Tag Archives: Advanced Certification

Is Yours a PM Certification or a Certificate?

PM Commentary by Stacy Goff

We have noticed a significant recent increase in advertisements for “PM Certifications”, resulting in “Certified Project Managers”, that are really Certificates in a pm-related training. It would seem that some fail to understand the difference.

The increase in “certification” promotions makes sense, in part, because, the competition in the training industry is stiff. And as we frequently note, Billions of $USD spent in various project management-related training has led to little-to-no improvement in organizational project and program performance. Thus, organizations ranging from educational institutions to training companies are adding new certifications in project management. Or are they?

Most of these offerings are certificates, not certifications. And while I believe the offerers to be misguided, rather than intentionally misleading, these misstatements damage us all while they continue. Why? Because Executives funding these programs are expecting PM performance results they are not receiving.

An Early Certificate in PM
In 1985 my company (Goff Associates, Inc., the ProjectExperts®) instituted a PM Certificate for learning participants in organizations that engaged key portions of my curriculum. A few Aerospace companies, Insurance companies, and Government Agencies embraced this approach, because they valued some evidence of grasp of the key practices in project management. The curriculum included:

  • Small Project Management, a 2-day workshop
  • Early Project Estimating, a 2-day workshop
  • Project Management Tools ‘N Techniques® a 3-day workshop
  • Leading and Managing a Project Team, a 2-day workshop

The Certificate program included a six-week post-course follow-up for each workshop, where Managers of the learners worked with their staff to assess their application of the workshop’s Learning Objectives. To earn the Certificate, participants were evaluated in two ways: Continue reading

Who Really Manages Your Projects?

PM Commentary by Stacy Goff

In many organizations today, competent and experienced Project Managers, Senior Project Managers and Program Managers (all referred to as PM or PMs in this article) have the responsibility and authority to deliver the organizational changes and benefits expected by Senior Managers, Executives, and internal and external customers. Those PMs are a credit to their organizations, those Managers and Executives are incredibly effective, and those organizations (Government and Enterprises) thrive as a result. We shall call this phenomenon Exhibit A.

The IPMA-USA Advanced PM certification program, based on IPMA’s* World-recognized offering, is perfect for those competent and performing practitioners. And our PRO program, IPMA-USA Performance Rated Organization, is a perfect match for the Exhibit A organizations.

And then we have the other organizations, that we shall call Exhibit B. In the Exhibit B organizations, it is usually several layers of Managers, rather than the nominal Project Managers, who are directing Time, Cost, Scope and Talent, leaving the PM to be a mere controller; despite his or her best efforts. The result: Poor PM Performance, and Executive Managers who blame the practice of PM, rather than the misplaced authority.

Who Sets Time, Budget, Scope and Talent?
Some of those Exhibit B organizations depend more on team heroics than deft management; project managers are identified after timelines and budgets are set; scope is never quite “nailed down”, and promised talent never appears, while cherished talent disappears. Much to the chagrin of PMs, requests for some flexibility somewhere are met with the classic excuse “we just have to do more with less” which almost always results in delivering far less with less. Continue reading