An approach towards Project / Programme Managers certification

I hear from different companies « we’re not very good at Project Management… »

…but aren’t they getting what they deserve for the (lack of) attention they’re dedicating to this difficult profession?

Indeed, the PM profession needs to be:

1. managed: defined certification path, best practices and training

  • Project Management Center Of Excellence / Best practices
  • PMO to develop and improve methods
  • specific training curriculum
  • Worldwide certification approach (external and internal)

2. facilitated and animated: a community of Project Managers

  • a leader for the PM profession at company level and in each major entity of the company
  • local leaders / facilitators (part of certification board)
  • coaches for junior PMs (associate and PMs)
  • regular internal Certification Boards
  • PM Days
  • knowledge management and collaboration tools (wikis, forums, document sharing, reuse
  • reward programme for the profession

why wouldn’t these companies complaining about Project and Programme management implement what some of the best have done : a clear professional development framework for Project Managers.

A clear and simple model supported by external certification and/or internal ones, and with proper collaboration tools and coaching in place within the company?

For example, they could implement 4 levels of PM expertise corresponding within the company to clearly defined levels of projects (budget, size, durations, strategic importance…): I named these Associate PM, PM, Senior PM and Executive PM in the drawing below. It is a simple  framework where moving from one level to the next happens via certifications, exams or board reviews. It needs to be accompanied all along by a collaborative electronic environment where PMs can share documents, learn from prior projects and get coaching and advice from peers and experts via forums or wikis for example.


the above is in the best interest of the company…

1. risks are managed more effectively

  • proper definition of projects
  • proper governance
  • identified and proactively managed risks

2. productivity increases

  • clear definition of roles, responsibilities and deliverables
  • empowered PMs
  • faster launch through the use of knowledge management

3. communication becomes easier

  • common terminology, methodology and performance indicators
  • customer visibility and satisfaction
  • of plans, schedule, actual performance against objectives and commitments

and also, it is in the best interest of Project Manager, Programme Manager, Project Director…

for a rich and wide profession

  • technical competencies, finance, contractual, soft skills
  • broad range of environments and roles, diversity in projects

with jobs that carry tremendous value add for the company and its customers

  • the PM is the ultimate responsible person for the project
  • projects ranging from a few hundred K€ to several dozens million Euros

the PM evolves with experience

  • within the PM profession with larger projects, strategic programmes…
  • towards other professions (consultants, external versus internal customer projects, customer account management…)
  • towards the management profession

Do you have any experience with implementing such a framework in your company?   Please drop me a note or leave a comment.

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