Beyond the PMP

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Beyond the PMP

Andy Jordan

July 2, 2007





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There are few issues more emotive in project management circles than the PMP--it has an ability to create vocal and impassioned debate, and seems to be loved and hated in near equal measure. I don’t want to use this article to simply add more fuel to the fire; I want to use the PMP as a starting point on a journey I want to take you on. I hope that there is something here for PMs (both certified and not), and for employers.
The Basics
Let’s start at the beginning: Possessing the PMP is evidence that you have demonstrated a level of knowledge on project management matters that reaches a certain level. It also demonstrates that you have experience “leading and directing specific tasks” in a project-based working environment, and through the PDU process it demonstrates an ongoing commitment to the industry. That’s what it is, and that’s what PMI claims it to be.
But let me ask some fundamental questions: As a PM, is that enough for you? As an employer, is that all you are looking for? The answer in many cases is a resounding “yes”--PMs obtain their PMP and work to retain it by earning PDUs, but often do no more; employers look for the PMP in making hiring decisions and often use it as a black-and-white determining factor.
Beyond the basics
You’ll never hear me say that obtaining the PMP is a bad thing; it isn’t.



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