The great certification debate
| As you can see my attempt to post more frequently isn't going so well!!|
I did create quite a stir this month though in one of my articles - http://www.gantthead.com/content/articles/243495.cfm.
I knew that this would be an emotive subject, but I wasn't quite prepared for the number of comments and e-mails that I got - a big thank you to everyone who took the time to comment - your feedback is very much appreciated.
I wrote the article from a PMP standpoint in recognition that the PMI is the certification body that is most relevant to the majority of Gantthead members - though by no means all. I could make the same argument for any other solely exam based certification though - the lack of a capability element will always leave the qualification open to 'gaming' a pass.
Based on the level of replies though, I want to take this a little further, so let's ask some more questions. For a start, why did you take your PMP (or are you studying for it) - was it for yourself, for your employer (current or potential), something else? When you had the qualification, how important were the PDUs - did you see the importance or was the exam pass enough? In pursuing your PDUs is that an exercise in making the numbers or is it an opportunity to advance your knowledge?
I'll be honest, I took the PMP for career reasons - I was one of those people who didn't think I needed it because my reputation and experience spoke for themselves - it seems slightly arrogant looking back. When I was considering starting my own consulting firm then I had to be pragmatic about the standards that the market demanded, and PMP was it.
I don't find the PDUs onerous - in fact the hardest part is actually remembering to register them with the PMI. In part that may be because I can claim PDUs for my articles here on Gantthead - in fact if I have a complaint about the PDU process it's that I am given a set number of PDUs for a published article, even if the work didn't take that long.
What about you?
How do you answer these questions?
And for those of you that have experience with IPMA or national qualifications - what are your experiences - what do you like, what do you dislike?
| First off - an apology.|
It's been way too long since my last post, work has been crazy but I'll try and make my contributions somewhat more regular.
In the last item I looked at the dedicated resource model, and in this entry I want to close the loop on this little piece by talking about matric resourcing. This is obviously the most common model these days, with resources being assigned to projects as needs arise. These resources may have operational roles or may be seconded from other project areas, but the key is that they aren't a dedicated team.
This can be a double edged sword - you trade the ability to have SMEs on your project team which should serve to increase the functional knowledge on the relevant areas within the project team, however the trade off is that people aren't necessarily used to working together as a team.
Consider a sports analogy - we can all think of examples in our favourite sports where teams have brought in high priced stars who have proved to be incapable of working as a single cohesive unit - the whole is considerably less than the sum of the parts.
Of course this isn't always the case, but as project managers we need to be very careful when managing matric teams. We have to be careful to ensure that the individuals are working together and that the needs of the project are paramount at all times. The PM needs to undertake formal and informal team building exercises - it may not be anything more than rotating the chairing of the weekly status meeting, but make sure that people feel part of the project team, if only for a fixed period.
The matrix structure has a number of distinct advantages for team members if managed well. Team members have a chance to work with different people than would otherwise be possible, and they will have an opportunity to develop different skills. Additionally they will be exposed to other areas of the organisation and that will inevitably help build a more rounded employee.
The dedicated resource structure
In the last post, I introduced the two main types of resourcing models that I see - either dedicated resources or the matrix model that we are all familiar with. The matrix is definitely more common, but I'll talk about that one next time. In this post let's look at the dedicated resource model.
Maximising the return from your project structure - your input is needed!
Categories: Skills Development
One of the more often asked questions I face is along the lines of "what kind of PMO should I develop?", or "should I have dedicated project resources, or rotate people in from one project to the next?"
One of my current clients has a lot of small, ad hoc requests that need to be completed by the development team. We've introduced a process and SLA for tracking and executing these requests, but it doesn't always stick.