Copyright to Gareth Byatt, Gary Hamilton and Jeff Hodgkinson © 2012
Published here

August 2012

Editor's Note | Introduction | Comparable Background 
In Project Work | Points For and Against Licensing Project Managers
What Might Licensing Look Like? | Conclusion | About the Authors

In Project Work

It is generally agreed today that project management practitioners do not require a formal license to hold a job and/or work as a "project manager". By "formal" we are referring to a recognized standard established by a Government or Chartered Body. However, we are well aware that some companies have made provision for excellent internal project management training and minimum standards for seniority in project management.

There are also numerous project management credentials and certifications available. Given the approximations from global project management supporting organizations (e.g. PMI, IPMA, APM, AIPM), perhaps one million or say 5% of those practicing project management have at least one formal project management credential or certification. In other words, roughly 95% are performing or practicing project management type work without some form of globally or regionally recognized credential or certification. However, this is not to suggest that they do not have the required skills, experience or the right level of internal training in project management to get the job done.

One scenario in which this is significant is a company training or personal development program that may require project managers to obtain one or more certifications or credentials at a mandated interval. One of us recalls seeing a recent Project Management Institute ("PMI") presentation in which it was estimated that, around the world, twenty million project managers (people with that job title) carried out project management work.

Although the project managers" circumstances are different, we wonder about the impact on people that manage $MMs of people resources, equipment and materials if they were required to demonstrate and have a license. What would their reaction be? But if a project manager mismanages a project, there are certainly consequences that can have a ripple effect on the project - be it in terms of cost, time, scope (or all three) and other elements such as lost business opportunities, reputation, and so on, and that should be a concern.

Comparable Background  Comparable Background

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