IPMP的C级与PMP等同和互相认可不属实

　　近年来，一些网站和报刊等媒体陆续刊登"IMPA与PMI签订了证书互相认可协议，IPMP的C级证书与美国PMP证书完全等同，两者相互认可"的宣传报道，给很多人造成了不必要的误解。同时，也给部分考生造成损失，引起了市场的混乱，为了大家辨别是非、了解真相，美国PMI对此十分重视。最近，美国PMI认证考试部主任Denny Smith先生，美国PMI中国事务总协调人Michael Price先生，再一次来信（附后）重申：在PMI和IPMA之间没有签署过关于PMP认证与国际项目管理协会及其附属国家级协会（包括中国项目管理研究会）任何认证相互承认的协议。同时还对PMP资格认证及考试做了详细介绍。因此，要求有关机构、单位以及网站立即改正其与事实不相符的错误内容和做法，否则，将采取相应的措施，包括法律手段，来维护其利益和名誉。
　　

　　PMI和IPMA在很多方面进行合作以促进项目管理的发展。然而，在PMI和IPMA之间没有签署过关于PMP认证与国际项目管理协会及其附属国家级协会(包括中国项目管理研究会)任何认证相互承认的协议。PMI和IPMA的领导者最近同意在彼此的网站上公布这一信息并共享认证信息。
　　我们同时想澄清PMI的PMP名称与IPMP名称之间没有联系。1984年，PMI创立了PMP认证，它被公认是项目管理的第一个认证。遗憾的是中国的一些网站经常误称IPMP是PMI的PMP认证的国际版本。而这种说法是不正确的。PMP认证的最独特之处是真正的全球认证。接下来会详细说明。
　　到2003年5月为止，PMI已在世界上100多个国家中认证了64000多名项目管理专业人士(PMP)。为确保认证的全球化，PMI从世界各地邀请项目管理专家参与PMP考试发展过程的每一步。此外，PMI的认证部门通过了ISO9001的认证。这是世界项目管理认证中唯一通过此项认证的。也许最重要的是，在中国举行的PMP考试和德国、西班牙、意大利、俄罗斯、巴西、日本、韩国、美国或任何举行考试的国家是完全一致的。所以PMP在世界各地区和跨国公司中是可通用的认证。
　　PMI认为在新全球经济中运营的企业要求项目管理专业人士对项目管理术语、概念和方法有共同的理解。现代项目管理专业人士可能会在世界上不同地区的项目和来自不同文化的团队中工作。所以PMI选择发展一个持续的全球标准认证而不是反映本地化特点的多种认证。
　　PMP考试的另一个重要特点就是使用国际认可的科学的考试发展过程，从而对项目管理专业人士的知识、技能和能力进行公正、客观的恰当评估。此外，在参加考试之前，考生必须拥有4500小时的项目管理经验、大学学位和35小时的正式项目管理培训。所有考生的申请都由PMI认证部中心办公室处理。
　　以下是发展PMP考试方法的过程
　　1．角色描述研究。为对考试不断进行更新，PMI于1999年开展了角色描述研究，以定义项目管理专业人士工作所需的知识和技能。并将它与考试内容联系起来以确保考试内容有充分依据。用心理测验学的术语来说，有充分依据就是考试开发者如何使考试得分能够真实反映考生的能力。
　　在角色描述研究中，由客观的专家委员会定义项目管理实践的全面绩效知识领域。这些绩效知识领域进一步分解为更明确的任务、知识和技能。客观的专家委员会的责任通过对PMP的调查来证实。被调查者审查并按重要性、决定性和出现频率对这些知识领域和任务进行评级。
　　2．考试计划发展。下一步中，批准调查的结果用于发展考试计划。每个知识领域和工作的重要性、决定性和相关性的信息会直接反映在考试内容块中包括的考试试题比例中。此计划引导考试试题的发展和考试的集成过程，并确保考试反映特定知识和技能的相对重要性。
　　3．考试试题（问题）发展和审核。所有考试试题都由项目管理专家编写。其写作者都接受过写作、审查、编辑和审核问题方面的培训。每道考试试题都通过至少三名客观专家和一次检验会进行审查。每个考试试题都按内容分类，分配认知级别，并按与项目管理专业人士的适合程度进行批准。然后进行审查以确保在心理测验和语法方面的正确性。
　　4．考试试题的事先测试。为了验证考试试题的有效性和可靠性，对一组从业人士进行试验测试。考试结果的统计分析用于评估每道考试试题的绩效和总体考试的可靠性。
　　5．考试集成。每次考试都是通过确定在考试计划中规定的每个内容块的安排和数量来开发的。此时可得到以前考试版本中的考试试题绩效数据。并使用统计项分析来修改或删除考试中不合适或有问题的试题。
　　6．考试审查和修改。考试的初稿由项目管理专家对技术的准确性，心理测验专家对心理测验的正当性进行审查。考试形成过程的每一步都会被详细地归档。从内容、心理测验方面对其进行多次严格的审查以增强考试的依据。对每次考试的可靠性进行持续评估保证了考试的持续性，以准确测量考生技能。
　　7．通过线。一个有充分依据的考试必须有具有说服力的通过线。区分通过者和未通过者的分数线必须建立在最低的知识要求基础上以保护干系人（如员工、公众）的利益。一个参考标准就是修改后的安格夫技术，用于决定考试的通过分数。这一技术目前被考试同行认为是最具说服力的设立考试通过分数的参考标准。
　　8．考试管理。考试管理过程必须确保考生拥有持续、舒适的考试环境。对安全的考试而言，过程应包括准许考生入场、出示相关证件、安全、时间分配和其他方面。考试设施应满足确保安全、考场空间、通风、休息设施、无干扰和控制噪音的原则。
　　9．心理测验分析。作为项目管理专业考试评分过程的一部分，对考试进行了各种分析。首先是考试试题分析。它说明了考生对每个问题难度的评估，问题能否有效区分考生是否具备相关知识。考试试题分析也用于验证答案是否正确；其次，不同的统计计算描述了考试在评估项目管理知识方面的质量。最后，进行描述性的统计来评估考生在考试中的表现。
　　由上可见发展PMP考试的过程是严谨而科学的。而且，PMI邀请世界各地的专家参与此过程的每一步以确保全球的相互联系。例如，最近在北京召开的考试出题会就邀请了来自中国、印度、韩国、新加坡和台湾的专家。
　　最终市场会决定认证的价值。100多个国家的64000多名专业人士选择了PMP认证。到今年底还将会认证10000到15000名PMP。许多世界上最大和最成功的跨国公司和政府机构都采用PMP作为内部认证计划和员工职业生涯的一部分。这些组织包括IBM、西门子、惠普／康柏和微软（在此仅列出一部分）。为给考生参加PMP考试提供便利，PMI的PMP考试可在67个国家的370个考点参加。其中包括中国三大贸易伙伴：日本、韩国和美国。
　　PMI有时被误认为是美国地区性项目管理协会。然而PMI的105000个会员分布在130个国家中。自从PMI于1969年成立以来，加入PMI的项目管理专业人士的人数多于所有其他项目管理组织的总和。尽管PMI是美国宾夕法尼亚州法定的非盈利组织，PMI有责任和使命为全球项目管理群体服务。事实上，目前由PMI会员选举产生的PMI董事会成员来自于不同的国家。而且PMI支持了世界上200多个PMI分会的成立以促进项目管理的发展。
　　在结束时，我们想表明我们希望与包括中国项目管理研究会在内的中国所有项目管理协会建立良好关系。在2002年4月，PMI和IPMA参与了一次非常成功的国际会议。主办方包括中国国家经贸委、联合国工业发展组织、人事部、中国科学院、国家外国专家局。PMI和国家外国专家局将继续与中国的项目管理组织进行类似的富有成效的合作。我们相信通过PMI与IPMA的合作会澄清关于PMP和IPMP认证的事实。这将符合相关各方的利益，更重要的是，中国公民的利益。
　　对您们在中国推广项目管理的不倦努力表示感谢。
　　　　此致

Denny Smith博士　　 Mike Price博士
认证部主任 　　　　 中国协调人

二OO三年六月五日

5 June, 2003

A Letter from PMI to the Training Center of the State Administration of Foreign Experts Affairs

PMI and IPMA cooperate in many ways to promote the benefits of project management. However, PMI and IPMA have no agreement as to the relationship or reciprocity between the Project Management Professional (PMP®) certification and certifications offered by IPMA’s affiliated national associations including the Project Management Research Committee of China (PMRC). PMI and IPMA leaders have recently agreed to share information about each other’s certifications and to post this information on their respective web sites.

We would also like to make clear that there is no relationship between PMI’s PMP designation and the IPMP designation. The PMP was first introduced by PMI in 1984 and is believed to be the first project management certification ever offered. It is unfortunate that some web sites in China have mistakenly referred to the IPMP as the “International” version of PMI’s PMP, which is incorrect. One of the most unique characteristics of the PMP is that it is a truly global certification as will be explained in the following paragraphs.

As of May 2003, PMI has certified over 64,000 project management professionals residing in over 100 countries worldwide. To insure that the certification is globally relevant, PMI involves project management experts from every region of the world in every step in the PMP examination development process. Additionally the PMI Certification Department has been accredited as ISO 9001 compliant – the only project management certification program in the world to achieve this approval. Perhaps most importantly, the PMP examination is exactly the same in China as in Germany, Spain, Italy, Russia, Brazil, Japan, Korea, the US or any of the countries in which it is currently offered. Thus the PMP is a transportable credential between regions of the world and between multinational corporations.

PMI’s philosophy is that enterprises operating in the new global economy require project management professionals that have a common understanding of project management terms, definitions, and methods. Modern project management professionals may work on projects in many areas of the world and will work on teams involving individuals from many cultures. Thus, PMI has chosen to develop a consistent globally standardized certification rather than multiple certifications that reflect localized conditions.

Another important characteristic of the PMP examination is that it utilizes internationally recognized scientific test development processes that result in a fair, objective and relevant assessment of a project management professional’s knowledge, skills and abilities. Additionally, before candidates are approved to sit for the exam, they must show that they have 4500 hours of project management experience, have obtained an university degree, and have completed 35 hours of formal project management training. All candidate applications are processed by the central office of the PMI Certification Department.

The following are the process steps for developing the PMP examination instrument:

1. Role Delineation Study. To update its examination, PMI conducted a role delineation study in 1999 to determine the knowledge and skills that define the work of the Project Management Professional. Linking the knowledge and skills defined in the role delineation study to the examination content ensures that an examination is content valid. In psychometric terms, validation is how a test developer determines that the inference based on an examination score is meaningful.

During the role delineation process, a committee of subject matter experts defined the overall performance domains associated with the practice of project management. These performance domains were further broken down into the more distinct tasks, knowledge, and skills required. The responsibilities developed by the subject matter experts were then validated through a survey of Project Management Professionals. The respondents reviewed and rated the domains and tasks according to their importance, criticality, and frequency of performance.

2. Development of a Test Blueprint. In the next step, the results from the validation survey were used to develop a blueprint, or a plan for the examination. The information regarding the importance, criticality, and relevance of each domain and task was translated directly into the percentage of items that should be included in the examination for each content area. This blueprint guides the item development and examination assembly process and ensures that the examination reflects the relative importance of the specified knowledge and skills.

3. Item (question) Development and Validation. All examination items are written by experts in project management. Each item writer is trained in writing, reviewing, editing, and validating questions. Each question is reviewed and validated by at least three other subject matter experts and must have at least one verifiable reference. Each item is classified by content category, assigned a cognitive level, and validated according to its appropriateness to the Project Management Professional. After development, items are reviewed to ensure they are psychometrically sound and grammatically correct.

4. Pretesting of Test Items. In order to verify the validity and reliability of the examination items, a pilot test is administered to a group of practitioners. The examination results are statistically analyzed to evaluate the performance of each item and the reliability of the overall examination.

5. Examination Assembly. Each examination is created by selecting the appropriate set and number of items from each content area, as specified in the test blueprint. At this time, item performance data are available for those items that were used on previous examination versions. Using the statistical item analyses, inappropriate or questionable items are either revised or omitted from the examination.

6. Examination Review and Revision. The draft examination is then reviewed by experts in project management for technical accuracy and by psychometric experts to ensure its psychometric integrity. Each step in the test construction process is carefully documented. Multiple reviews by content and psychometric experts and the use of stringent criteria strengthen the validity of the test. Continuous evaluation of each examination’s reliability maintains the consistency of the test to measure examinees’ skills accurately.

7. Passing Point. A valid credentialing examination must have a defensible passing score. The cut-off score that separates examinees who pass from examinees who fail must be based on the minimum level of knowledge required to protect the stakeholders (e.g., employers, the public) from harm. A criterion-referenced approach called the Modified Angoff Technique was used to determine the cut score or passing point for the examination. This technique is currently considered by the testing profession to be one of the most defensible criterion-referenced methods available for setting passing points.

8. Test Administration. Test administration procedures must ensure consistent, comfortable testing conditions for all examinees. For secure examinations, procedures must address examinee admission into the room, display of information signs, security, time allocation, and other aspects of the administration. Testing facilities must meet guidelines that ensure security, proper room size, ventilation, rest room facilities, handicap accessibility, and noise control.

9. Psychometric Analysis. As part of the process of scoring the Project Management Professional examination, various analyses are conducted. First is the item analysis, which reports how candidates for the test responded to each question for the purpose of assessing how difficult the question is, how effectively the question distinguishes between knowledgeable and unknowledgeable candidates. Item analysis is also useful in verifying that the scoring key is correct. Second, various statistics are computed to describe the quality of the examination as a measure of knowledge in project management. Finally, descriptive statistics are generated to evaluate how candidates perform on the examination.

As you can see the process of developing the PMP certification is rigorous and scientific. Furthermore, PMI involves project management experts from all regions of the world at every step in the process in order to insure global relevance. For example, an item writing group that met in Beijing recently included experts from China, India, Korea, Singapore, and Taiwan.

Ultimately the marketplace decides the value of a certification. In this regard, over 64,000 professionals from over 100 countries have chosen the PMP credential. An additional 10,000 to 15,000 PMPs will become certified by the end of this year. Additionally many of the world’s largest and most successful global enterprises and government agencies have adopted the PMP as part of their internal certification programs and employee career paths. These organizations include IBM, Siemens, HP/Compaq, and Microsoft, to name a few. To provide their employees convenient access to the PMP certification PMI offers the PMP examination at 370 testing sites in 67 countries, including China’s three greatest trading partners Japan, Korea, and the United States.

Sometimes PMI is incorrectly referred to as an “American project management association,” yet 130 nations are represented among PMI’s 105,000 members. Since the founding of PMI in 1969, more project management professionals have joined PMI than all other project management organizations combined. Although PMI is legally incorporated as a not-for-profit service organization in the state of Pennsylvania, USA, PMI has a commitment and mission to serve the global project management community. In fact, the current PMI Board of Directors, which is elected by the PMI members, includes a diversity of nationalities. Furthermore, PMI has supported the formation of more than 200 local PMI Chapters worldwide to support the advancement of project management.

We would like to close this letter by saying that it is our sincere wish to establish good relationships with all project management associations in China, including PMRC. In April of 2002, PMI and IPMA participated in a very successful international conference co-sponsored by the State Economic and Trade Committee, the United Nations Industrial Development Organization, the Ministry of Personnel, the China Academy of Science, and SAFEA. PMI and SAFEA should continue this type of productive cooperation with project management organizations in China. We are confident that through cooperation PMI and IPMA will clarify the facts concerning the PMP and IPMP certifications. Such clarity will serve the best interest of all parties and, more importantly, the citizens of China.

Thank you for your tireless efforts to promote project management in China.

Best regards,

Denny Smith, Ph.D Michael A. Price, Ph.D.
Manager, Certification Program China Coordinator

下面转帖自《大连项目管理协会》网站：
http://www.cnpmi.com/bbs/show.asp?id=1426&bd=14