What is the meaning to you to get the PMP certification?

Theory X (and Y) was developed my Douglas McGregor. Basically it asserts two sets of assumptions about how managers view employees. Theory X asserts that employers don't like to work, will do anything to avoid it, and should be pushed or punished into working. Theory Y asserts that employees enjoy working, and don't need to be mirco-managed, and should have a degree of autonomy. In summary, Theory X people are generally pessimistic, not well liked, but get the job done (some managers are this way). Theory X people are optimistic, well liked, and also get the job done (most leaders are this way).

Its a nice comparison to driver's license ! You can teach the driver how to safely drive, but the driver's personality and decision making ability would make them a better driver. Same as to being a PM, the main challenge would be to adjust your personality in line with the team. You might sometimes have to follow Theory X with some team members to achieve the goal (like speeding to avoid a slow moving vehicle). This all comes with your skills of adjusting to what is put in front of you. (whether it is a vehicle or a person) Tailoring is key.

Theory X (and Y) was developed my Douglas McGregor. Basically it asserts two sets of assumptions about how managers view employees. Theory X asserts that employers don't like to work, will do anything to avoid it, and should be pushed or punished into working. Theory Y asserts that employees enjoy working, and don't need to be mirco-managed, and should have a degree of autonomy. In summary, Theory X people are generally pessimistic, not well liked, but get the job done (some managers are this way). Theory X people are optimistic, well liked, and also get the job done (most leaders are this way).

Its a nice comparison to driver's license ! You can teach the driver how to safely drive, but the driver's personality and decision making ability would make them a better driver. Same as to being a PM, the main challenge would be to adjust your personality in line with the team. You might sometimes have to follow Theory X with some team members to achieve the goal (like speeding to avoid a slow moving vehicle). This all comes with your skills of adjusting to what is put in front of you. (whether it is a vehicle or a person) Tailoring is key.

I'd say 'yes’; if a PM tailors the PMBOK to a project, s/he will likely manage the project successfully.
I think a primary reason PMs encounter problems despite having a PMP is that they regard the PMBOK as a recipe book, and believe they simply need to follow it exactly to get perfect results every time. These PMs try to force PMBOK strategies onto their projects, then wonder why their projects fail. Instead, I see the PMBOK concepts as an artist's palette full of different paints. A PM must be skilled and knowledgeable enough to know how much of which concepts to apply to a project to produce the desired results. Moreover, a PM should understand the PMBOK concepts deeply enough to uniquely combine them to address the project’s needs in ways not described in the PMBOK. This is what ‘tailoring the PMBOK to the project’ means to me.

If someone decides to use a book to assist them in running a project, make it an overlay book that sits on top of the MBOK, say for example Rita's Exam Prep book, which gives clear direction for projects and relates it to the PMBOK section which can be referenced for deeper understanding.

Hi Sante
I am pretty sure it is a typo mistake on your last sentence ((Theory X people are optimistic, well liked, and also get the job done (most leaders are this way)). It should be Theory Y