CPD1102 Professional Development & Ethicsols.apicollege.edu.au/downloads/CPD1102/CPD1102... · ©....

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CPD1102 Professional Development & Ethics

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PART 7 PROFESSIONAL CERTIFICATION

General vs. Customised Models

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Professional Certification

• Certification requires evidence of competencies (knowledge assessment is insufficient)

• The trend is to customised certification at industry sector or organisation level

• General certification has been popular over the last decade

• Most general models in management are normative; none has rigorous scientific underpinning or validity

• Skills and perspectives gained are not sufficient when it comes to real life project and program management challenges

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Certification in Management

• Certification can be related to: ₋ Project Management ₋ Business (General) Management ₋ Specific Functions (such as accountancy)

• This part addresses external certification for project management practitioners

• A similar approach exists for others, e.g. Chartered Institute of Purchasing and Supplies has its own assessment and certification scheme for Supply Chain Management practitioners

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• AIPM Certification • IPMA Certification • PMI’s PMP Certification • PMI’s Range of Certification • Association for Project Management (UK)

certification • Others:

• GAPPS • ISO21500 (in progress) • Prince II, MSP and GATEWAY PROCESS

(methodologies)

General Certification Models for Project Management

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Presenter

Presentation Notes

A competency model under which the relevant professional body seeks to accredit or certify an individual professional, defines minimum standards and adherence to a defined code of ethics that the certified members must observe. In project management several competency models are promoted by the relevant professional bodies. The Project Management Professional (PMP) certification by Project Management Institute (PMI), a US-based professional body is predominant. The International Project Management Association (IPMA), which is an umbrella organisation of several national PM Associations (predominantly European), promotes a certification scheme underpinned by defined International Competence Baseline (ICB). Both PMI’s PMP and AIPM Standards are generally confined to PMBOK whereas IPMA address some general management and soft competencies. The problem with IPMA model is that it assumes that experience will constitute evidence of competency.


Australian Institute of Project Management (AIPM)

• Known as Professional Competency Standards for Project Management, last revised 2008

• Is underpinned by PMBOK Standard • Very practice oriented (nuts and bolts) • Assessment is through knowledge and workplace evidence • Very closely follows:

• Certificate IV • Diploma • Advanced Diploma in Project Management

• See http://www.aipm.com.au/html/pcspm.cfm for details

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Presenter

Presentation Notes

The Australian Institute of Project Management (AIPM) is the first PM professional body to promote competency based certification. Its most recent standards are called Professional Competency Standard for Project Management.



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Source: Project Management Competency Review, Innovation and Business Skills of Australia, August 2009


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Issues with AIPM Certification

• AIPM certification is directed to vocational practitioners • Does not address leadership and soft competencies

adequately • Yet soft skills and leadership are vital • Also, it is not designed for an enterprise competency HR

model • Recent changes have improved the standards • Certification does not require a degree • Not yet a true professional certification system

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• IPMA is an umbrella organisation of national PM associations, mostly Europeans

• Australia has recently joined IPMA • ICB version 3 (2006) has 40 elements in PM, soft

competencies and contextual capabilities • It has a certification scheme at 4 levels, D to A • The ICB defines the process to achieve certification • It is administered by national bodies not IPMA • Most recent addition has emphasis on behavioural and

contextual competencies

International Project Management Association (IPMA)

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(Source: IPMA website, www.ipma.ch)

IPMA Certification

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IPMA Certification

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• Assumes competency comprises knowledge, experience and behaviour

• Experience may or may not lead to development of competence

• To be successful applicants must have been involved with at least one successful project

• Validity and effectiveness??

Issues with IPMA Certification

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• PMI has the following certifications: – Certified Associates in Project Management (CAPM) – Certified Project Management Professional (PMP) – Certified Program Management Professional (PgMP) – PMI Risk Management Professional – PMI Scheduling Professional

• PMP and PgMP are based on PMBOK and Program Management Standard respectively

• PMP has been promoted widely by PMI • Impact on practice??

Project Management Institute (PMI)

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• PMI has large membership and a large pool of certified Project Management Professionals (PMPs)

• Gaining PMP entails passing a computerised knowledge test as well as: – a Bachelor degree plus 4,500 hours of experience – or 7,500 hours of experience

• PMI is not a statutory authority and cannot be a PM licensing body

• PMP is good as a starting point not the ultimate certification

Project Management Institute (PMI)

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• PMCDF builds on PMBOK; it is a guideline document • Contains 164 elements, made up as follows:

– Knowledge Competency – 9 units, with 62 elements in five clusters

– Performance Competency – 9 units, with 62 elements in five clusters

– Personal Competency – 6 units, with 2-4 clusters per unit

• Knowledge elements assessed through tests (PMP exam) • Performance element through ability to apply the element

PMI Project Management Competency Framework

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PMI and APM Project Management Competency Framework

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GAPPS & ISO21500 Competency Standards

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PRINCE 2 and MSP (Methodologies)

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Gateway Process (Methodology)

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• Certification schemes define minimum standards • Some are rather basic (e.g. IPMA levels D and C or PMI’s

PMP) • Professional people need to extend their capabilities well

beyond certification • Refer to the earlier sections discussions about future

challenges

Selecting a Certification Scheme

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Presenter

Presentation Notes

Most competency standards are predominately vocational (such as AIPM) and do not involve degree level and postgraduate studies or high level critical enquiry skills. As stated already, it is easy to judge whether one has the vocational competencies such as ability to prepare a schedule for a project. What is difficult to assess is how competent a person is when it comes to the complex issues, such as relationships, politics, governance, financing, competitor move and so on that cannot be approached in a mechanistic manner. The acquisition of a new mindset is more important, i.e. to see project managers not so much as operators and coordinators but as strategists and integrators/optimisers, delivering strategic advantages to client organisations through transformative leadership and nurturing a creative/adaptive internal environment that promotes human performance.

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