The project managers of every year around the world seeking the professional certification of project management as the rite of initiation into the profession of PM. Industry recognized certification as the standard PMI to identify the heads of project with solid competition PM. A quick search for project management in any of the Chambers of labour will reveal the demand for PMPs. Almost every PM publish lists of certification of PMP as a feature needed or desired.
According to the report of the Standish Group 2004 chaos, only 29 per cent of all surveyed projects were successful. 18% were direct faults and 53% were challenged late delivery, cost overruns and no delivery failed required features and functions. If so many project managers are carrying out the certification of WP, why these projects continue to fail?
Theory of project certification is an excellent first step to validate the competence of the project manager. However, that does not effectively develop competition of the project manager. Rather than focusing on how many of the project managers are certified PMP or University has sponsored by PM certificates, organizations should focus on how many project managers effectively apply project knowledge management entity. A growing number of PMPs is having passed the test, but it lacks the knowledge to implement processes of WP using techniques that can be repeated.
Take a quick survey of development of the programming of the organization. Look at their project schedules and will notice that each has a different format. Some of the lack of schedules you will find a snapshot of the project, lack real projects, lack of dependencies and resource allocations. Some project managers deal with a schedule of project as a glorified to-do list. Other PMs are actually developing and creating programs of projects covering the PM processes. How can these inconsistencies exist if everyone is certified PMP? Do after all, he passed us the exam, which is why everyone should know how to set up a snapshot of the project schedule?
The reality is a PMP certificate even project managers could use a little help making PM theory into practice. In order to achieve predictable results, organizations need to adopt common processes and repeatable. Common repeatable processes are compatible with standard techniques and tools.
Establish a PMO to implement templates and standards of development of project scheduling is a method to put more rigour behind "PMP in practice". The simplest actions can include forming a community of WP practice and beginning to share common experiences, common benchmarks and best practices in administration of programming. Development of the programming is just one example of how you can apply PMPs its certification and the PMBOK framework in practice.
The key is to apply techniques that produce repeatable results throughout your organization. Through the application of techniques useful and reusable, PMOs and advanced PMs can help answer to the question that project managers often ask - "passed the test." "Do now what?" By adopting this approach, PMOs equipped PMPs can enable new project managers transform project management theory into practical application.
Andrew Macario is a program manager of TI which focuses on effectively translate theory of project management in practice. Additional techniques on the management of particular tactical project management and development of Microsoft Project planning can be found in http://www.tacticalprojectmanagement.com which can also be reached at andy@tacticalprojectmanagement.com
