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OVERVIEW. IntroductionBackgroundPMP Certification RequirementsPMP ExaminationPMP ApplicationPMP Re-certification. OVERVIEW (Cont.). Survey QuestionnaireGoal/Question/Metric approachSurvey GoalsSurvey ResultsConclusion. INTRODUCTION. PMP is the most globally recognized project management credential in the worldObjectives of this researchLearn about PMP certificationDefine PMP requirementsConduct surveyIdentify benefits of PMP.
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1. An Assessment of the Project Management Professional (PMP) Certification Scott R. AbrahamSWEN 5230University of Houston, Clear Lake
3. OVERVIEW (Cont.) Survey Questionnaire
Goal/Question/Metric approach
Survey Goals
Survey Results
Conclusion
4. INTRODUCTION PMP is the most globally recognized project management credential in the world
Objectives of this research
Learn about PMP certification
Define PMP requirements
Conduct survey
Identify benefits of PMP
5. BACKGROUND Project Management Institute (PMI)
Established in 1969
Headquarters in Philadelphia, PA
World’s leading project management professional association
80,000 members world-wide
Explosive growth: 350% between 1997 and 2001
6. BACKGROUND (Cont.) PMI (Continued)
Developed Project Management Book of Knowledge (PMBOK)
Local Chapters in over 60 countries
Oversees PMP Certification Program (since 1984)
7. BACKGROUND (Cont.) PMI (Continued)
Annual seminars and symposiums
Educational activities
Professional Awards
Project Management Periodicals
8. BACKGROUND (Cont.) PMBOK
Accepted knowledge and practices
Stand alone document in 1987
Major revisions in 1996 and 2000
300,000 copies
ANSI, ISO, IEEE
9. PMP EXAMINATION 200 multiple choice questions
May be taken by computer
1,700 locations in over 100 countries
No personal items or electronic devices
240 minutes for exam
Recent passing score was 69%
10. PMP APPLICATION Category I
Proof of degree
36 months of experience
At least 4,500 hours
Category II
60 months of experience
At least 7,500 hours
11. PMP RE-CERTIFICATION Requires continuous education
PMI has list of education providers
60 Professional Development Units (PDU) every three years
Example: 5 PDUs per year for 1,500 hours of project management
12. SURVEY QUESTONNAIRE Goal/Question/Metric approach (4 Goals)
Simple & short
131 surveys issued and received by PMI local chapter representatives
36 Surveys returned (27.48% return rate)
33 of 36 respondents were PMPs
13. GOAL #1 Determine if PMP Certification is beneficial to project managers
Q1A Has your career benefited?
M1A % of respondents
Q1B How has your career benefited?
M1B Categorize short answer responses
14. CAREER BENEFITS
15. SPECIFIC BENEFITS
16. GOAL #2 Determine the sphere of influence of PMP certification by determining if PMP has impacted an individual’s career or organization
Q2A Does your current position require PMP?
M2A % of respondents
17. GOAL #2 (Cont.) Determine the sphere of influence of PMP certification by determining if PMP has impacted an individual’s career or organization
Q2B Does your company ever require PMP?
M2B % of respondents
18. JOB REQUIREMENT
19. COMPANY REQUIREMENTS
20. GOAL #3 Determine if PMP re-certification requirements are difficult
Q3 Do you find it difficult to complete the professional development units (PDU)?
M3 % of respondents
21. ACQUIRING PDUs
22. GOAL #4 How long does PMP Certification take
Q4A How long have you been certified as PMP?
M4A Average, Median, Min, Max (Years)
Q4B How long did it take you to become certified as PMP?
M4B Average, Median, Min, Max (Months)
23. BECOMING A PMP How long the respondents have been PMP certified
Average: 3.7 years
Median: 3.0 years
Min: 0.1 years
Max: 10 years
24. BECOMING A PMP (Cont.) How long it took to become PMP certified
Average: 9.1 months
Median: 6.0 months
Min: 1.0 months
Max: 40.0 months
25. CONCLUSION PMP offers ability to stand out
Most useful for senior positions or consultants
Offers baseline for employers to consider for hiring decisions
Ensures continuous learning in project management
May be an employee retention tool if employers pay for PMP certification
26. CONCLUSION PMP is beneficial to project management professionals who want to further their careers
27. REFERENCES 9:pm Training Courses Web Site. On-line at http://www.9pm.de
American Management Association Web Site. On-line at http://www.amanet.org
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Certification Guru Web Site. On-line at http://certificationguru.com
Duncan, W.R. A Guide to the Project Management Body of Knowledge, Project Management Institute (Newtown Square PA, 1996), 139, 167.
Hampton Group Certifications Web Site. On-line at http://www.projectmanagertraining.com
Holtzman, J., First in the World. PM Network 13, 12 (December 1999), 41.
IBM Learning Services Web Site. On-line at http://www.ibm.com/services/
International Institute for Learning Inc. Web Site. On-line at http://www.iil.com
Kharbanda, O.P., Pinto, J.K., What Made Gertie Gallop? – Lessons From Project Failures. Van Nostrand Reinhold (New York NY, 1996), 339.
Mashiko, Y., Basili, V.R., Using the GQM Paradigm to Investigate Influential Factors for Software Process Improvement. J. Systems Software 36 (1997), 17-32.
Morris, P.W.G., Updating the Project Management Bodies of Knowledge. Project Management Journal 32, 3 (September 2001), 21-30.
Project Management Institute Web Site. On-line at http://www.pmi.org
Webster, F.M., PM 101 – According to the Olde Curmudgeon. Project Management Institute (Newtown Square PA, 2000), 10.