CPD1102 Professional Development & Ethics

Transcription

1 CPD1102 Professional Development & Ethics 1

2 PART 7 PROFESSIONAL CERTIFICATION General vs. Customised Models 2

3 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 3

4 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 4

5 General Certification Models for Project Management 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) 5

6 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 for details 6

7 Australian Institute of Project Management (AIPM) 7

8 Australian Institute of Project Management (AIPM) Source: Project Management Competency Review, Innovation and Business Skills of Australia, August

9 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 9

10 International Project Management Association (IPMA) 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 10

11 IPMA Certification (Source: IPMA website, 11

12 IPMA Certification Source: Project Management Competency Review, Innovation and Business Skills of Australia, August

13 Issues with IPMA Certification 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?? 13

14 Project Management Institute (PMI) 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?? 14

15 Project Management Institute (PMI) 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 15

16 PMI Project Management Competency Framework 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 16

17 PMI and APM Project Management Competency Framework Source: Project Management Competency Review, Innovation and Business Skills of Australia, August

18 GAPPS & ISO21500 Competency Standards Source: Project Management Competency Review, Innovation and Business Skills of Australia, August

19 PRINCE 2 and MSP (Methodologies) Source: Project Management Competency Review, Innovation and Business Skills of Australia, August

20 Gateway Process (Methodology) Source: Project Management Competency Review, Innovation and Business Skills of Australia, August

21 Selecting a Certification Scheme 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 21