Exploring the PMP Related Factors

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Exploring the PMP Related Factors that Contribute Most to Project Success
Projects are often deemed unsuccessful because many project managers do not have the training or experience to properly manage a project (Kwak, & Anbari, 2009). As businesses realized this, they started to research the various reasons for project failures; however, in many cases the people managing the projects were eliminated from the research. In the 1990s, certain industries noticed that many project managers needed to be properly trained and since then it is obligatory that project managers seek professional training before being employed.
To develop project managers in managing projects, many technical (engineering) companies have developed practicable and ad-hoc instruction to mitigate project failures; however, business centric companies are having difficulties deploying similar types of instruction (Kwak, & Anbari, 2009). Other companies and certain branches of the government, now require project managers to become certified through the Project Management Institute (PMI) by obtaining the Project Management Professional (PMP) credential. The problem is there is a lack of project success; and PMPs are said to be better at achieving project success, yet there are no PMP related factors that can be linked to achieving project success (Starkweather, & Stevenson, 2010). The purpose of this paper is to explore a grounded-theory-analytical-approach to help provide answers to the central problem.
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