The PMP designation and PM competency

I never believed that holding a PMP designation was proof of a project manager’s competency but I must say I am growing disenchanted with what I see these days on various PM related web sites, LinkedIn groups, and in my professional life.  A few examples:

• PM sticks tasks into his schedules based on duration only.  No attempt at setting the level of effort of individual resources for those tasks.  Wonders why he can’t level his schedule.
• PM does not know what WBS means.
• PM can’t read a schedule.  What is a predecessor or successor, what is started, etc.

We are not talking here of a lack of familiarity with specific tools but rather with basic project management concepts.  These shortcomings could be excused and even understood in the case of an accidental PM but not in the case of someone who, prior to getting tested for the PMP, had to document “Minimum three years/36 months unique non-overlapping professional project management experience during which at least 4,500 hours were spent leading and directing project tasks”.  Even worse; the examples listed above do not relate to a single individual.

Something is seriously wrong here…

What do you think?  As always questions and comments are welcome.

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Comments

[Billnichols.wordpress.com]

Do you mean 36 months experience, or 1 month 36 times over. There is a difference. ;)

[Patrick Richard]

Could be... Or the mother ship is not asking enough questions.

[Dave Gordon]

Pat, I decided to post my response on my site.

http://blog.practicingitpm.com/2011/05/18/is-the-value-of-the-pmp-credential-being-diluted/

[Patrick Richard]

Dave,

Thanks for the comment. I just replied on your site.

http://blog.practicingitpm.com/2011/05/18/is-the-value-of-the-pmp-credential-being-diluted/

[Javis Lounsbury]

It seems that more priority is given to FINISHING a project, rather than DOING it. They might be thinking that the less time you spend in one, the more projects you handle, thereby sacrificing quality.

[J. K. K.]

Hi Pat,

I do think that it is somewhat unreasonable to document all 4,500 hours spent doing PM work. It does like a tall order, especially when an organization often doesn't document this either.

How do people get around this problem in order to get their PMP Certification? I've just started a blog at http://pmpcertificationonline.org and have been perplexed myself at how to address this issue.

[Patrick Richard]

Hello J.K.K,

I must disagree; it is not unreasonable to have to document the 4,500 hours. The bar should be fairly high for an individual to join a professional organization.

Don’t think that I found this easy; way back when I took the exam, in 2005, I had to go through years of timesheets to document the time I had spent doing PM work. I do work in the field but it was still a significant task that I needed to perform to survive a potential audit. My perspective in the post is that I see enough “PMPs” that obviously know little about project management to make me wonder if the designation can’t be had in a Cracker Jack box. I say make it harder not easier otherwise the designation will become useless (if that is not already the case).

[John]

A restaurant hostess working meal services (which fulfill the PMI definition of project) at a restaurant could put in a sufficient number of hours preparing tables, seating guests and eliciting customer feedback (which fulfill the definition of project tasks) to be eligible to sit for the PMP exam. She could then take a 35-hour exam prep course, and achieve a passing score on the PMP exam, thus earning a Project Management Professional designation. All of this without ever having managed a project. Her certification would be as valid as anyone else's.

A CPA has to perform simulated audits. Audits are something a CPA would be called upon to do on the job.

A medical doctor has to treat simulated patients, as well as actual patients under supervision. Again, this is something they would do on the job.

An aircraft mechanic has to diagnose and repair a damaged aircraft, which is a capability one would expect in that job.

A truck, bus, taxi, or limo driver has to pass a road test. Again, performing tasks they would be expected to do on the job.

Why not hold a project management certification to the same standard, requiring that one demonstrate that they can perform the actual function and role of a project manager?

[Patrick Richard]

John,

Thanks for the sad but true comments.

I agree that we should certify only those who can actually do the job. This would probably mean a period of observation by people who already hold the certification but therein lays a shortcoming; what do you do when no one is close by or no one is willing to supervise? How do you get examiners to apply a common standard instead of being too easy or too hard.

Would only those who hold the certification be allowed to practice? Recruiters sure seem to act that way when they use the PMP to filter candidates. What about the practitioner who does not want to hold the certification but is competent?

I think the PMP certification will eventually self-regulate. Those who should not have it will not accumulate the PDUs necessary to keep the certification. Recruiters or employers will eventually stop using the certification as a filter. Having the certification will become just one way of showing that you are dedicated to the profession but you’ll be gainfully employed only if you can perform.