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.

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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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