I have had the good fortune to, not only serve as a project manager and program manager, but, to also get paid to research the history and practices of the profession.
I can't help but notice that there are many questions as to the difference between projects and programs.... development vs. deployment..... Programs vs. portfolios.... projects vs. activities...... work packages vs. tasks....
The fact that we have these questions is actually a good thing. The fact that we have these questions between PMP's is a very bad thing.
PMP's were intended to be the level five experts; having developed a level of "mastery" over the theories of project science and the body of knowledge of the practices of project management. That is why PMI felt that without a degree, it takes five years to learn and master the principles before taking the exam. Please note, while level 5 is not the highest level in understanding project science, it is the highest level of knowledge needed to effectively manage any project process.
In the last few years, I have participated in research with PMP's who know nothing of the PMBOK, even though they have been awarded the PMP. It turns out the passed the PMP exam by memorizing answers to potential questions on the exam; guessing at right answers and only needing to guess 60% correct to pass.
As a result, 2 or 3 or even 12 PMP’s will have a debate on-line as to what is a project vs. what is a program. While some feel it proves the PMBOK weak, the reality is that such a display broadcasts a failure to become competent in the science of project management. It also demonstrates the inability of PMI to govern the development of project professionals.
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I disagree that the PMP is intended to reflect "mastery." To me it just shows mid-level experience and ability to pass a test. Even in the role-deliniation study that PMI prepared, they are clear that they are just looking at project managers with a few years of experience. The minimum requirement is three-years experience, plus a 4-year degree in any area (might not even be business, technical, or financial related or in any way related to PM).
I share your concern about PMPs who seem to have no knowledge of the PMBOK Guide. I have met many myself, and it is distressing.
Because the PMP has become so valuable in some circles, it is almost inevitable that some people will get it without really being capable in the field. You see this with other test-based certifications. People get good at studying for and passing the exam, without knowing the material truly.
If you are concerned, I recommend pushing PMI to create a more senior project management certification. The PMP is just for beginning PMs, in my view. People with 10 or more years experience should know more than they test for on the PMP exam. Perhaps the IPMA four-level certification process would be a good model for PMI to follow in developing new certifications.
I would also add that although PMI has defined some terms like "program manager" and "project manager", the program-management terms from PMI are far from generally accepted. I think the project-management terms have been quite well accepted, but "program management" means very different things in different industries.
I think you are seeing people argue over the definitions not in terms of their PMI-based definitions, but in terms of their real-life, business-oriented definitions.
There is still room to argue about the right definitions for these terms in a particular company, industry, or business situation.
I would also add that PMI is not really able to govern practice or terms very effectively. They have their definitions held under a copyright that makes it difficult for companies to adopt and reproduce their glossary and terminology across their whole organization. The PMP is a great vehicle to spread these terms among project managers, but not to the whole organization.
Also, PMI has not been able to represent program managers effectively across all industries. I do not think the organization is even close to being ready to set standards for program management. Too many program managers come up through the marketing, finance, and sales organizations, and have no interest in project management or PMI. If PMI wants to represent program management, then it needs to broaden its appeal and membership base.
You raise some good points, Michael. I hope someday that these types of "definition" questions become purely academic. I just do not think that day has arrived yet. There is still too much debate over the meanings of the terms. Perhaps this debate will never end -- business theorists still cannot agree on the right definition for "strategic planning", for instance, and that is a discipline that has been discussed for many more years than project management! Saving Changes...
Here we may have to agree to disagree. Tests -- as you call them have a purpose. They are assessments of knowledge, not memorization. Since the days of King Solomon’s Temple (1000 BC) such assessments have been used to determine the actual standing of someone claiming to be a practicing professional.
Since the 1940's project managers have been -- managers. In the 1960's those managers came together to form an organization around those principles that were generally accepted by the collective body. They also took the time to craft an assessment that would demonstrate the mastery of the project management profession. I have had the good fortune to work with some of these founders since 1985.
Mature project industries such as construction, engineering and telecommunications have embraced, mastered and contributed to the advancement of that body of knowledge. They all recognize that if someone studies and practices the principles documented in the PMBoK, they will have developed the competency of level 5 (journeyman) practices.
Read the PMBoK carefully, and you will discover that projects are one type of work process. Other types of work processes have their own body of knowledge and methods of management. Operations Management is guided and governed by APICS. Automation Management is guided and governed by JARA &BARA. Artisan Management is guided PDMA.
Managing Programs, (as defined in the 1920 at GM and DuPont) may have multiple projects. They may also have operations and artisan (a.k.a. development) processes. While the program can have a collection of different process types, it is built around a single product model.
The bottom-line is that the profession of project management is that of type of management. Managers are the legal agents of the organization, with authority over use of assets and the assignment of resources. The only industry that defines project managers as less than managers is the IT industry; in fact they seem to have unique definitions for many things. Saving Changes...
Richard HowProgramme Management Consultant| How Associates LtdHarthill, South Yorkshire, United Kingdom
if a test can be passed purely by memorising the answers then it doesn't prove anything other than the power of your memory. If the test requires you to demonstrate the application of some knowledge or ability you have then it proves how good you are at that thing.
As you state in your original post there are people out there that have passed the exam by memorising potential answers, in that case the only thing you can be sure that test checks is their memory Saving Changes...
Which brings us to the other elements of qualification; each PMP candidate documents and submits their experience practicing the principles of the PMBoK. They also attend educational programs and submit the evidence of such.
Are people motivated to follow the inexpensive road and take a cheap educational alternative just to get a piece of paper that said they were there? Of course.
Are people motivated to tweak and even falsify there experience practicing the PMBoK just to have a shot at the exam? Of course.
The founders of PMI had laid out a rigorous course of action to assess the demonstration of competence. We have spent the last 20 years engineering ways to get around them. Imagine the integrity of an entire industry dedicated to helping you memorize the answers to the test.
Allow me just a moment to shout.
HELLO!
Memorizing the PMBoK is not learning the PMBoK. Saving Changes...
It sounds like we are in agreement, even as we disagree a little bit.
In my experience, the experience requirements for passing the PMP are rarely audited. The form has changed over the years, but it is so detailed, asking for hours spent on each of several very specific tasks, that it would almost be impossible to audit completely. I never rely on someone's PMP certification as evidence of experience. I verify that myself with references and evidence of actual work performed.
I do not know what a "level 5" is; I do not know what this rating system is. I personally think that a PMP certification just gives an indication that someone is in the range of a high-level apprentice or a low-level journeyman. I do not think it indicates competence, just some base level of knowledge.
The test is also a little strange. They might test you on the definitions of Earned Value terms and their equations, for instance, but they do not include enough details about how to set up a proper change-control and baselining system to actually set up an Earned Value Management system.
Michael, your definition of "program" actually shows why the debates go on and on, ironically. You said:
"Managing Programs, (as defined in the 1920 at GM and DuPont) may have multiple projects. They may also have operations and artisan (a.k.a. development) processes. While the program can have a collection of different process types, it is built around a single product model."
PMI has not accepted that 1920s definition. Instead, they say (from the Standard for Program Management) that a program is:
"A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program."
PMI makes no mention of "products" at all, just "related projects" and "benefits and control not available from managing them individually." I agree that there is some similarity and overlap between the two definitions, but they are not the same.
Sometimes these terms even get re-defined when a new version of the PMBOK Guide or other standards come out.
I see people in different industries using the word "program" in very different ways. I think this debate of definitions will go on forever ... even among PMPs. Saving Changes...
Level five defines the level of competence one must achieve to demonstrate mastery of a process.
Process is defined as a sequence of actions that produces a product (tangible goods or intangible services). Process begins with the customer and ends with the customer. The actions within a process form a hierarchical structure. Some use the terms function to label the subset of process. An activity is the most common term used to label the next level. A task is the most common term used to label the next level and step is the most common term used to describe the lowest level. The terms are not important, the hierarchical structure is the key.
Level one masters work at the step level.
Level two masters work at the task level
Level three masters work at the activity level
Level four masters work at the function level
Level five masters work at the process level
A level-five project manager has mastered the processes of “managing” projects.
On the issue of Change Management. Change drives up the cost of the resulting product.
Technically, Artisan processes anticipate change, while project processes are designed to defend against change.
As one of many contributors to the Program and the Portfolio standards, I tend to put thinks into context. The operational definition offered in the PMBoK is the result of a consensus of many perspectives, including the historical perspective.
In your analysis, it is very important to realize that the purpose of a process (artisan, project, operation, etc.) is to produce a product. In other words, it is implied in the context.
Formally, PMP’s have been around for a while. The standard for certification has varied over time. The association struggles with holding it constant. Each time the standard is lowered, the value once placed on the certification is devalued. Many PMP’s have left the association in protest. Then, during economic downturns, the association loses thousands of pretend members and the true professionals remaining take control of the association and raise the standard. No doubt history will repeat itself. I would expect the passing requirement to move from the current 60% back up to 80% within the next two or three years.
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Just as a process is a sequence of actions, perhaps the best way to look at a program is as a sequence of processes. The processes may be all project processes or all operations processes and they will form a program if the output of one process is the input to another.
The idea of a house produced in an artisan process is used in the design of the house. The design is used in a project process to produce the engineering of the house. The engineering is used in the construction of the house. The house is used as a facility for the day-to-day operations of a family.
This differs from a portfolio of construction projects that each result in a different product. Just as we can create a portfolio of similar processes, we can also create a portfolio of programs.
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