Chapter 7. Expanding Your Knowledge

Expanding your knowledge is a good idea no matter what profession you are in, and you should constantly be putting effort into doing it. If you want to expand your knowledge in a specific area, however, it is a good idea to first take inventory of where you are. This chapter will recommend that you assess your capabilities in order to have an understanding of where you are now. Then you can expand your knowledge through education and training to where you want to be. Remember, knowledge is the first element of the Path to Success.

Assessing Your Capabilities

Now that you have an understanding for what is required for each level of proficiency, it is a good time to take inventory of your own skills and abilities. Below are five skill set tables (Figures 7-1 through 7-5) for evaluating your abilities. One table is provided for each skill set, and each subject area is provided with the nominal proficiency level needed for that subject. The nominal levels use the following taxonomy:

  1. The individual must be able to apply the Basic Skill Set and have a proficiency of the remaining subjects as indicated.

  2. The individual must have an advanced level of knowledge of the subjects indicated as well as all subjects in prior levels. This knowledge must be backed by appropriate experience on previous projects. The individual must be able to apply this knowledge and experience to the projects he or she is leading.

  3. The individual must have an expert level of knowledge of the subjects indicated as well as all subjects in prior levels. This knowledge must be backed by appropriate experience on previous projects. The individual must be able to apply this knowledge and experience to the projects he or she is leading.

  4. The individual must have an advanced or expert level of knowledge of the subjects indicated as well as of all subjects in prior levels. The individual must be an expert in the specialty required by the project and must have appropriate experience on previous projects. The individual must be able to apply this knowledge and experience to the projects he or she is leading.

  5. The individual at this level must be an expert in all subjects. Much of the detail level of the subjects will be delegated to subordinates, but this individual must fully understand the subject area, approve the subject delegation, and be responsible for the resulting product.

Table 7-1. Basic Skill Set proficiency level.

No.

Subject

Skill Type

Abbreviated Definition

Standard

Your Proficiency

1

Project Management Context

F

The context within which a project is conceived, issued, conducted, and accepted.

2

 

2

Project/Program Management Process

F

Management of the scope, cost, schedule, and quality of a specific task.

2

 

3

Work Content and Scope Management

F

Management of project content (deliverables).

2

 

4

Time Scheduling/ Phasing

F

Developing and applying the time necessary for accomplishment of individual activities and linking these activities to portray a project.

2

 

5

Budgeting & Cost Management

F

Defining project element “should cost” and managing activities to ensure that those costs are controlled.

2

 

6

Project Implementation

F

Application of the project plan to the task at hand.

2

 

7

Project Close Out

F

The process of concluding a project, delivering the product to the customer, and returning the resources to the enterprise. Also called “Hand-Over.”

2

 

Skill Type. Where: F = Firm; S = Soft; C = Combination of F and S.

Table 7-2. Advanced Skill Set proficiency levels.

No.

Subject

Skill Type

Abbreviated Definition

Standard

Your Proficiency

8

Project Success Criteria

C

The objective factors that define project success.

3

 

9

Strategy/Project Management Planning

C

The process of developing a project plan that is consistent with enterprise and customer requirements.

3

 

10

Communication

C

Two-way oral, written, or graphic interchange of data between people and/or machines.

3

 

11

Resource Management

F

Definition and control of the facilities, finances, equipment, and real estate in support of a project.

3

 

12

Change Control

F

Management of changes to project content.

3

 

13

Information Management

F

Management of the flow of information into, within, and out of the project.

3

 

14

Structures

F

Organization of project activities to show relationships between the elements of the activities such as a Work Breakdown Structure (WBS).

3

 

15

Configuration Management

F

Management of changes to the product baseline.

3

 

16

Project Lifecycle Design & Management

F

Determination of the lifecycle a project is to have and then developing a plan to ensure accomplishment.

3

 

17

Procurements & Subcontracts

F

The processes of buying products and services from other entities.

3

 

18

Earned Value Management

F

A process that assigns value to events. The predetermined value is then awarded to the performer whenever the event is completed.

3

 

19

Organization

C

A structured relationship between the people of the project at a particular moment in time.

3

 

20

Risk Management

C

Identification and control of risks that could affect the project.

3

 

21

Quality Management

C

Management of the quality processes of a project.

3

 

22

Personnel Management

C

Evaluating personnel needs, the recruiting and assignment of personnel, and the evaluation of the performance of those personnel.

3

 

23

Team Building/ Teamwork

C

Processes by which people work together for the common good of the project rather than individual desires.

3

 

24

Training

C

Exposing individuals to selected project-related courses.

3

 

Skill Type. Where: F = Firm; S = Soft; C = Combination of F and S.

Table 7-3. Expert Skill Set proficiency levels.

No.

Subject

Skill Type

Abbreviated Definition

Standard

Your Proficiency

25

Financial Management

F

The evaluation and assignment of resources to a project as opposed to the assignment of those resources to alternatives.

4

 

26

Metrics (TPM)

F

Objective values applied to certain factors and accomplishments.

4

 

27

Value Management

F

Assessing project value in terms of resource utilization (Go/No Go).

4

 

28

Health, Safety, Security, & Environment

F

Considerations of the health, safety, security, and environment for the project.

5

 

29

Business Considerations

C

How this project fits in the overall business plan of the enterprise and how it will contribute to future business. Uses the elements of the project success criteria.

3

 

30

Design & Development

C

Establishing key management, “Go/No Go” gates in the design and development processes.

3

 

31

Legal Considerations

C

The ability to recognize a situation outside the norm that will require specialized assistance such as labor, commercial, or international law.

2

 

32

Technology Management

C

An enterprise-level plan that predicts new technologies and follows their direction of growth. Used by the project to ensure that “on-ramps” or accommodations are made to implement predictions.

2

 

33

Estimating

C

A process of assigning approximate value, based on like activities, to a projected activity.

3

 

34

Prototyping

C

Developing a living model that reflects the characteristics of the product to be delivered.

3

 

35

Handoff

C

The transfer of a requirement from one functional organization (marketing) to another (programs).

4

 

36

Customer Relations/Satisfaction

S

Documents the needs and wants of the project customer and establishes a periodic evaluation of performance in meeting those needs and wants.

4

 

37

Teaming & Partnering

S

A strategic or tactical alliance with another enterprise for a specific purpose.

4

 

38

Marketing & Sales

S

That part of the permanent organization chartered to sell product and ideas between the enterprise and its customers.

4

 

39

Proposals

S

A process that generates an offer to do business that usually consists of scope, schedule, and cost/price, approach.

4

 

40

Negotiation

S

A discussion in which there is ultimately agreement on the outcome of the subject of the discussion.

4

 

41

Conflict Management

S

Mediating a dispute to a positive conclusion before it becomes disruptive.

3

 

42

Social Sensitivity

S

Acting, speaking, and writing in a manner that is considerate of the needs of others.

3

 

43

Management Relations/Satisfaction

S

Establishing and satisfying project goals between enterprise management and project management.

4

 

Skill Type. Where: F = Firm; S = Soft; C = Combination of F and S.

Table 7-4. Specialist Skill Set proficiency levels.

No.

Subject

Skill Type

Abbreviated Definition

Standard

Your Proficiency

44

Specialties

C

Numerous categories of specialty subjects, such as international business, AID business, foreign military sales, and virtual programs.

4

 

Skill Type. Where: F = Firm; S = Soft; C = Combination of F and S.

Table 7-5. Principal Skill Set proficiency levels.

No.

Subject

Skill Type

Abbreviated Definition

Standard

Your Proficiency

45

Strategic Planning and Positioning

C

Developing and implementing the strategy for long-term positioning of the project, the program, and the enterprise.

4

 

46

Project Management Office Implementation

C

The development and implementation of a properly reasoned, sized, and organized project or program management office.

4

 

47

Leading-Edge Ideas

S

Ideas put forth by management and technical sources specializing in forward thinking. Knowledge Management.

4

 

Skill Type. Where: F = Firm; S = Soft; C = Combination of F and S.

Take a few minutes to fill in the far-right column and give yourself a baseline of where you stand. Then we will be ready to talk about improving your abilities in all the areas.

Now you should be able to see where you excel and where you need to improve. But simply meeting the standards won’t be sufficient as you progress through your career. Remember the opening line—“Good, Better, Best.” You will want to increase the level of each subject area as you progress in your career. The next section of this chapter offers some insight into how and where you can do just that.

Expanding Your Knowledge

Knowledge, as I said before, is a combination of education and training. Education consists of formal courses given by accredited educational institutions such as colleges and universities. The first part of this chapter will address formal education.

Training is offered in both formal and informal environments, but training does not lead to a degree in any field. Formal training usually culminates in a certificate or some similar type of recognition. Training will be discussed in the second part of this chapter.

Certification is offered by some project management organizations, and important enough to discuss separately.

Expanding Your Education

There are a few questions to consider before expanding your education: Where are you now in your education? What career field do you want to consider? What level of that career field do you want to enter? In what location do you want to go to school? What particular school do you want to go to? Do you want to go to school full-time, part-time, day, night, correspondence, via e-learning? How will you pay for your schooling?

Let’s take the questions one by one and give them enough specificity to get you started on your search.

Where Are You Now in Your Education?

The answer to this question will vector you to the level you would like to achieve next.

If you are in high school, the whole world is potentially open to you. The breadth of these options begins to narrow immediately by the next set of considerations: Do you have the GPA to achieve your dream, and do you have the financing to do what you want to do? These two questions are the most basic in pursuing your education. If you do not have an appropriate GPA (and SAT) to go into your chosen field, you may have a problem. I hope you are reading and heeding this early in your career when you have time to overcome the problem. If you do not have the appropriate GPA for College A, you may be accepted by College B, or if not there, you may able to attend Community College C and then transfer to the upper division of State College D. This is not the best way to get there, but it will work.

If you are at the undergraduate level, you essentially have two choices: Go into the workplace or continue on to get your undergraduate degree. If you choose to go on with your undergraduate program, you need to decide what career field you want to go into? It is after primary education is established that most people go into project management, and that’s the baseline we will use to approach this career question. So if you are looking at your undergraduate field, that field will be your primary field. Your primary field may be computer science, chemical engineering, finance, banking, construction, or dozens of other fields. Whatever it is, you must make a careful consideration at this point. You need to enter at least the general field you want to pursue.

Granted, you don’t need to make your final commitment to a major before entering your freshman year of college but you must make that decision before entering your junior year (upper division) of college. Why? Because if you don’t, you will spend a lot of time unproductively, when you should be making progress toward your goals. If you choose incorrectly and then want to change later, you may have amassed (and paid for) college hours that are of no use to your new major. Granted, education is never wasted, but if it doesn’t apply directly to your major, you will be taking time away from your final career choice.

The most important point to research in choosing a college is the accreditation of the program and the college. There are many programs that are offered and look good, but that are not accredited by an acceptable source. I recommend that you avoid these kinds of programs.

If you are near the end of your undergraduate program, you once again have the option of going into the workforce or going into a graduate program. At this point, you may have a watershed. By this I mean, you may continue on at the graduate level with your primary career field or you may change career fields. At this point you are probably asking: “Why is this guy talking about changing a career field when he’s been preaching stay the course all along?” Good question. But, this is the point when you determine whether you want to stay operating in your primary field, go into management of your primary field, or go into project management at the graduate level. That’s the purpose. Naturally, you can choose to extend your primary career field and become expert there. Or, you can choose the management option and change to an MBA or a master’s degree in Project Management. If you have been in some related field—say, finance—and want to get an MBA, you can probably go directly into your graduate program. If, on the other hand, you choose to change your field from, say, electrical engineering to management, you will probably need to take some prerequisite courses to make the change. These prerequisites will likely be undergraduate courses at the 200 to 400 level. This is part of the tax you pay whenever you change majors. In some cases, you can take prerequisites as electives, but in the hard technical courses, such as engineering, there are generally not enough elective hours available to include the accounting courses and the other courses you will need in order to make the change.

What Level of That Career Field Do You Want to Enter?

This is an important question for several reasons. The answer to this question may be by choice or by necessity. You may choose to go on to graduate school after you get your bachelor’s degree but may not be able to do that for financial reasons. With the proper strategy, you can factor that into your career equation. Go ahead and enter the workforce, and then, when the opportunity presents itself, go on to grad school at night. Believe me, you will not be the first to take this route. The level you ultimately choose for your education will likely be a limiting factor in your career.

In What Location Do You Want to Go to School?

The answer to this question may be open or self-limiting. If you have plenty of money and a great GPA, it’s probably a superfluous question, but most of us are not in this situation. First, not all colleges offer all disciplines. Your choice of discipline may be a determining factor. In other words, if that lovely, ivy-covered college sitting on the river only offers a liberal arts education and you want engineering, it’s obviously not a match. Although this is pretty obvious, what is not so obvious is the limitation of a location once you are in the workforce. By this I mean if you live in Tucson, Arizona and want to get your graduate degree from Stetson University in Florida at night, you’ve got a problem. Your college locations are limited by: 1) Money, 2) Your GPA, 3) Where you live if you want part-time schooling. The point being, to the best of your ability, select your college, don’t let exigencies select it for you.

What Particular School Do You Want to Attend?

You may want to go to Harvard or MIT or Stanford or some other highly rated school (who doesn’t?) but that option may not be realistic. If you are in high school, you likely have more flexibility in the choice of schools than if you are in your undergraduate program. If you are independently wealthy and will be a legacy to MIT or Harvard, you can stop reading here and go on to the next section. Otherwise choose the best college that will take you, at any level. It does make a difference to your career.

Do You Want to Go to School Full-Time, Part-Time, Day, Night, Correspondence, Via E-Learning?

Ideally, you will probably want to go to the school of your choice, have your education paid for, attend classes during the day, and have an extensive social life at night. I read a book like that a long time ago, and that was the closest I ever came to this option. If you’re like the rest of us, you will need some other combination of options. An alternative option is to work and go to school part-time. This is a real viable option, and it’s done by a lot of people every day. It requires determination and severely impacts your social life. If you go to school full-time, you will probably go in the daytime. If you go to school part-time, it’s probably because you are working, and you will probably have class at night. Some will take a night job just so they can go to school during the day. Correspondence courses are another viable option, but these are generally limited to undergraduate courses and very specific parts of graduate curricula. An extension of correspondence courses is the “distance learning” approach where you do most of your work through correspondence and then attend seminars at the university, usually in the summer. This is a great option, but it is limited in its career field offerings.

In the last few years, e-learning has come to the fore. This is a great approach even if you are working full-time and traveling. You can take a sack full of books and your laptop, and have some productive time at the airport waiting for the next plane or on the a long flight. Again, this approach is somewhat limited, and this approach may also be conducted in the same way as the extended campus option. This option will take a lot of planning and will eat into your social life, but so what? It’s an option that’s available, and if you choose to take it, go for it and good luck.

How Will You Pay for Your Schooling?

This is usually a grabber, at least for most of us. There are several options. First, you can have your education paid for by your family. That’s wonderful.

Second, you can get a scholarship or a grant, several scholarships, or multiple grants. Good for you. This takes a lot of research and a lot of time answering questionnaires and interviewing, but otherwise is a good deal.

Third, you can take out student loans. Student loans are generally offered by financial institutions and backed by the federal government. Education loans are offered at very low interest rates.

Fourth, you can join the military and take advantage of their educational program. At one time, military personnel qualified for the so-called “GI Bill.” But that specific instrument has been replaced with the military educational program. This is basically a matching annuity. A very good option. If you have taken the SATs and then the military entrance exams, you will likely show very well. If your scores are high enough, the military will send you to one of their schools that you choose. That’s a great start on vectoring your field of work, and you can take correspondence or even some residence courses while you are in the service. Needless to say, you will have a service option of four or more years, but if you can get at least two years of college under your belt while you’re in the service, you’re way ahead of where you would be otherwise.

Fifth, some employers will pay or help pay for your education. A typical offering is for the employer to pay 75 percent of undergraduate tuition and 100 percent of graduate tuition. Paying for books, lab fees, and so on is up to you. This is a terrific way to get a degree but it takes a lot of grit to work all day and go to school at night. Besides that, you may be starting a family at the same time. This is a good place to put your scheduling skills to work.

Finally, you can work your way through college. That’s a tough option, but it’s done every day. Working takes its toll on homework and certainly on social life but in the long run it’s definitely worth it. You must understand that, if you intend to work your way through, it will likely limit the schools you can attend and the way you do it. Chances are that you’ll need to take the first two years at a community college while living at home and the last two years at a state university. If you are going to grad school under these conditions, you are likely working days and going to school at night. It works, but it requires drive and determination.

There are dozens of colleges and universities in the United States and dozens of colleges and universities internationally offering graduate-level project management degree programs and certificates. As you might imagine, the offerings are a conglomeration of just about every combination of on-campus, off-campus, Internet, degree, certificate combination you can think of. They are so complex that I can only generalize about these offerings. I organize these colleges and universities into five groups:

  1. Colleges and universities that offer traditional, on-campus, graduate degree programs in project management

  2. Colleges and universities that offer traditional, on-campus, graduate degree programs in business administration with a specialization in project management

  3. Colleges and universities that offer traditional, on-campus, graduate degree programs in technical disciplines with options in project management

  4. Colleges and universities that offer, off-campus, one or more of the above graduate degree programs through the Internet

  5. Colleges and universities that offer certificate programs in project management, either on-campus or through the Internet

It is interesting to note that some colleges and universities recognize the PMP from the PMI. In the cases I have investigated, the PMP has a value of nine graduate-level hours counting toward a graduate degree. A graduate degree in project management usually consists of thirty-two hours of work.

To say it once again, the field of project management is changing rapidly. So is the support offered by colleges and universities. The best way I know of to find a consolidated listing of universities that provide support to these programs is to go to the PMI Web site at http://www.pmi.org/. Then, go to the “Professional Development and Careers” menu. Select “Academic Degree Accreditation.” You can access the information there and then go to the Web site of the college or university of interest. You can search each school individually and determine which categories each offers. Then you can select the school that is most appropriate for your needs.

As an alternative, you can do an Internet search on colleges and universities, but you’ll have to wade through a lot of inappropriate colleges. Also, you can do a search on “master of project management” or “master of science in project management.”

At this point, you may be asking yourself: What role does a graduate degree in project management play in all this? This question is a little bit difficult to answer. Generally speaking, the project management curriculum covers the project management subject areas equivalent to those required for an expert project. In addition, there will be other courses required. Colleges and universities have little consistency of curricula other than for the core courses.

There are some other nuances that should be discussed at this point though. The first question back to you is: What do you intend to do with your career? The answer to that question is the real reason I divided the colleges and universities into the five categories.

If you want to go into project management as a long-term goal, you should select a program and university that results in a graduate degree in project management. The master of project management usually fills this ideal. Let’s call this Category A.

If you want to add project management to your repertoire, but ultimately want to become a general manager or CEO or the like, you should choose an MBA program with a specialty in project management. Call this Category B.

If you are a technical person and want to have the ability to lead projects and be a functional manager also, you should select a program that adds project management to your technical core. Usually the master of science in project management will fill this requirement. We’ll call this Category C.

As you can see, each of these areas follows a little different line of education. While the core courses are similar, the supporting courses and electives are quite different. Ergo, you should be careful to select the degree type that will give you the greatest return.

Let’s refer to the five groups I talked about earlier and match them with the categories we just discussed.

  1. Colleges and universities that offer traditional, on-campus, graduate degree programs in project management. These are Category A programs.

  2. Colleges and universities that offer traditional, on-campus, graduate degree programs in business administration with a specialization in project management. These are Category B programs.

  3. Colleges and universities that offer traditional, on-campus, graduate degree programs in technical disciplines with options in project management. These are Category C programs.

  4. Colleges and universities that offer one or more of the above graduate degree programs through the Internet. These can be Category A, B, or C programs.

  5. Colleges and universities that offer certificate programs in project management, either on-campus or through the Internet. As I said before, certificates are not degrees, and the programs that culminate in certificates are training programs, not educational programs. We’ll go into these programs in just a moment.

What if you already have a graduate degree in another field, or don’t want to go back and get another graduate degree or a doctorate at this time? The answer here could lie in getting a diploma, a certificate, or a certification in project management and add that to your credentials. These credentials actually fall into the category of training, which follows.

Expanding Your Training

You can expand your training with books and with seminars provided by private companies and colleges and universities. This is the time when you need to look back on the self-assessment tables earlier in this chapter. Where are your shortcomings? What areas do you need or want to improve? The answers to these questions will be different for each individual. At this point, I suggest you look back at the subject areas you need to improve and then look at the seminar and book listings provided by the AMA and the PMI for those areas. You can find these as follows:

Training, as we say in the workaday world, falls into two categories: in-house and out-of-house. In-house training is further categorized as internal training and referred training.

Internal training covers those training courses provided by your company training department as standard fare throughout the year. Courses that fall into this category are such things as: Introduction to Whatever, Ethics at Our Company, What Is Expected of You, Waste, Fraud, and Abuse, Sexual Harassment, and Socially and Politically Correct courses. Don’t laugh. In a big company, you need to know what the expectations are, even if you don’t agree with them. This is the way the company does business, and this is the baseline you are expected to follow. Also in this category are special training courses offered by outside vendors or consultants brought into the company. Usually these courses are quite specific and are generally pointed at specific disciplines. Many times, outside consultants will be invited to present technical or “human” courses that are of great value to managers. Examples of these kinds of courses are self-assessment courses for personality type, thinking type, management type, leadership type, and so on. These types of courses are extremely useful to you as a project manager, and my suggestion is to avail yourself of every one of these courses you can get. I know, when you are down in the trenches throwing back grenades and the personnel rep comes along and says your boss wants you to attend a course in social correctness next week, what your first response is likely to be. Let’s say you’re a little less than overjoyed. Don’t reject it out of hand though. Hold your commitment or rejection until you’ve had an opportunity to assess this opportunity in the context of your overall strategy. Consider that this may be an opportunity to turn the reins of the project over to the person you have been mentoring to take your place. You have been mentoring someone to take your place, haven’t you?

Out-of-house courses are courses offered by vendors, consultants, and companies that conduct their courses at locations other than on your campus. Most big seminars are offered this way because it is the most efficient way to conduct this kind of course. These courses run the gamut. Insofar as the company is concerned, these courses fall into one of two classes: known and unknown. The known courses are those that the company has sent people to before. The company knows the value of these courses and usually has no compunction about sending its employees to them. The unknown courses are those that have not yet been evaluated by the company (probably the training department), and the company may be reluctant to send you to one of these courses without more consideration. Outside courses and seminars cost between $500 and $2,000 per day per person, exclusive of travel, subsistence, and salary. With these kinds of numbers you can understand why the company wants to know why it’s making this investment. If you find a course in this category that you feel is absolutely essential to your career, collect all the data you can and turn it over to your boss. Have your boss assess the value and take the findings to the training department. It will take a little longer but could be a real opportunity. Don’t be too surprised if you get the answer that the training department has already evaluated the course because training departments usually have their “feelers” out for all kinds of related courses. As soon as the training companies find out your training department has a budget, they will be lined up at the door offering their wares. There are tons of training courses available. First, check with your training department to see the ones they have in inventory. You may be able to select some good ones from that list. Second, talk to your friends at other companies or look at the training course offerings recommended by the various project management organizations, particularly the one you are directly interested in. Finally, do a search on the Internet by “Project Management Training Courses” or by the specific area or course that you want. Also, look for project management training companies and see what they have to offer. These companies can provide whatever you want and a lot of things you never thought of.

Informal training is usually on-the-job training and is too diverse for discussion here.

Certification

The best place to look for certification is with the organization that is prevalent in your area or whose certification will be most beneficial to you. Who will this be? Will it be PMI? Will it be APM? Will it be some other organization? To get started in finding an organization for certification, first, select the organization that will best represent your interests from Figure 2-2. Remember too that a certificate may be the avenue you want to pursue. In this case check with your training department or do a search on the Internet. The numbers of certificate courses is immense.

Certificates and certifications have both intrinsic and extrinsic value. They have intrinsic value if they are satisfying to you. For instance, if you feel you must be certified as a project manager to satisfy your own needs and you accomplish that certification, then that satisfies an intrinsic need. They have extrinsic value, on the other hand, if they are satisfying to someone else. Let’s say that certification is required by your job and you achieve that certification that satisfies an extrinsic need. Stated most succinctly, satisfaction of an intrinsic need gives you a good feeling, while satisfaction of an extrinsic need gives you money and position.

Each organization has specific areas that it insists on testing, and you must avail yourself of those areas. PMI is most rigorous in its treatment of knowledge areas. You must read their books and repeat their language and their terminology back to them. The other organizations are a bit more flexible in the terminology but are much broader in their performance and “attitude” testing and interviews. Refer to Chapter 2 to each of the certifying organizations for details regarding specific certifications. Refer to Chapter 6 for seminars that can offer certificates for attendance.

A certificate or certification indicates you have achieved a certain proscribed course of requirements. Most certainly that has meaning to some but the real question is: “Does it have meaning to your employer or potential employer in your specific business area?”

From a pragmatic point of view, make certain a certificate or certification has extrinsic and specific value before spending a lot of time and money on it. Certification is involved and expensive. As you saw above, in some cases it is valuable, and in other cases it is not so valuable.

Even though project management certification has been around for over twenty years, it is relatively new to industry. The primary reason, in my opinion, is that the purveyors of certification have been concentrating on the “supply side” of the curve and not the “demand side.” Simply, this means they have concentrated on convincing individuals they needed certification but have not convinced industry to demand it. The secondary reason is that there is really no absolute standard. The PMI has tried diligently to establish a standard but has limited its certification process to knowledge. The other organizations use knowledge but rely heavily on practical experience, performance, attitude (persona), and interviews. Which is correct? It’s a classic “Gown versus Town” (academic versus experience) argument. From my discussions with hiring authorities in industry, and from my own experience, I can say that performance is the most important factor in hiring and promoting project and program managers. Assuming that industry does accept certification as a requirement, which will it choose? Will it choose the knowledge-based PMP or the competency-based certifications like the aCPM3 or the IPMA Level B? So far, industry (I include the government in this discussion) has taken the traditional (and easy) way out and relied on performance. If, in the future, industry stipulates certification requirements, they will likely “escape between the horns of the dilemma” by only saying certification, rather than stipulating Certification A or Certification B. Just as soon as a company specifies one certification over another, it is putting itself in the position of value judge. Is a PMP more valuable than an aCPM1 or 2 (or vice versa)? If I were an officer in one organization and the certification of another organization was specified as a position requirement, I think I would want to know why. All I can say is, don’t get caught up in the Gown versus Town argument just for the sake of argument.

I have been harping on performance as the prime criterion for hiring and promotion, and I won’t budge from that position. But, what if you are a hiring manager and two candidates present with exactly the same performance qualifications, and one has a certification and the other does not? Which one will you choose? In that case, I believe the choice is obvious. You need to make the decision as to what the certification means to you and to your employer or potential employer.

Figure 7-6 shows that each organization has a different way of classifying their certifications: Level 1, Level C, Basic, and so on. Figure 7-6 presents the various levels and groups so they are more relatable. Use caution though because they are not absolute. In fact, in no way am I suggesting that if you know a particular skill set, you will be qualified to sit for the related certification. The purpose is to give you a general idea of how they relate to each other but not to provide an absolute comparison. If you need to understand exactly what is required for each certification, go to each organization of interest and read the detailed descriptions of their certification requirements.

Table 7-6. Comparison of certifications and skill sets.

Organization

Certification

Comparative Skill Sets

AIPM

Project Director/Program Manager (Level 6)

Expert

 

Project Manager (Level 5)

Advanced

 

Project Team Member/Project Specialist (Level 4)

Basic

AMA

Project Management Certificate

Advanced

APM

Certificated International Project Manager (CIPM)

Specialist

 

Senior Project Manager (Level 3)

Expert

 

Certified Project Manager (Level 2)

Advanced

 

Associate Project Management Professional (Level 1)

Basic

asapm

Senior management or project sponsor (SP)

Principal

 

Resource Managers (RM)

Principal

 

Project Office Manager (PO)

Expert

 

Project Directors or Program Managers (P3)

Expert

 

Project Managers (P2)

Advanced

 

Project Specialists (P1)

Basic

 

Project Team Members (TM)

Basic

IPMA

Certificated Projects Director (Level A)

Principal

 

Certificated Projects Manager (Level B)

Expert

 

Certificated Project Management Professional (Level C)

Advanced

 

Certificated Project Management Practitioner (Level D)

Basic

JPMF

Project Management Architect (PMA)

Principal

 

Project Manager Registered (PMR)

Advanced

 

Project Management Specialist (PMS)

Basic

PMI

Project Management Professional (PMP)

Advanced

 

Certified Associate in Project Management (CAPM)

Basic

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