SAMPLE RESUME FOR PMP CERTIFICATION APPLICATIONS

Education
List all degrees conferred

Project 1- Interconnections Program Office, Program Manager

(Company Name)
June 1997-present approx. 1500 hours

As Program Manager in Interconnections Program Office, provide project management expertise,

support, and standards to 10 project teams (list team names). Provide a centralized “status entity” for
project plans and status across three divisions.

Initiating Process 100 hours

• Initiation--For Measurements team, identified as project manager and given responsibility to
obtain necessary personnel to work on team.

Planning Process 600 hours

• Scope Planning—For Measurements and XXX, developed and documented scope
statements.
• Scope Definition—For Measurements and XXX, subdivided major deliverables.
• Activity Definition—For XXX, identified activities.
• Activity Sequencing—For all projects, identified and documented inter-activity dependencies.
• Schedule Development—For all projects, developed schedule with teams.
• Resource Planning—Not applicable.
• Cost Estimating—Not applicable.
• Cost Budgeting—Not applicable.
• Project Plan Development – For all projects, standardized project plans into consistent
documents in both Microsoft Project and Word.

Executing Process 300 hours

• Project Plan Execution—Worked with teams to ensure project plan was performed.
• Scope Verification—Not applicable.
• Quality Assurance—Not applicable.
• Team Development—Work with teams as requested. Give recommendations to project leads.
Measurement team held kick-off meeting.
• Information Distribution—Provide all teams the standardized information retrieval system
and information distribution system.
• Solicitation—Not applicable.
• Source Selection—Not applicable.
• Contract Administration—Not applicable.
 Controlling Process 450 hours
• Overall Change Control—The Program Office has a change control process and escalation
process that is used when necessary. With program leads, document, verify, and implement
Baseline Change Requests.
• Scope Change Control—The scope control is part of the overall change control process.
• Cost Control—Not applicable.
• Quality Control—The teams are responsible for quality control. Several teams have weekly
quality control measurements and procedures.
• Performance Reporting—Joint Program Office Review (see Communication Planning) status
updated and meeting held every 6 weeks. Responsible for updating status of teams and rotate
as facilitator of status meeting. Also involved in Operational Review of 8 teams every 6
weeks when functional management is updated and information documented in project plan.
• Risk Response Control—Not applicable.

Closing Process 50 hours

• Administrative Closure—Not applicable.
• Contract Closeout—Not applicable.

Project 2 - Voice Infrastructure (June 1996– October 1996) and CIS Project Implementation
Manager
(October 1996 – June 1997) Project Manager
(Company Name)
June 1996 – June 1997 approx. 3000 hours

As Program Manager, led XXX Voice re-organization involving 35 people in six cities and combining
cultures from two divisions into third organization. The results were three work teams (service center,
voice engineers, and voice system administrators) with realigned functions. Led cross-functional team
from kickoff meeting to pilot deployment of internal service center in less than 11 weeks. Then
performed PDCA on pilot and worked out issues over several months. From results of service center,
worked with functional manager and their teams to realign functions.

Initiating Process approx. # of hours

• Initiation—Identified as project manager by sponsor, and defined roles and responsibilities
with three functional managers.

Planning Process approx. # of hours

• Scope Planning—With team and sponsor, developed scope statement for service center.
• Scope Definition—With team and three functional managers, subdivided major deliverables
including service center, job functions for three teams, processes for teams based on existing
organizational processes.
• Activity Definition—With service center team, identified activities.
• Activity Sequencing—With service center team, identified and documented inter-activity
dependencies.

(Continue as necessary)