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Figure 1. PM certificates.
In my previous blog post, I discussed why project training rarely produces intended results. Would PM certifications work better?
Last fall, Tuomo Koskenvaara wrote an insightful post specifically from the perspective of IPMA certificates.
Aiming at results
Project management is not so much about knowing the methods, but solving issues related to interaction, group and conflict management. Instead of just delivering content, project trainings should strengthen the motivation of the participants and ensure the development of new skills and attitudes. Benefits can be achieved if, additionally, the organization supports the application of learnings to practical project work.
Different objectives
As Koskenvaara mentions based on his extensive experience, people applying for certification have different objectives. For ones, a formal qualification might be required because of employment or other contracts, others are looking for ways to develop project management. Koskenvaara himself sees certification primarily from the latter perspective, i.e. as a tool for personal development.
Competence assessment and development
Compared to traditional training certifications examine competence as a whole, including knowledge of methods, leadership, cooperation, self-management and project's context. In the IPMA framework, the assessment is equally based on experience and evidence, not just theoretical knowledge, except for the D level.
Certification forces - or at least encourages - to think about one's own activities, strengths and development targets and, in the case of IPMA certificates, to discuss them with the assessors, a form of peer support.
Common way
Common language and methods can be ensured when members of the project organization - at least large part of them - acquire a certain certificate. Even better if the whole project network relies on the same certificate. This leads also to a better understanding of what kind of project competence the organization actually has – and what the possible gaps are.
Make it simple
The certification based on Europe's own open, simple and practical PM² methodology has siginificantly improved project skills as participant surveys show (see figure 2 and blog post).
Figure 2. Benefits of PM² certifications.
Taking the responsibility
Certification has its own limitations, as Koskenvaara mentions in his article: "In the certification process, we cannot take into account our own assessment of the applicant’s self-assessment, his or her ability to reflect critically on what he or she has learned, or his or her motivation to grow in future tasks. Nor does it reveal the extent to which the applicant has been self-directed, as opposed to having worked within a well-defined framework."
Certification can be considered successful if it creates motivation to develop one's own and the organization's project work. Not only the learning content and the application procedure related to the certification, but also the interaction with the certification body helps in that. Certification can also build a proper culture for learning. According to Koskenvaara: "In a successful development model, certification is not an isolated act, but part of strategic competence management. It is combined with other tools such as mentoring, appraisal interviews, project debriefs and portfolio management."
Conclusion: shake hands
The training offers information, methods, models, and concepts. Certification, on the other hand, evaluates how these are used in real situations. Certification process deepens what was learned in the trainings, leading to increased understanding and new skills. On the other hand, completing the certification reveals where further training is required. This way certification and training support each other.
Certification trainings (IPMA and PMI)