Reading in the article “Raise the Red Flags”(Sandra Swanson, PMI Network, March 2011), Sandra paraphrases Chris Tyler, a CIO, stating
“Even with the best project management and delivery team in place, projects that span more than six weeks without measurable results can easily find themselves in trouble”.
There’s no magic about 6 weeks; but in any active project a lot can happen that time. In my mind, this is one of the strongest arguments for an Agile approach, forcing the project to take small, well thought out steps, that regularly and often deliver results.
PMI has decided to create an Agile Certification. As a PMP Project Manager, I’ve built iterations into traditional waterfall projects, and worked deliverable schedules to ensure a quick and constant progress during a project phase. I’ve found that when using traditional software development methodologies the design and build phases tend to benefit from iterative releasing of results. Over the years, as Agile has become better well-known, I’ve been able to establish scrum teams in some business environments. I’ve led those teams in both software development and BI implementation projects. In the end, I’ve used iterative tools, Agile approaches such as SCRUM and other methods like Rational Unified Process (RUP) to deliver results quickly and often. Will I do it better if I have a PMI Agile Certification? Probably … yes.
I base that “yes” on my experience with PMI. The organization has always put a lot of
rigor, research and best practices into their certification. I expect no less in this practitioner certification program, and look forward to learning more as the program develops. At the moment, I have two concerns.
- What foundation will the certification be based on? (Are we going to add iterative techniques to the PMBOK or build a companion document?)
- Will the focus be wide enough to include non software development projects?