I'm not in any way saying that becoming certified is a bad thing. In fact, I believe it is a very good way for potential project managers to learn the basics of Project Management. What certification does is teach the person the mechanics of Project Management tools and techniques. And, although it teaches them how to use them from a mechanical standpoint, it really doesn't teach them how to use them in the overall context of their project, when to use them, how to modify them due to circumstances or, in fact, when not to use them at all. And it doesn't recognize or teach them what is really about 80% of the Project Management success equation which I'll cover later in this article.

PMI started certifying Project Managers in 1969 and PRINCE was established by the Central Computer and Telecommunications Agency (CCTA) in the UK in 1979. This was just about the time that independent surveys showed that approximately 70% of all IT Projects failed when measured against the criteria of cost, schedule and expectations. Since then, PMI and the APMG say that they have worked with and certified over 550,000 people as either Project Management Professionals or PRINCE2 certified Project Managers. PMI have over 270 chapters in over 70 countries. the APMG are in over 20 countries. PMI have sold over 2 million copies of PMBOK - the Guide during that period of time. The APMG has sold approximately 1 million copies of their PRINCE Manuals. PMI and APMG are making wheelbarrows of money off of the certification myth. In addition, a huge network of companies, organizations, associations are also involved. A very large industry has been built up over the years based on certification. With all of this training, certification, book sales going on, surveys now show that approximately 70% of all IT Projects fail.

What! If, as claimed, becoming a PMP or a PRINCE2 certified person makes one a Project Manager and over a half a million people have been certified as Project Managers why are projects still failing at the 70% rate? In addition, millions of dollars have been spent over the last 30 to 35 years on the project manager, on training, on certification, on Project Management Processes and Procedures and on other project management tools and techniques and still approximately 70% of all IT projects are failing. That tells me that successful Project Management must depend on something other than competence in those project Management tools, techniques, processes, procedures and certification.

In my experience from working on and successfully managing some of the most visible projects over the last 40 years, including the Apollo Program, the Trident Submarine, The Cruise Missile, computerization of the British Income Tax System, other major programs for some of the largest companies in the world along with the rescue of a $600M program for the UK Government, what I've found is that good project management processes and procedures must not only be in place for projects to be successful but the Project Manager must truly understand how and when to use them and modify them, if required.

Without a doubt, Project Managers must understand and be experienced in the hard skills of Planning, Organizing, Monitoring and Controlling their projects. PMI and PRINCE2 certification is certainly a very good way to learn these hard skills. However, I believe that these hard skills are only about 20% of the success equation. The much bigger part of the equation, the 80%, are the soft skills, the attitudes and behaviors, that the Project Manager should have and practice. These soft skills include, but are not necessarily limited to, enthusiasm, energy, commitment to success, commitment to excellence; good communication skills - knowing what to say, when to say it, how to say it and when to shut-up; good interpersonal skills, approachability, self-motivation, the ability to motivate the project team, good team building skills, a go-for-it attitude, a no-problem attitude, a go-the-extra-mile attitude and a good sense of humor. None of these soft skills are really part of the PMBOK and aren't really required for PMP or PRINCE2 certification.

I'm a true believer in the song title, "It ain't what you do, it's the way that you do it." By all means, I think potential project managers should work to get certified because certification will teach them the hard skills foundations. But they shouldn't believe nor should the PMI or the APMG continue advertising that certification makes a person a Project Manager. The real way and the only way to being a true Project Manager and to lower the project failure rate is to ensure that our Project Managers are not only proficient in the hard skills of Planning, Organizing, Monitoring, and Controlling their projects but that they, also, have and continue to practice the soft skills.

You'll start to see the changes when companies advertising for project managers start off the requirements list with the soft skills requirements and finish up with the hard skills. After all, a person can be taught the hard skills a lot easier than the soft skills attitudes and behaviors.

CCNA is a famous certification program given by Cisco. It is an entry-level certification program for the CCCP. These certificates are recognized globally and they certify your ability as a professional in the areas of routing, switching, and that of connectivity. The first step of your professional career begins with CCNA.

Examination

Candidates can approach the CCNA certification in any one of following two different paths.

1. They can write the exam 640-801 2. They can write both of these exams 640-821 and 640-811.

Even though CCNA certification requires no prerequisites, it is better to have CCNA training to face the exams confidently.

Exam interface

Practicing for the exam, particularly for the simulation tool is an important aspect of the preparation. Getting a good practice in using the tool will boost the confidence level of the candidate and he can give more attention to the questions rather than the tools. A proper CCNA training will include this type of practice and it is highly recommended to prefer such one.

Test formats

Choosing a single answer from a multiple choice questions, choosing a multiple answers from a multiple-choice questions, drag and drop questions, fill ups and simulations types are the questions you are going to face. Attending one or two mock tests in your CCNA training program will give you a clear understanding about the question types.

Exam focus

The exam 640-801, is conducted in such a way that only candidates who have good stuff in CCNA and can really practice it will get through it. CCNA has become tougher but definitely, it has given a worldwide credibility to the exam. You should be capable of configuring a router to get through the exam. Simply dumping the material in your mind is not sufficient. While you are in CCNA training, make sure you get a practical knowledge about everything. More focus will be about subnetting. A thorough knowledge about subnetting is necessary in this exam. If you are not good in it, then try to include it in your CCNA training program.

Time management

It is a 90 minutes test. Having an access to a simulator or to a real router will be of great help in your preparation. Time you are going to spend for each question is to be predetermined. Differentiate between time-consuming questions and relatively easy questions so that you can finish your exam in the stipulated time. Lot of subnetting will be asked. Practice to subnet fast. A good concentration with a basic understanding will be useful for the calculation. Planning with a bit of smartness is that all you need to clear the exam.