The History

Francis M. Webster, Jr.

THE ESA EFFORT

Project No. 31. Project Management Standards Director: [David]
Morton, Project Manager: Matt Parry (Toronto Chapter); Objectives to
develop project management standards, ethics and accreditation.
So reads the first report (PMQ, June 1981, p. 2) of what might have
seemed a routine project team assignment. It was instigated at the
suggestion of Matthew H. Parry, who had served as chairman (1977-78),
president (1976), and vice president-functional operations (1974-75). This
was no lightweight effort. Indeed, only two years later they issued their
report in the August 1983 Special Report issue of the PMQ, titled Ethics,
Standards, Accreditation (commonly referred to as the ESA Report).
In the From the Special Issue Editor's Desk in that issue, the following
paragraph summarizes the report:
The ESA Project has proposed a Code of Ethics for project Management,
which is included in this Special Report. A proposed set of topic areas
which would constitute the framework for the unique body of project
management knowledge-critical to the recognition of a project management
professionis also presented The set of topic areas may may serve as
the basis for developing minimum standards for entry into the field, a task
being worked on by the PMI Certification Committee, chaired by Dr. M.
Dean Martin The set of topics may also serve to guide the development
of the first nationally accredited Master of Science in Project Management
Degree program All in all, the work of the ESA Ptoject presented in this
Special Report is likely to be a key development in the movement of the
project management field to a project management profession.
Those last words, indeed, have proven to be prophetic. Articles elsewhere
in this issue present the facts about the growth in acceptance and

importance of the Project Management Professional Certification Program.

An important concept was enunciated in that report which often gets lost in
rhetoric. It was recognized that the body of knowledge of project
management would be continually evolving as the theory and practice of
the area are defined and refined.
There was much to be done between concept and reality. Baseline
concepts of the content and character of PM were identified. Six areas of
knowledge were identified: Human Resources Management, Cost
Management, Time Management, Communication Management, Scope
Management, and Quality Management. Twenty-six persons are listed as
contributors to the ESA Report. Seven specific motions were presented to
the PMI Board of Directors for adoption. Thus, the wheels were set in
motion.

THE PMBOK
The August 1986 Special Issue of the Project Management
Journal presents a detail report on the development of the first Project
Management Body of Knowledge, or PMBOK, under the direction of R. Max
Wideman. There were in excess of 50 individuals identified as contributors
to this effort and many more participated in the manifold discussions that
were an integral part of the process. In his Message from the President,
Brian Fletcher stated:
Not surprizingly, all sections of the report are not equally well advanced.
Nonetheless, the work published in this report represents a significant step
forward in this ongoing process of developing of our Body of Knowledge.
Further work by the committees, together with an influx of new task force
members, would no doubt serve to add to and modify the work already
done. The Board of Directors, however believes that it is sufficiently
advanced and that an appropriate point has been reached in its progress
for the membership-at-large to examine and to comment on each section.
Discussions were held at PMI 86 and written suggestions were received
until December 1, 1986. The revised draft was approved by the PMI Board
of Directors at its meeting on March 28, 1987, to be effective September 1,

1987. It was this product that has been the basis for the development of the
Project Management Professional Certification Program to date.
Contract/Procurement had been added at the time of the August 1986
report and Risk Management was added prior to approval by the PMI
Board.

CERTIFICATION
The first report of the Certification Committee, chaired by M. Dean Martin,
appeared in the December 1983 PMQ. It noted that 86 percent of PMI
members surveyed favored some type of certification program. A
promised detail report was published in the March 1984 PMJ, The Project
Management Professional (PMP) Program: Certifying Project Managers. It
detailed the process for becoming certified and identified the three areas in
which points could be earned towards certification: education, experience,
and service. The first certification examination was held October 6, 1984, at
PMI 86 in Philadelphia. Fifty-six individuals took the exam and 43 passed
to become the first Project Management Professionals (PMPs). Note that
more than ten times that number sat for one administration of the exam in
1994, less than ten years after the first exam.

REFINING THE PRODUCTS

Since that time, others have become involved in both the standards
process and the certification program. Alan Stretton served as Director of
Standards and contributed deep insight to the analysis of the original
PMBOK document, identifying inconsistencies and potential improvements.
Alan passed the responsibility on to William R. Duncan, who has toiled
intently for the last couple of years to incorporate the changes suggested by
an even larger group of participants. Besides resolving inconsistencies of
the original document, this new revision, which members received with their
September PMJ and PMNETwork, provides the WBS identification of the
knowledge areas, but they are enhanced with the flow process concept of
the relationships between elements of the PMBOK.

Concurrently, Dr. J. Davidson Frame succeeded Dr. M. Dean Martin as

Director of Certification. David details the activities of the Certification
Committee in an article elsewhere in this issue.

SUMMARY
Much has been accomplished since Matt Parry first volunteered to lead an
effort to professionalize project management. Often, this progress has
come too slowly for many. Some have complained about the merits of the
original document. As an observer of the process, all performed by
volunteers, sometimes at the expense of their own personal business or
persons, it has been a truly amazing effort. Those less directly involved can
hardly appreciate the negotiating, the compromising, the writing and
rewriting, the editing, and the sweating that has brought the PMBOK and
the PMP Certification Program to their current state. You are urged to take
time to thank and congratulate all those who have taken part in the effort on
a job well done.
Now, it is time to move on to the embellishment of the PMBOK document
with special supplements and to bring even more rigor to the certification
process. It will take the efforts and intellect of many to truly lead project
management into the future.
This material has been reproduced with the permission of the copyright owner.
Unauthorized reproduction of this material is strictly prohibited. For permission to
reproduce this material, please contact PMI
MI publishes "PMI Today", which displays the number of Active certification holders. As
of August 2015 there are 655,576 PMPs, and 28,826 CAPMs. Another up-and-coming
certification is the Agile Certified practitioner PMI-ACP which has 8,870. The other 5
certification streams have less than 4k.
All told a little under 700k. Keep in mind that some people may hold multiple
certifications, and there are other organizations who do PM certs to

et us start with some history

PMI was established in the 1960s; about 50 years ago

PMI launched the PMP (Project Management Professional) certification in 1984; 30 years
ago

Since then PMI has launched 7 other certifications

There are more than 600,000 PMP in the world

The first official copy of the PMBOK Guide was published in 1996

According to PMI there are more than 4 million copies of the PMBOK circulating today

PMI assets exceeds 200 million US$ and its annual revenue exceeds $50 million

Are ISO 21500 or PMBOK Guides methods or methodologies?

1 Comment
Following an earlier post on the difference between method or methodology, it
would be useful to revisit a question we often get or hear about. Is the PMP
(Project Management Professional) certification, or the PMBOK Guide a
methodology?

Although my post below focuses on the PMBOK Guide most, if not all comments
apply to ISO 21500 since it shares a similar structure to the PMBOK Guide.

In the past, we wrote about the four myths of the PMBOK Guide and one of them
is related to our topic today. What is next is from a book we are finalizing now.

Is the PMBOK Guide a Method or Methodology?

What is project management?The first myth was primarily due to marketing; the
second one is also driven by marketing. This third myth is partially driven by
marketing, but its root cause is primarily due to a genuine misunderstanding of
the PMBOK Guide; including by those who deliver classes about it.

It is quite common to see advertisements for courses, or request for proposals, or

online discussions referring to the PMI, PMP, or PMBOK Guide Methodology.

Well, one does not exist. The PMP is a certificate, the PMBOK Guide is a
framework, and PMI does not offer nor promote a methodology.

It is vital to repeat something covered earlier, the guide is generic, its popularity
is in being generic and for most projects most of the time (The Project
Management Institute, 2013). On the other hands, a methodology or method has
to be tailored, custom-fit to organizational needs and the project environment.
Therefore, the PMBOK Guide is not and cannot be a methodology.

Chapter 1 of the PMBOK Guide is clear about this fact.

Consequently, because the guide is not a method, the recommended practice is

for organizations to develop their methods, which can align to the guide. This is
what SUKAD did in 2007 with the development of The Customizable and
Adaptable Methodology for Managing Projects (CAMMP).

Once again, what is the relevance?

Help the project management practitioners understand that the PMBOK Guide,
on its own, is not enough to manage projects; there is a need for a method to
supplement it. Without a method or a well-defined project life cycle, the
management of projects is deficient. A critical point, related to this myth, the
confusion between process groups and project phases, which is covered in a
dedicated chapter

PMI is the worlds leading not-for-profit membership association for the project
management profession, with more than 600,000 members and credential
holders in more than 185 countries. Our worldwide advocacy for project
management is supported by our globally-recognized standards and credentials,
our extensive research program, and our professional development
opportunities. These products and services are the basis of greater recognition
and acceptance of project managements successful role in governments,
organizations, academia and industries.

PMI, founded in 1969, is actively engaged in setting professional standards,

providing a professional career path for project managers and maintaining a
family of globally-recognized professional credentials: The Project Management
Professional (PMP) certification, with over 470,000 active certificate holders, is
the leading certificate in the profession. PMI also certifies professionals as
Certified Associate in Project Management (CAPM), Program Management

Professional (PgMPSM), Scheduling Professional (PMI-SP), Risk Management

Professional (PMI-RMP), and Agile Certified Practitioner (PMI-ACP)..

PMI global standards have helped establish the Institute as the premier
authority in project management. A Guide to the Project Management Body of
Knowledge (PMBOK Guide), is the leading guide to project management
practices. First published in 1987, the PMBOK Guide has sold millions of copies
in four editions, and is a perennial best seller among business management
titles.

PMI currently has 13 standards in print with multiple translations, making it the
leading project management standards development organization in the world.
PMI is the only project management association developing standards for people,
projects, programs, portfolios and organizations.

PMI standards are developed through a three-step review and approval process
by teams of volunteer experts from around the globe. PMI standards help
improve the understanding and competency of project management
practitioners and executive leaders worldwide. The American National Standards
Institute has recognized PMIs standards development and approval process,
awarding PMI the designation as an Accredited Standards Developer. The
PMBOK Guide, The Standard for Program Management, The Standard for
Portfolio Management, and Organizational Project Management Maturity Model
(OPM3) have all been approved by ANSI as American National Standards.

Please visit www.PMI.org for more information.

Scope of Standards Developing Activity

PMI publishes 13 globally recognized project management standards including:

A Guide to the Project Management Body of Knowledge (PMBOK Guide)
The Standard for Program Management
The Standard for Portfolio Management
Organizational Project Management Maturity Model (OPM3)
Practice Standard for Project Risk Management
Practice Standard for Earned Value Management
Practice Standard for Project Configuration Management
Practice Standard for Work Breakdown Structures

Practice Standard for Scheduling

Practice Standard for Project Estimating
Project Manager Competency Development Framework
Construction Extension to the PMBOK Guide Third Edition
Government Extension to the PMBOK Guide Third Edition
Quick Links

About the Project Management Institute

PMI Standards program
PMI Certification program
International Activities by Region

PMI standards activities include participation by volunteers through the world.

PMI has member chapters in many countries (see http://www.pmi.org/GetInvolved/Chapters-PMI-Chapters.aspx) and operates offices in the following
regions:
Americas
EMEA (Europe, Middle East, Africa)
Asia Pacific
China
India

MOVING PM COMPETENCE FORWARD

Project
Management Certification
The IPMA four level certification program is world leading and
professionally demanding.
By the end of 2015 there were approximately 250,000 IPMA certificants
worldwide; nearly 75,000 of them are Advanced Competence-based,
professionally-assessed certifications in IPMAs 4-L-C, Four-Level
Certification system.
These include IPMA Level A (Certified Projects Director), IPMA Level
B (Certified Senior Project Manager) or IPMA Level C (Certified Project
Manager). These certificates are noteworthy, as the demand
from executives, strategic leaders, managers and stakeholders for
individuals with demonstrated Project, Programme and
Portfolio Management competence spreads globally.
The remaining 65% of our certified individuals are IPMA Level D (Certified
Project Management Associate). This designation is similar to the examoriented, knowledge-based certifications of other major Project
Management associations. In the IPMA approach, this certification is the
best first step towards a professional project or programme manager role
demonstrating the individuals ability to understand the basics of project
management.
For those who are curious about how IPMAs certifications compare to
other global approaches, see this introduction to a unique
article, Comparing PM Certifications, here at the IPMA website.
Our role-based suite of professional certifications in the IPMAs 4-L-C, FourLevel Certification system are exclusively available through our IPMA
Member Associations. We also offer other certifications that we describe
below, with more details from the links at the left,

HIGHLIGHTING CERTIFICATION SOLUTIONS

Understanding Competence: Today, more than ever, everyone

is demanding improved results from their project, programme, and
portfolio initiatives. And others are now beginning to understand the
importance of broad competences, that include behavioral and contextual
areas. IPMA helps a range of practitioner roles to explore essential
knowledge foundations, then expand beyond knowledge, to achieve PM
competence, and project results.

Certify Individuals: PM competence and certification have

become key driving forces for individuals. The IPMA Four-LevelCertification system (4-L-C) addresses this need by providing a consistent
process for the assessment and recognition of PM competence. In this
section of our website, you can also verify the certification level and
currency of individuals using ourSearch Certified PMs feature.

Certify PM Consultants: Understanding the importance of

competent PM consultants, IPMA Member Associations offer an
assessment of the competences required. PM consultants contribute to
positioning and strengthening the ability of organisations to initiate, plan,
execute and evaluate projects, programmes and portfolios. IPMAs
certifications for PM Consultants provide global recognition of PM
consultancy competence.

Certify Organisations: Organisations certify your individuals to

help them achieve their personal aspirations and to assure delivery of
needed business results. To complement this, IPMA Delta helps you
evaluate your organisational project and programme maturity and
performance. IPMA Delta is an organizational project maturity assessment
and certification, identifying actions needed to achieve better business
results.

Certification Success Stories: Are your certified Project and

Programme Managers part of your success story? Of your competitive
advantage? They should be. IPMA Member Associations certify
professionals in their end-to-end competence in their actual roles. Read
the testimonials of this enthusiastic group, who have benefited from the
certifications offered by IPMAs member nations.

DOES YOUR ORGANISATION

DEMONSTRATE THE PM COMPETENCE
DIFFERENCE? DO YOU?

While IPMA manages the 4-L-C system, the Certification Bodies of our Member
Associations perform the actual assessments and certification. The certification
process involves several steps for the assessment of a candidate. The
assessment steps for individuals are applied to each of the IPMA competence
levels A, B C, and D. If the Candidate meets the Competence Requirements he
can apply directly to the desired Level. Its not necessary a lower

Certificate Level to apply to an higher Certificate Level. The IPMA certification

system is not completely rigid: Each Member Association adapts some factors
and requirements to their local needs.In some cases, Member Associations add
more roles to certain levels; this most-often happens with IPMA Level A and IPMA
Level B. The table below, from November 2010, shows an update of the Four
Level Certification system and process. The chart below is from the IPMA
Competence Baseline (IPMA ICB), published in 2006. It shows the steps of the
IPMA certification process in a different perspective from the chart above. Some
process steps are required, marked with an x, while others are optional, marked
with an (x). Each Member Associations certification body uses this process as a
starting point, in applying IPMA certification to their nation. More details about
the IPMAs advanced, competence-based certification process, especially those
steps that are specific to a particular level, appear on the pages of this section.
Use the page links at above left to view the certification level of your choice.

REFERENCE MODEL FOR IPMA

DELTA
The IPMA Delta model integrates state-of-the-art know-how covering a 360
perspective of organisational competence in project management. It uses
the IPMA Competence Baseline to assess the competence of
selected individuals (module I) and the IPMA Project Excellence
Model to assess the PM competence and results in selected projects and
programmes (module P). Module O is used to assess theOrganisational
Competence in Managing Projects based on the IPMA Organisational
Competence Baseline (IPMA OCB; click this link).
All modules are cross-referenced and interlinked.

IPMA 4-L-C IN MODULE I

(INDIVIDUALS)
Individual certification of project management competence for project
managers, team members, stakeholders is based on IPMAs 4-LevelCertification-System (4-L-C). Each level reflects a certain area of operation
and project management experience (Level A-D). The IPMA Competence
Baseline (ICB) for project management comprises three competence
areas (technical, contextual and behavioural). These are broken down
into 54 elements. Not only project management knowledge, but also project
management experience and social skills are considered. This makes IPMA
4-L-C a unique and career-oriented certification system for project
managers world-wide.

IPMA PROJECT EXCELLENCE MODEL IN

MODULE P (PROJECT)
The IPMA Project Excellence (PE) Model has been modified for Module P
(project) to cater for the self-assessment needs of projects and
programmes. It looks at the real project management and project results
as dimensions of a projects excellence. Its core is based on the European
Foundation of Quality Management EFQM-model and its total quality
management TQM principles. The PE Model has been applied in many
national and international IPMA project management awards. It is an
excellentbenchmarking tool to measure project excellence.
In the IPMA DELTA assessment the dimension project management consists
of the elements of project objectives, leadership, people, resources and
processes. Project results are broken down into results for major interested
parties, key performance and results.

MODULE O (ORGANISATION)
Module O (Organisation) adds a new dimension to project
management maturity-models: the assessment considers and certifies
the entire organisation, not just its people or projects.
The PP&P Governance, Management, Organisational Alignment,
Resources and Peoples Competences are viewed from a 360
perspective: these five groupings are broken down into 18 competence
elementsbased on leading, modern, international project management
standards and cross references.
The third party assessment is operated by experienced assessors.
Its multi-dimensional questionnaire is based on the IPMA Organisational
Competence Baseline (IPMA OCB) and verified by a multitude of interviews
with top management, management and project managers.
IPMA DELTA is the most comprehensive PM assessment for
organisations who think one dimension ahead in project management and
use the Delta Effect to gain a competitive edge.

 TOP LINKS FOR EXECUTIVES

CERTIFY YOUR ORGANIZATION

COMPARING PM CERTIFICATIONS
DOING MORE WITH LESS?
WHO MANAGES YOUR PROJECTS?

FOR PM PRACTITIONERS

ATTEND IPMA ADVANCED COURSES

CERTIFY YOUR ORGANIZATION
COMPARING PM CERTIFICATIONS

FOR STAKEHOLDERS

COMPARING PM CERTIFICATIONS
DOING MORE WITH LESS?
THE PMO'S SECRET SAUCE

 FOR EDUCATORS & TRAINE

CERTIFY PM CONSULTANTS

Project, Programme and

Portfolio Management Consultants
Project, Programme and Portfolio Management Consultants (PM Consultants)
are fulfilling an important role in project management practice. However,
they are not accountable for the Project, Programme, Portfolio products and
outcomes but, instead, they are advising project managers and organizations.
The International Project Management Association (IPMA), as a global leader
of project management competence certification, delivers its products for all
those who conduct their business in the project management field (project,
programme and portfolio managers, PM associates as well as PM
consultants).
To fulfill the certification needs of PM Consultants, IPMA has extended the
Four Level Certification (4-L-C) system with a Two-Level Certification for PM
Consultants.

ASSESSING PM CONSULTING COMPETENCES

This 4-L-C extension covers the project and programme management parts of
the role of PM consultancies, it does not cover general consulting
competences. The assumption is that all PM Consultants must have project
management knowledge and experience, complemented by consultancy
experience. PM Consultants must also have the ability to manage the
implementation of the advice they give.
For the PM Consultant certification the following principles are used:
1. One PM Consultant certification addresses providing and implementing
advice at the project level; the other PM Consultant certification
focuses on the strategic, organisation and programme level.
2. There are 14 PM consultancy competence elements that are described
in the Addition to IPMA Competence Baseline for PM Consultants
(ICBC).
3. The assessment rules and guidelines are described in the addition
to IPMA Certification Regulations and Guidelines for PM
Consultants, which is the basis for global Certification Body
harmonization.
4. The outcomes of this certification process reviewed during the ICB
Version 4.0 project to incorporate the experience and lessons learned
from Certification Boards that use the PM Consultant certification in
their geographic areas.

MANAGED BY MEMBER ASSOCIATION

CERTIFICATION BOARDS
The IPMA certification system for PM Consultants, like 4-L-C system for
professional project managers, is used by the network of IPMA National
Certification Bodies (CBs), each operating the certification scheme in their
nation. Their schemes:

Define the competences to be assessed in the Addition to the National

Competence Baseline for PM Consultants.

Conform to a common regulatory framework described in the IPMAs

Regulations and Guidelines for PM Consultants.

The IPMA certification systems, including 4-L-C system and PM Consultant

certification system, are compliant with ISO 17024 (Conformity assessment
General requirements for bodies operating certification of persons) with a few
modifications that are appropriate to the area of project management.
Eligibility criteria, functional areas and the responsibilities expected of PM
Consultants are identified at each of the two IPMA Levels of competence:

IPMA Certified Project Management Consultant

IPMA

Certified Programme and Portfolio Management Consultant

IPMA PMC : IPMA Certified Project Management Consultant

IPMA PPMC : IPMA Certified Programme and Portfolio Management

Consultant

The overall certification processes include several steps: Application, selfassessment, reference check, exam, case study report, role-play workshop,
interview, final evaluation and decision. Competences are evaluated by
assessors, who are certified in programme and portfolio management or PM
consultancy or project management and who have been trained in the
relevant techniques. Recertification is required after five years and is based
on evidence of the continuing involvement in PM and PM consulting as well as
the competence development.
For information about the Certification of Consultants processes, or about the
Member Associations offering this service, see the links at upper lef

PMF
JPMF was a member-driven non-profit organization for project management
practitioners. JPMF was founded in December 1998 as a division of the Engineering
Advancement Association of Japan (ENAA) to promote project management in Japan. Its
mission was to establish a national center of excellence for project management with the

following objectives:
To advance professionalism and individual and organizational capability of project
management in Japan by uniting those who practice project management,
advocate increased business profitability and productivity through managing by
projects, teach and research project management and provide methodologies,
technologies and tools for project management.
To help enhance the social and industrial recognition of the project management
discipline and project management practitioners.
To provide forums for matters that concern project management.
To cooperate with the worlds project management community for crossfertilization and global advancement of the project management profession and
discipline.
JPMF promoted the following project management (PM) activities:
Offering educational courses in PM
Supporting monthly meetings in Tokyo and Osaka for presenting special topics
related to PM
Publishing JPMF Journal
Conducting special seminars related to PM

PMCC
PMCC was a non-profit organization established in April 2002.
Project and Program Management for Enterprise Innovation (P2M) was started in 1999
and developed over three years by the Engineering Advancement Association of Japan
(ENAA) with funds provided by a research grant from the Japanese Government Ministry
of Economy, Trade and Industry (METI). P2M is now highly regarded in the world. In
addition to promoting P2M, PMCC aimed to educate and train project management
practitioners and foster public recognition of the various project management activities
from numerous private and public enterprises. It contributed to strengthening
international competitiveness in the industry and developing vital economic and social
support, by offering project management practitioners a certification system, training
courses and a means for spreading project management knowledge.
For the purpose stated above, PMCC performed the following:
Issuing PM standards and publications
Conducting seminars for PM Certification
Proctoring the PM Certification examination
Approving and registering the PM Certification examination
Performing activities to interface with overseas PM organizations and scientific

entities
Other activities necessary to achieve the centers purpose
The project management certification system provided by PMCC consists of the following
four levels of certification (from highest to lowest): Program Management Architect
(PMA), Project Manager Registered (PMR), Project Management Specialist (PMS) and
Project Management Coordinator (PMC). As of October 2005, seven PMS certification
examinations were held (2,014 certifications from 4,692 examinees were issued), and
one PMR certification examination was held (24 certifications from 30 examinees were
issued).

PMCC and JPMF had jointly and strongly been promoting the field of project management
in Japan. However, the two organizations were experiencing the following situations:
Managerial technique was playing an important role in Japanese industries,
1. requiring more promotion of PM.
2. The education and training needs to PM practitioners were rapidly expanding.
In order to support the PM practitioners overall lifecycle, the new Project
Management Association is expected to conduct a wide range of high quality
activities based on the aggregated knowledge and personal network of both
3. organizations inside and outside of Japan.
In July 2005, both organizations members approved the merger. The new organization,
called Project Management Association of Japan, launched after joint preparations were
completed by both organizations.
As of November 2015, numbers of successful applicants for PMR certification
examination are 73, 5,300 for PMS and 2,446 for PMC, respectively.