Recently, I have fielded several inquires and had discussions with colleagues who are looking for guidance on education and certifications to pursue in project management. The common theme is that consultants are interested in gaining knowledge and formal certification in order to gain credibility and capability in project management, both internally and with our clients.
Common question: Scrum Master training or PMP? This invites more thinking and discussion about one's career objectives than can be answered with a fast recommendation. Scrum and Scrum Master training is quick and highly specific to software development, whereas the PMP (Project Management Professional) certification is the culmination of a process and is typically a key milestone for someone pursuing a career focused on project management that may span a broader mix of project types and verticals.
Attaining the PMP should not be seen as a quick win/credibility bolsterer… it's a longer path if done right, and is probably for consideration only if considering PM as primary career focus.
Scrum Master training should also not be seen as a quick win/credibility bolsterer. As noted, Scrum is a specific approach to software development, and as such Scrum training does not teach other facets of project management that are crucial to delivering successful and profitable projects.
One mildly annoying aspect of this discussion is the sense from the developer/technically-oriented consultant that a quick class or two and a certification will provide the knowledge and credibility needed to successfully manage projects. This is no more the case than my taking a Java or .NET course or two and being ready to develop websites. Successful project management requires experience.
The number and nature of questions I have fielded about this topic leads me to organize the following thoughts and recommendations on project management training, certification and career pathing for consultants looking to become project managers:
1) Shadow a PM or managing consultant on a project: Before a consultant manages a project or even acts on their thinking that they might want to get into project management, they should shadow an experienced project manager on a client-facing project. This provides insight into the various aspects of managing consulting projects that will help prepare a person for further thinking and next steps.
2) Take a basic project management course - get basics of project management through structured education: After getting some first-hand observation of project management, a next step would be gaining formal education in general project management through a course covering the basics of project planning, scheduling and control, either online or 2 - 3 day seminar.
3) Manage a small project: With the shadowing experience and initial formal education, a candidate project manager may be ready to take on the PM role for a small client-facing project. The consultant's experience with this initial opportunity will doubtless provide insight to the consultant as to the continued interest in this career direction as well as to his/her employer in terms of that person's suitability and aptitude for this role representing their employer.
4) Debrief - career pathing - assess likelihood and interest in project management as career within and beyond their current employer: After the first formal project manager role, management and the consultant should debrief and assess whether the PM role and path is appropriate for the consultant. It is also a perfect time to assess the firm's needs for project management based on projected client/project workloads and business pipeline.
5) Determine education/training needs based on short-term project load, long-term career goals: The consultant's projected assignments are a factor to consider. If a consultant is lining up to manage a project, a 2 - 3 day seminar in a specific project management process group (risk management, estimating, project teams, leading/influencing without formal authority, procurement/contracts, etc) could be valuable and provide fresh lessons for the consultant to take into the project.
As noted earlier, Scrum Master training is highly specialized to software development using Scrum - this training should not be seen as a quick win/credibility bolsterer unless a person is going to go right on to a Scrum/Agile project and apply the learning. However, with the background of basic project management education and some experience managing some projects, Scrum (specific) or Agile (general) training is a good option to provide breadth of methodology knowledge and gives the consultant a bigger toolkit for managing projects.
Further "traditional" project management education and PMP prep through PMI (Project Management Institute) Registered Education Providers (REPs) is an option for consultants who demonstrate an interest in project management as a primary focus as well as the aptitude to lead larger and more complex projects on a regular basis.
The specific details and requirements for eligibility, preparation and completion of the PMP exam are available through PMI. Generally speaking, they include general education requirements, specific education requirements in project management, and specific documented experience managing projects. It is also worth noting that many experienced practitioners of project management feel that PMP preparation requires one to immerse in PMI's PMBOK (project management body of knowledge), which for many deviates significantly from "real world" project management practices. Therefore, PMP candidates who are also practicing project managers need to "compartmentalize" their preparation and be cognizant of the differences between what PMI expects on the PMP exam versus how one might handle a project situation per the needs of their organization or client.
One other route for consultants to consider is Agile certification through PMI. Different from the PMP and from Scrum Master training, the PMI Agile Certified Practitioner (PMI-ACP) has education and experience prerequisites, but is focused on Agile practices in addition to a basis in traditional project management. This route is more involved and time-consuming than Scrum Master training, but also demands and then certifies a deeper and broader understanding and competency in Agile project management.
No single approach or path will suit all firms or consultants. The recommendations here should serve as a thinking framework to help each consultant and their manager determine the best approach to project management education and experience for that person, for the employer's needs and those of the clients.
