Any qualification, let it be MS, MBA, CFA, PMP, PRINCE-2 or MCTS provides the individual an opportunity to "know" the sum of all knowledge in the respective line of business. Expertise and real-world competence comes through experience and applied learning of the same skills. The certifications give you a global view of the relevant knowledge areas and helpful to those who are not in good position to claim anything about their usefulness to any organisation. Someone without the global view and domain knowledge will have less options to think about. Doing certifications/training is like reading the user manual before operating the tool. Reading the user manual doesn't make an expert, but experience operating the tool does to any technician. Most of these (like PMI) provide a good reference but it is AVERAGE global practice and not best practice. It is limited in so many aspects and hardly add any real value to your project because they are so generic and may hinder the project also if used blindly by some non-technical PM. To make a project success, you need to adopt "BEST PRACTICES" suitable to your project. That is the difference between failure & success apart from the basic assumptions made at the beginning and the scoping.
I, and most others, do not ignore the value of PMI, PMBOK or PMP or something else. The issue is that PMP was marketed as best practice where it is not and PMI management has become too focused on the numbers rather than value. By being too commercial PMI is losing many of its volunteers, members, and even PMP. Just look at the statistics PMI publishes numbers of members and PMP are starting to drop and this is a fact and not a opinion. This is also due to the fact that many PMPs are not able to perform at the level "they are marketed and sold" - sorry for these terms but this is the reality everywhere. There are many lawsuites going against PMI as those who are preaching PM have nothing to do with projects and they are too beaurecratic and theoretical (Oliver F. Lehmann, PMP case). In fact, they create lots of confusion by giving unwanted attention to not so important matters and promoting mediocrity, gossiping (they call it communication), mis-communication thru emails/ tables and graphs along with politics and corruption too to cover up their failures.
I, and most others, do not ignore the value of PMI, PMBOK or PMP or something else. The issue is that PMP was marketed as best practice where it is not and PMI management has become too focused on the numbers rather than value. By being too commercial PMI is losing many of its volunteers, members, and even PMP. Just look at the statistics PMI publishes numbers of members and PMP are starting to drop and this is a fact and not a opinion. This is also due to the fact that many PMPs are not able to perform at the level "they are marketed and sold" - sorry for these terms but this is the reality everywhere. There are many lawsuites going against PMI as those who are preaching PM have nothing to do with projects and they are too beaurecratic and theoretical (Oliver F. Lehmann, PMP case). In fact, they create lots of confusion by giving unwanted attention to not so important matters and promoting mediocrity, gossiping (they call it communication), mis-communication thru emails/ tables and graphs along with politics and corruption too to cover up their failures.
I have never attacked the accomplishments of anyone who has taken the PMP exam. I have always attacked the claims of people who want to make that accomplishment into something more than it is. When people suggest, imply, or state that the PMP provides assurance of skill and experience as a project manager ... that is just so totally wrong. Finally, if you feel devalued by the facts that are presented here. Reality is a tough mistress. Here are just a few of those facts:
- The PMP was DESIGNED as an entry level certification.
- The PMP uses multiple choice questions exclusively in its examination, and it does not deduct for wrong answers.
- The passing grade for the PMP started out as 70%, was lowered to 68.5% in the late 1990s, and then lowered again to 61% around 2005 where it stayed until recently when PMI stopped publishing the passing grade.
- The number of questions on the exam started at 320, was reduced to 200 in the late 1990s, and then reduced again to 175 around 2005.
- From the start of the PMP until a few months ago, there was no requirement for experience as a project manager.
- From the start of the PMP until about 2005, there was no experience requirement that even implied the need for experience as a project manager.
- PMI verifies the experience of less than 10% of applicants, and when it verifies experience, it does not assess the quality of that experience. In other words, there is no assurance that any PMP has ever managed a project successfully.
- The first time pass rate for native English speakers who take an exam prep course is around 95%. The first time pass rate for non-native English speakers is substantially lower and is about 65%.
- PMI does not publish statistics on pass rates.
- Some candidates lie on their applications because some organizations require the PMP for them to get an interview.
Are some PMPs competent project managers? Absolutely. Are all PMPs competent project managers? No. Are some PMPs worthy of respect? Absolutely Yes. Are all PMPs worthy of respect? Not a chance.
Then, what is so alarming? Is anyone employable and worthy of respect solely by virtue of holding a PMP? NO. There are reasons. My experience is that these PMPs are contributing more to project failures than success beacuse their lack of real/domain knowledge, basic understanding and inability to appreciate the figures in the PM tempelates and decisions in critical matters.
What I recommend: Develop a set of criteria that are appropriate to your specific project needs. There is no such thing as a general competence or competency in project management. So make sure that the person's traits match your project's requirements.
A person who may be patient, may be the needed manager for one project, but slow down another one too much. A great group leader may be bad in documentation, a person who is nitpicking on forms and templates may de-motivate a team. Make sure the person has a sound level of knowledge. There are various certifications that test that, but you can also develop your own tests, of course.
I am in the favor of a domain specific project management - I wonder how a "generic" PM who does not have any domain experience would understand and manage any project on the basis of some PM tempelates. I also think that a PM with no domain knowledge might do well if you use an automated process that can provide him the necessary metrics - s/he wouldn't have to worry about collecting build times, number of errors, number of failed tests, the most problematic component - component taking the most time, etc. - s/he will get all that automatically through the automated process. So, in my opinion, you should look for a candidate who has the necessary technical experience as well - in addition to project management experience.
No certification guarantees leadership and project success. And no certification exam can test discipline and stamina, two major traits of very good project managers. And be prepared to find in the end that there are no guarantees in project management. Those who promise that probably have their own "Agendas" and they definately dont know what is your project.
Then, what is so alarming? Is anyone employable and worthy of respect solely by virtue of holding a PMP? NO. There are reasons. My experience is that these PMPs are contributing more to project failures than success beacuse their lack of real/domain knowledge, basic understanding and inability to appreciate the figures in the PM tempelates and decisions in critical matters.
What I recommend: Develop a set of criteria that are appropriate to your specific project needs. There is no such thing as a general competence or competency in project management. So make sure that the person's traits match your project's requirements.
A person who may be patient, may be the needed manager for one project, but slow down another one too much. A great group leader may be bad in documentation, a person who is nitpicking on forms and templates may de-motivate a team. Make sure the person has a sound level of knowledge. There are various certifications that test that, but you can also develop your own tests, of course.
I am in the favor of a domain specific project management - I wonder how a "generic" PM who does not have any domain experience would understand and manage any project on the basis of some PM tempelates. I also think that a PM with no domain knowledge might do well if you use an automated process that can provide him the necessary metrics - s/he wouldn't have to worry about collecting build times, number of errors, number of failed tests, the most problematic component - component taking the most time, etc. - s/he will get all that automatically through the automated process. So, in my opinion, you should look for a candidate who has the necessary technical experience as well - in addition to project management experience.
No certification guarantees leadership and project success. And no certification exam can test discipline and stamina, two major traits of very good project managers. And be prepared to find in the end that there are no guarantees in project management. Those who promise that probably have their own "Agendas" and they definately dont know what is your project.
