cycle to maintain certification.

Number of exams One (200 questions, 4 hours)
Cost per exam Paper* and computer-based exams:

PMI member: $405 (retake $275)

Nonmember: $555 (retake $375)

*Paper-based test only available if candidates lives more than 150 miles from testing center or if testing center is not available in the country of residence and travel would provide an undue burden.

Exam administered by Prometric. Eligibility ID from PMI required to register.

URL www.pmi.org/Certification/Project-Management-Professional-PMP.aspx
Self-study materials PMI maintains a list of training resources on the PMP test guidance webpage, including links to sample questions, the PMP test Content Outline [pdf] and the PMP Handbook [pdf]. Additional training materials (quizzes, publications, books, practice guides and more) are available from the PMI Store.

Numerous books are available, including:

Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition; Sept. 22, 2017; Project Management Institute; ISBN-10: 1628251840; ISBN-13: 978-1628251845 (available for free download to PMI members)

PMP test Prep: Accelerated Learning to Pass the Project Management Professional (PMP) Exam, Ninth Edition, by Rita Mulcahy; Feb. 1, 2018; RMC Publications Inc.; ISBN-10: 1943704040; ISBN-13: 978-143704040

CAPM/PMP Project Management Certification All-in-One test Guide, Fourth Edition, by Joseph Phillips; April 23, 2018; McGraw-Hill Education; ISBN-10: 1259861627; ISBN-13: 978-1259861628

Practice exams: PMP test practice test and Study Guide, Ninth Edition, by J. LeRoy Ward and Ginger Levin; June 28, 2018; Auerbach Publications, ISBN-10: 1138440299; ISBN-13: 978-1138440299

Beyond the top 5: More project management certifications

Project management is truly a white-hot area for both certification seekers and employers. Several other project management certifications are available, for general IT project management as well as software development project management.

Honorable mention goes to the Global Association for Quality Management (GAQM) project management certifications, such as the Professional in Project Management, Associate in Project Management and Certified Project Director. The Prince2 Foundation and Practitioner qualifications (featured in the 2017 top-five list) are also excellent credentials and worth honorable mention.

The CompTIA Project+ credential (featured in the 2017 top-five list and honorable mention in 2018) remains a well-known entry-level project management certification for those starting their project management careers. ASQ’s Certified Six Sigma Yellow Belt (CSSYB) is another entry-level credential worth exploring, particularly if you’re interested in eventually moving up to the more senior Green and Black Belt credentials.

Most graduate business, management and management information systems (MIS) programs offer project management training to students, and some offer certificate programs outside the project management organizations as well.

You’ll also find training and occasional certification around various project management tool sets. For example, some Microsoft Learning Partners offer courses on Microsoft Project, and you can find a dizzying array of project management packages on Wikipedia’s comparison of project management software page.

The CAPM and Project+ remain the best-known entry-level project management certifications, with the PMP as the primary professional target and capstone for would-be professional IT project managers. Don’t forget to consider PMI’s related certifications as well. For project managers seeking entry into the realm of Scrum, the CSM is the best entry-level cert for Scrum practitioners.

Tue, 11 Oct 2022 12:00:00 -0500 en text/html https://www.businessnewsdaily.com/10762-best-project-management-certifications.html
Killexams : What Is The Project Management Triangle?

The way(s) to successfully manage a project management triangle will depend on the project, its priorities, its propensity for risk and your team’s experience and resources. However, five strategies to consider when managing a project triangle include choosing a flexible constraint, listing features in order of most to least importance, creating risk and change management plans and matching your management methodology to your priority constraint.

Here are five possible ways to manage your project management triangle:

1. Choose at Minimum One Flexible Constraint

As you look at the three constraints in your triangle—cost, time and scope—have a clear understanding from your client or team regarding which are the most important to them. Work with your team or client to pinpoint one of these constraints with which flexibility is allowed. Having this conversation upfront allows you to know how to adjust when the project does not always go as envisioned.

For example, if a client must stick to a deadline and a delay happens, it may make sense to hire more talent to speed things up. Or, if cost is the priority for your client, you might extend the deadline to avoid new hires. Likewise, if your client wants to add new features as customer feedback trickles in but is insistent on finishing on time, clearly communicate that your team needs permission to be flexible on the budget to make this happen.

2. Clarify Nice-to-Haves

Get together with your client, development team and quality assurance team to take a deep look at features in your project’s final deliverable(s). Make a big list of every feature expected. Then, just as you asked your client which constraint is most important, now ask which features are most important and which are simply nice to have. Order all features from most important (required) to least important (nice to have, if priority constraints allow).

This list will help you throughout your project execution to know how to keep your constraints in check while also keeping client satisfaction high. For example, if one feature will require a larger budget than planned due to a raw-materials price boost, you can look at the bottom of your features priority list to decide which nice-to-have feature can be removed to make room in the budget for an increase in a priority-feature price.

3. Create a Risk Management Plan

When managing project risks, set clear expectations and update your team frequently using proactive communication. This communication should begin before project initiation and extend throughout the entire project.

To begin, create a project management plan and present it to clients and project-execution team members. This plan should clearly address the scope of the project. It should also include a risk management plan that shows stakeholders what might go wrong, triggers that might initiate these risks and plans for addressing them. These plans should address how the budget, scope and schedule will change if such risks occur.

Then, during project execution, communicate at the very first sign of a risk trigger with your execution team and your clients. Efficient decision-making is often less likely to happen in the midst of an already out-of-control crisis. Proactive communication, however, helps to keep your triangle balanced by giving you the most options for getting your project back on track.

For example, if a task is to take longer than expected, communicate why the delay happened to your team and client. Then, keep your time—and, by extension, cost—in check by convening your team to plan which talent will be moved from less pressing tasks to the bottleneck task before a standstill happens. All the while, keep your client up to date on your decisions. Proactive communication shows competency and keeps satisfaction high.

4. Create a Change Management Plan

Managing constraints means managing change. If everything goes as planned and you have an agreed-upon cost, time and scope document from project initiation, managing your project triangle will require very little effort. It is when things change—a client suddenly wants a new feature added, for example—that your scope, time and budget go awry. But, if you manage change well, your triangle’s constraints are more likely to stay within satisfactory parameters.

Managing change well begins with creating a clear and actionable change management plan, then following it when change requests are made. A solid change management plan should include several components to address the following:

  • Change management roles. Who is and is not authorized to receive change requests and assess them for approval or rejection? Who will be involved in the execution of approved change requests? Who should be a part of adjusting project constraints—scope, time and cost—to make room for approved changes?
  • Limitations. Record constraints that are off limits when it comes to adjusting to change. Record the constraints that can be more flexibly adjusted to respond to change.
    Change-request approval or rejection process. How will change requests be submitted, assessed, approved or rejected?
  • Change-request time frame parameters. In what time frame should change requests be assessed, approved, rejected or implemented? When is it too late for change requests to be considered?
  • The change in the communication process. How will approved change requests be recorded and executed? How will team members who aren’t authorized to manage change communicate around change?
  • Change management tools. What tools will be used to ensure only necessary changes are made, manage the change-request process, create transparency around change, allow for collaboration around approved changes and track changes?

5. Match a Management Methodology to Your Priority Constraint(s)

There are many project management methodologies to consider but some are more commonly used than others. Waterfall, Agile and Lean are three methodologies that are highly tested and tried in project management. Each is better at managing some constraints over others. Matching your methodology to your project priorities can help to ensure ease of constraint management.

Here is a closer look at each common project management methodology and what constraints they best help to manage:

Waterfall

This methodology is linear with clearly planned project stages that must be completed in the same order in which they are recorded. Because the phases are set, adjustments to their time and scope are very difficult to manage as one change will likely affect the entire project. This methodology is best for projects in which scope and time are rigid but there is some flexibility around the cost.

Agile

This methodology best fits projects that need constant adaptations to deliver the most relevant value to the end user. An example of an Agile methodology is Scrum. In Scrum, the objective is set. However, products, solutions and deliverables are allowed to evolve based on new information. Agile fits projects that need iterative product development—or flexible scope. Speed is a strength of this methodology while predictable costs are not as likely.

Lean

Lean helps project management teams reduce waste, particularly around cost and scope while focusing on customer value. The project is mapped out from start to finish, then heavily analyzed to reduce waste, such as idle employee time and unnecessary processes. The execution team is instructed to only take action if the customer asks for it. The Lean methodology is a fit for projects that will likely have few risks or scope changes and where cost is a priority.

Wed, 12 Oct 2022 21:23:00 -0500 Alana Rudder en-US text/html https://www.forbes.com/advisor/business/project-management-triangle/
Killexams : Microsoft Takes On Canva With Free AI Graphics Tool

Microsoft announced yesterday that it plans to roll out an AI-powered graphic design app simply called “Designer”.

The app will be available for free or as part of the Office Productivity suite, which includes Outlook, Word, Excel, and others, but not apps like Microsoft Project, the company’s project management software offering.

This will help Microsoft outpace Canva, a Sydney-based graphic design platform, which now has 100 million users.

Microsoft Designer: What We Know

In Designer, users will be able to make motion graphics to make their designs more engaging, access over 100 million images and videos, and directly publish their creations to social media once they’re finished.

Integration with AI software DALL-E 2 means Microsoft Designer can come up with visual designs when people enter text. Steps have already been taken to ensure responses are sufficiently diverse and inappropriate content cannot be generated.

A Microsoft spokesperson told CNBC that while the product is certainly consumer-focused in the first instance, it could be applied to a number of business use cases.

Microsoft has a large client base of schools and government bodies who would likely find an on-hand design app useful for creating infographics, reports, social media assets, and other resources.

Competing With Canva and Google

The Designer app can also be viewed as the company’s answer to Canva, a highly-valued and successful graphic design app that now has millions of users and an excellent reputation.

Despite share prices and valuations plummeting all over the tech sector amid the recession, the Australian-based company is still valued at over $25 billion, making it one of the world’s most influential startups.

It is not, however, designed to compete with Adobe, which has a close relationship with Microsoft.

“Adobe remains our key, at-scale strategic partner and this new consumer design application does not change our engagement with Adobe in any way” – Microsoft spokesperson.

Microsoft is also, at the same time providing an alternative to Canva, ensuring that its office productivity suite is continually meeting the needs of an increasing number of users.

Although it has a firm grip on this area of the software market, an increasing number of companies are turning to Google Workspace, which now has 8 million subscribers.

Other tools, like project management software, are improving their feature offerings by the day and are beginning to view themselves as a “Work OS” with increasing frequency.

Microsoft Improves its Offering

Microsoft seems to always be adding new strings to its bow, and this graphic design platform is the latest example.

With Designer, the company looks to be capitalizing on the fact that many workers (and knowledge workers specifically) are finding themselves in need of basic graphic design tools on an increasingly regular basis, along with comparatively “traditional” needs like project management software.

Google Workspace currently does not have a design app of this kind – not least one that integrates with cutting-edge AI software – and there's an almost endless number of use cases for the program in both business and education.

If it sounds like something you'd find useful, there's a waiting list for individuals and organizations that want to test out Designer as soon as it's released.

Wed, 12 Oct 2022 21:27:00 -0500 en-US text/html https://tech.co/news/microsoft-free-canva-ai-rival
Killexams : Buying a House: What Does PMI Mean? No result found, try new keyword!A post shared by The Sum News (@thesum.news) PMI protects the lender in the event that the homeowner defaults on the loan, but doesn’t protect the homeowner from foreclosure. A post shared by ... Wed, 05 Oct 2022 07:55:00 -0500 text/html https://www.newsobserver.com/news/business/article266861486.html Killexams : The Curious Missing Client Value in Law Firm Project Management

Driven by in-house counsel demand and competitive forces, over the previous decade many larger law firms have made investments in legal project management capabilities geared at assuring clients of better efficiency, technology, predictability, and cost management.

On the in-house side, there has been a well measured rise in the number of companies employing legal operations professionals tasked with exacting cost synergies in the legal advice rendered to internal stakeholders.

Fri, 07 Oct 2022 11:06:00 -0500 en-gb text/html https://www.law.com/international-edition/2022/10/07/the-curious-missing-client-value-in-law-firm-project-management/?slreturn=20220917072212
Killexams : Wake Forest regenerative medicine institute creates master's program with STEM focus

The fleshing out of downtown Winston-Salem’s RegenMed Hub now features a new master’s degree program focused on educating future generations of STEM professionals and business leaders for the regenerative medicine field.

The program represents a collaboration between Wake Forest University School of Medicine and the university’s Institute of Regenerative Medicine within Innovation Quarter.

STEM is an acronym for Science, Technology, Engineering and Mathematics.

The Translational Biotechnology program features two pathways — research and business — with the goal of preparing graduates to lead the movement of novel therapies from the laboratory into the clinic.

The coursework will be taught by the institute’s regenerative medicine experts.

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“Upon graduation, you’ll be ready to pursue a variety of STEM careers relevant to current and changing times based on the knowledge, skills and abilities you’ve gleaned,” according to the program’s website.

“The broader workforce will be eager to access the critical new skills in market evaluation, project management, product development, and finance, previously under-represented or non-existent in graduate STEM education, which you’ve cultivated as a student.

“You’ll take with you the expertise required for entrepreneurship, large scale-up of biological therapies, or biomanufacturing (regulatory affairs, process development, quality control), many of which are simultaneously required for a career in biotechnology or academic sectors collaborating with industry.”

“There is a strong regional need for highly skilled scientists that are knowledgeable about business fundamentals and regulatory affairs, which specifically aligns with a report from the Council of Graduate Schools,” said Tracy Criswell, director of the new program and an associate professor with the institute.

Criswell said the degree program is designed for anyone planning to work in environments such as:

  • Academic research and teaching institutions, including undergraduate and professional schools;
  • Pharmaceutical industry;
  • Biotechnology or start-up pharmaceutical companies; and
  • Government agencies, such as the Department of Defense, the National Institutes of Health or the Food and Drug Administration.

“Demand for talent with varying credentials and degrees in the life sciences continues to grow across North Carolina,” said Nancy Johnston, executive director for the Piedmont Triad of the N.C. Biotechnology Center.

“Specifically, this new Translational Biotechnology degree program is: significant to a growing regenerative medicine cluster; a critical component to advancing translational research and development; and relevant to address skill sets required across the commercialization continuum.”

RegenMed connection

Dr. Anthony Atala, the institute’s director, said the degree program “is an integral part of the RegenMed Hub.” The hub, branded as ReMDO, debuted locally in June.

Atala describes the RegenMed Hub as a “thriving regenerative medicine ecosystem in North Carolina that provides access to unparalleled resources to advance education, products and manufacturing, with the ultimate goal of improving patient care.”

The science/research-focused pathway is for students with a four-year undergraduate degree in the biomedical sciences who are primarily interested in research in either academia or industry.

Students will pursue a research project culminating in a written thesis and defense.

The business-focused pathway is geared to students who are already professionals in their field (scientists or nonscientists), but want to gain knowledge about starting or leading companies engaged in biotechnology.

The online asynchronous coursework will allow these students to obtain their master’s of science degree while remaining employed.

Students will complete a capstone project geared toward their area of interest.

Both pathways require an externship— either local or virtual — with a biotechnology partner organization.

A certificate in translational biotechnology is also offered, consisting of 15 credit hours of didactic course work tailored to the student’s needs.

The research track requires full-time study and has an expectation of on-campus participation. Research track students perform research at WFIRM in support of a thesis.

The business track is a part-time program, designed for working professionals, and does not require participation in Winston-Salem.

Enrolled students in both tracks are required to commit to a minimum of five academic terms (20 months). A decelerated plan of study may be an option for business track students, which allows students to move at a slower pace with fewer courses per term.

“The establishment of this program will enable companies developing RegenMed products to succeed without leaving North Carolina,” Johnston said. “It is a distinction for the state, region and Winston-Salem.”

Other RegenMed elements

In September, the institute said that MIMEDX, based in Marietta, Ga., is taking space at the RegeneratOR Innovation Accelerator.

The accelerator helps regenerative medicine start-ups and growth companies with new or emerging technologies move from research to commercialization.

MIMEDX is a placental biologics company and a pioneer in placental tissue engineering.

In August, RTT Medical announced its tenancy plans in the accelerator.

MIMEDX said it has distributed more than 2 million tissue allografts to date, primarily to address the needs of patients with acute and chronic non-healing wounds.

Part of its medical research targets a late-stage biologics pipeline targeted at decreasing pain and improving function for patients with degenerative musculoskeletal conditions.

Opening space in the accelerator and RegenMed Hub is designed “to further advance science related to the application of placental technologies in multiple areas of wound care and regenerative medicine.”

MIMEDX has the goal of developing new products and optimizing manufacturing processes” in a way that progresses the delivery of safe, innovative and evidence-based technologies for patients in a cost-effective manner.”

RTT Medical, founded in 2021, produces regenerative tissue technologies for the management of wounds including partial and full-thickness wounds; pressure ulcers; diabetic ulcers; venous ulcers; chronic vascular ulcers; tunneled/undermined wounds; surgical wounds; trauma wounds; and draining wounds.

Those wounds are all referred to as soft tissue repair. The company’s products have 510(k) clearance from the Food and Drug Administration.

The company’s first market product is its XCelliStem Wound Powder, a custom blend of materials that facilitates healing and repair of wounds and burns.

A primary attraction of the accelerator is the ReMDO’s Test Bed, which provides biomanufacturing equipment, industry expertise and talent to support novel prototyping and commercial product development.

The RegeneratOR Test Bed lab space, which debuted in June 2021, is designed to bring together resources to advance the regenerative medicine field nationally and create an economic development engine for the region and North Carolina.

Eleven collaborating companies, including Oracle, BioSpherix and PHC, formerly Panasonic Healthcare Corp., made the launch of the RegeneratOR Test Bed possible.

Atala said that about $50 million has been invested in the RegeneratOR Test Bed, basically from industry and government.

Chris Chung, chief executive of the Economic Development Partnership of N.C., another speaker, said in June 2021 that the initiative presents tremendous economic potential for Winston-Salem, the Triad and all of North Carolina.

“All of you in Winston-Salem have a front seat to what is going on, thanks to the work of Dr. Atala and his colleagues,” Chung said.

“You all are in the driver’s seat of how this industry will continue to evolve and meet the needs of human health medicine.”

Axiom Space

In April, the institute and RegenMed announced a partnership with Axiom Space, which is developing the first commercial space station.

Institute officials described the partnership as the “next frontier” in research and manufacturing.

“We can literally take the regenerative medicine field to a whole new level,” Atala said.

The biggest expected benefit is research, done initially on the International Space Station, “will be free from the constraints of gravity, providing great potential and benefits,” according to the entities.

“It will enable our scientific research teams to advance biomanufacturing to bring new treatments that cannot be developed on Earth, and treatments for conditions that affect the human body when exposed to the harsh environment of space travel,” Atala said.

The partnership’s primary goal is further accelerating the translation of regenerative medicine technologies into products and services for patients.

Axiom is becoming a tenant in ReMDO’s Innovation Accelerator to gain access to its test bed.

“This partnership paves the way for an entire commercial industry on board Axiom’s space station,” Atala said.

Sat, 15 Oct 2022 16:01:00 -0500 Richard Craver en text/html https://journalnow.com/business/technology/wake-forest-regenerative-medicine-institute-creates-masters-program-with-stem-focus/article_e3afaa40-497b-11ed-a5fe-1faf8b2c6b94.html
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Gary Vansuch, PSPO/Lean Six Sigma/Change Management/CQE/CQA/CQM; Director of Process Improvement Colorado Department of Transportation to the Regis Project Management Institute (PMI) South Roundtable project managers (PMs) on September 28, 2022.  Don Gier, Associate Professor in the Anderson College of Business, and Computing Regis University supported PMI Mile Hi Chapter volunteers and the guest speaker with session orientation/setup, management and webinar recording ensuring the event was a success.

Gary’s presentation was titled Starting the Second Decade of Making Public Service Better: Improving Project Management at the Colorado Department of Transportation (CDOT).  He walked attendees through the process improvement evolution that ocurred and is in work today within CDOT.  Gary shared that on in 2011, Colorado Governor John Hickenlooper promised to Strengthen state government, noting that “making government more effective, efficient and elegant means listening to our state employees and learning from them how we can do better“. To accomplish that, “CDOT initiated the Lean program in almost every state agency, and today employee teams are now actively identifying waste and inefficiency to create savings.”  At CDOT, they took that commitment seriously during the #FirstDecadeOfImprovementAndInnovation, and have combined the principles and practices of Lean project management with change management to make CDOT’s services more effective, efficient, and customer focused.  And they are now redoubling their efforts with the start of the #SecondDecadeOfInnvovationAndImprovement at CDOT.  Gary also provided attendees access to more information about the CDOT processes which he talked about.  He encouraged attending PMs to visit the CDOT Innovation, Improvement, and Engagement Hub at  https://sites.google.com/state.co.us/process-improvement/home .

Gary discussed with PMs how the CDOT Office of Process Improvement (OPI) initiatives further enhance their three main lines of service: (1) Innovation & Engagement Services, (2) Business Project & Change Management Office, and (3) Strategy Services

It is through these three (3) lines of service that the Office of Process Improvement (OPI) continually works to engage all CDOT’ers to Strengthen their work processes, products, and services.  From their Lean Everyday Idea (LEI) Program for smaller front-line improvement to the Concept to Project (C2P) Program that works to ensure that larger business improvements are successful and CDOT realizes their intended benefits.  Finally, the OPI’s Strategy service area engages others at CDOT to work together to design and execute strategic plans that drive CDOT’s performance.

About the Speaker.  Gary Vansuch describes himself this way: “I am the most fortunate person on the planet: I have a wonderful wife, and we are in our 43rd year of marriage; two terrific grown children who are making important contributions to society in education and science.  I am honored to lead the Very Best Team on the Planet; and I have the Very Best Job on Earth as the Director of Process Improvement at the Colorado Department of Transportation.”

As Director of Process Improvement for the Colorado Department of Transportation, Gary directs efforts to Strengthen the organization’s operations, focused on making government more effective, efficient, and elegant. He has over 30 years of business improvement and change leadership experience in the energy, financial services, research, and government services sectors.  Gary is a Lean Six Sigma Master Black Belt and a Certified Change Management Practitioner. Additionally, Gary served 6 years with the Malcolm Baldrige National Quality Award program, including 4 years as a Senior Examiner and as a member of the national Case Study Development Team. He has also been a Judge for the International Team Excellence Awards, and a Judge for the RIT / USA Quality Cup competition for improvement teams. Gary holds a Bachelor and Master of Science in Industrial Engineering from the University of Tennessee.

CDOT’s process improvement initiative has received national recognition, including designation as a “Bright Idea in Government” from the Innovations in American Government Awards program, which is administered by the Kennedy School of Government at Harvard University; and, as a winner of the 2017 North American Employee Engagement Award.

Regis PMI South Roundtable. The Regis PMI South Roundtable is an affiliate of the PMI Mile High Chapter (pmimilehi.org), a chapter that has consistently been among the top 5% of chapters worldwide. Project Management Institute (www.pmi.org) is the leading professional association for project management, and the authority for a growing global community of millions of project professionals and individuals who use project management skills.

Tue, 04 Oct 2022 12:00:00 -0500 gdagenhart en-US text/html https://yourhub.denverpost.com/blog/2022/10/gary-vansuch-cdot-director-process-improvement-presents-at-regis-project-management-institute-pmi-south-roundtable/296713/
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