Project Management Best Practices

Clearing Up Some Misconceptions About the PMBOK Guide

Listening to PMP candidates, project managers, and students of management and project management,  I’ve learned that there are some misconceptions about what the PMBOK Guide is. Some think that it’s intended as a textbook on project management. Others think that it describes some kind of project  management methodology. Yet others have the notion that it’s meant as a study guide for the examination component of the PMP credential. Some even think that the PMP exam is on something called “PMBOK” (whatever that is) and that the Guide to the PMBOK is a study guide or textbook covering the topic of “PMBOK.”

I’d like to clear up some of the misconceptions.
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I get this question a lot and find myself answering it over and over again, on message boards, blogs and in person. In doing so I’ve come to realize that a large number of PMP aspirants do not understand what the PMP credential is nor do they have have a sufficient knowledge of what is covered on the exam component of the certification process.

First of all, unlike I.T. vendor “certs” and other commercial “certifications”, where the only requirement to earn the “cert” is the ability to pass an exam, the PMP credential is a professional credential. The credential is competence based and, as such, is best described as a credential as opposed to simply a certification. The credential infers a candidate’s ability to actually perform professional tasks (e.g., Project Management) at a given level. Unlike vendor “cert” exams, the exam component of the PMP credential is more than simply knowledge based. It encompasses both knowledge of the subject and the necessary skills to apply that knowledge.

In addition to passing a rigorous exam, the PMP credential requires a certain minimum amount of documented (and verified) experience in the profession, a certain level of education (both formal, academic education as well as professional training), adherence to a professional code of conduct, and a commitment to on-going continuing education and contribution to the project management community.

Having said that, what does the examination portion of the PMP certification process cover? Is studying the PMBOK sufficient to succeed on the exam?

The short answer is that, if you are pursing the CAPM credential, then the PMBOK can be enough. This is because the CAPM exam is only based on the material on the PMBOK. Nevertheless, I would strongly recommend supplementing any CAPM exam study with at least one study guide and with a good exam question test bank.

As far as the the exam portion of the PMP certification process is concerned, the exam covers a lot more than just the material in the PMBOK Guide.

If you are pursing the PMP credential, then you need to prepare for questions from other areas (i.e., non-PMBOK Guide) as well.
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High-level View of Project, Program, and Portfolio Management

In part 1 of this series, we defined the P3MO as an acronym for “Project, Program, and Portfolio Management Office.” It’s based on the concept of a PMO (project management office)  elevated to cover project portfolio management as well as project and program management. In part 2 we will discuss the relationship between the three components of the P3MO: project management, program management and portfolio management.

Project management ensures the successful completion of initiatives and their associated deliverables within the time, scope and cost parameters agreed to by the end-users of the product, service or result. The project manager manages stakeholder expectations and communication between all team members and stakeholders.

P3MO Relationship Venn - Click on image to enlarge

Program management provides overall leadership and vision to the project management process. The program manager is responsible for delivering value to the community of stakeholders.

Portfolio management aligns the portfolio of projects and other work with the objectives of the organization and ensures that the work delivers value to the business.

The relationship between projects, programs and portfolios

Portfolios are made up of projects, programs and other work. (Other work includes on-going operations, ad-hoc activities and other “business as usual” work.)
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