Comparison of AACE, AIPM, IPMA and PMI certifications
By Nicolas Alquie Armel Lambert Olivier Moricet Pierre Poullet Daniel Wong
Table of content
1 Underlying base knowledge 1.1 AACEI Base Knowledge 1.2 AIPM base knowledge 1.3 IPMA base knowledge 1.4 PMI® base knowledge 1.5 Mains points of Comparison
2 Technical and Experience Requirement 2.1 AACEI Technical and Experience Requirement 2.2 AIPM Technical and Experience Requirement 2.3 IPMA Technical and Experience Requirement 2.4 PMI® Technical and Experience Requirement 2.5 Mains comparisons on Technical and Experience Requirement
3 Level of effort 3.1 Hours to Prepare 3.2 Hours for Project Management Education 3.3 Duration of Examination 3.4 Language(s) of Examination 3.5 Self-Assessment Requirement 3.6 Difficulty of Examination 3.7 Passing Standard 3.8 Format of Examination 3.9 Recertification process
4 Cost Comparison 4.1 AACEI cost 4.2 AIPM cost 4.3 IPMA cost 4.4 PMI® cost 4.5 Main comparisons of the costs
AACE International: Association for the advancement of Cost Engineering International ABET: Accreditation Board for Engineering and Technology, Inc AFITEP: French Association of Project Management AIPM: Australian Institute of Project Management ANTA: Australian National Training Authority APM: English Association of Project Managers AQF: Australian Qualifications Framework CCC: Certified Cost Consultant (AACEI Certification) CCE: Certified Cost Engineer (AACEI Certification) ICB: IPMA Competence Baseline IPMA: International Project Management Association IPMA Level C: Certified Project Management Professional Certification NCSPM: National Competency Standards for Project Management PDU: Professional Development Units PM-ZERT: German Project management Association PMBOK®: Project Management Body of Knowledge (PMI) PMI®: Project Management Institute (US) PMP: Project Management Practitioner (PMI Certification) RegPM: Registered Project Manager (AIPM level 5 Certification) VZPM: Swiss Assessment Structure
Introduction
A lot of international organisations offer people opportunities to become certified in costing and managing projects fields. Our survey will compare some of them, mainly the Association for the Advancement of Cost Engineering International (AACEI), the Australian Institute of Project Management (AIPM), the International Project Management Association (IPMA) and the Project Management Institute (PMI®).
AACEI delivers four certifications: the Certified Cost Engineer (CCE), only for candidates holding a 4-year degree from an ABET (Accreditation Board for Engineering and Technology) accredited engineering program, the Certified Cost Consultant (CCC) (for those NOT holding an ABET 4-year degree in Engineering), the Interim Cost Consultant (ICC) for new practitioners and Planning and Scheduling Professional (PSP).
AIPM offers three different levels: the Qualified Project Practitioner (QPP, level 4), the Registered Project Manager (RegPM, level 5) and the Master Project Director (MPD, level 6).
IPMA delivers four levels of certifications: the Certificated Projects Management Practitioner (level D), the Certificated Projects Management Professional (level C), the Certificated Projects Manager (level B) and the Certificated Projects Director (level A).
PMI® delivers two certifications: the Project Management Professional (PMP®) and the Certified Associate in Project Management (CAPM).
We want to compare the highest certifications for the AACEI and the PMI® with those of the same level from the AIPM and the IPMA (Certificated Projects Management Professional, level C). Their certifications that best fit with the CCC/CCE (Certified Cost Consultant/Certified Cost Engineer) and the PMP® (Project Management Professional) are the Registered Project Manager (RegPM, level 5) for the AIPM and the Certificated Projects Management Professional for the IPMA (Level C).
We will focus our comparison on these four certifications in order to provide help for students and employees to find a key in achievement of business objectives. Through different surveys, we will compare the underlying base knowledge, the technical and experience requirements in the project management field, the level of effort involved to coordinate and prioritise the time of study, the cost of these selected certifications, the market worth and the market acceptance before grouping the main elements of comparison.
The benefits of such certification programmes have an impact on the project management workforce (achieving internationally acknowledged certificate of their qualification and competence), on the suppliers (demonstration of their employees level) and on the clients (more certainty you get high quality service).
However, each association tries to evaluate the candidate on a different base knowledge (see annex1).
1.1 AACEI Base Knowledge
The AACEI (Association for the advancement of Cost Engineering International) explains the base knowledge required for the CCE certification (Certified Cost Engineer) in the Skills & Knowledge of Cost Engineering. It defines the basic in four parts, which are Supporting Skills and Knowledge, Cost Estimating and Control, Project Management, and Economic Analysis. The first part is the basis that a candidate must have to be able to work on the three others parts, such as basic terminology. The cost estimating and control part is a micro-point of view on the project, while the economic analysis is a macro vision of the project. The last part focuses on the project management knowledge, such as planning, scheduling, or quality.
1.2 AIPM base knowledge
The base knowledge of AIPM (Australian Institute of Project Management) is called: “The National Competency Standards for Project Management (NCSPM)”.
It was developed in consultation with industry and under the auspices of the Australian National Training Authority (ANTA). The AIPM adopted the PMBOK® (Project Management Body of Knowledge) as the knowledge base for the NCSPM, which is structured around nine units of knowledge. It uses the same base knowledge as PMI® (Project Management Institute); however, it is also a demonstration of competency. In fact, candidates go through an assessment process where they must demonstrate the successful application of the knowledge. Therefore this certification is more competencies-based than knowledge-based; exam takers have to know and to act according to this knowledge.
1.3 IPMA base knowledge
The general structure of the requirement is shown in the ICB (IPMA Competence Baseline) and it describes the goals, objectives and requirements of IPMA Certification (International Project Management Association).
Its bases were the following national baseline: APM for United Kingdom, VZPM for Switzerland, PM-ZERT for Germany and AFITEP for France.
ICB consists of:
42 elements for knowledge and experience in project management: 28 core elements and 14 additional elements
8 aspects for personal attitudes: these aspects play a major role in project management, as they are compulsory to create a synergy to achieve the project’s objectives
10 aspects for the general impression: the candidate must have a global vision of the project in order to be a good manager Each national association is responsible for establishing its own detailed nation competence baseline with reference to and is in conformity with ICB and the local culture. Therefore they may change up to 8 on 14 additional elements and adapt them to the national culture. This freedom shall be available for including national cultures and the advancement of the project management competence.
The criteria stem from several elements such as the general abilities, the project management principles, the organisation and social competence, the methods and procedures, the general management and the personal attitudes of the project management personnel.
1.4 PMI® base knowledge
The PMI® describes its base knowledge in the Project Management Body of Knowledge (PMBOK®). It includes the knowledge and practices that are applicable to “most project most of the time”. It is divided into nine knowledge areas: Project Integration, Project Scope, Project Time, Project Cost, Project Quality, Project Human Resource, Project Communication, Project Risk and Project Procurement. The PMI® focus on the project management process.
The PMP® (Project Management Practitioner) certification is not an indication of the competence to manage projects but a demonstration of a standardized level of knowledge and relevant experience in the field of project management.
1.5 Mains points of Comparison
The AACE, as a cost engineering organisation, focuses more on the cost element of a project. It goes deeper into this area (5 sections over 7), and requires only a broad vision of the project management process. The IPMA takes into account the personal attributes of the candidate and its ability to have a global vision to perform as a good manager. In fact, the candidate must have the knowledge of project management as well as the competencies to manage people and some relevant communication skills.
Both the PMI® and the AIPM are based on the same project management body of knowledge. They put emphasis on whether the candidate has knowledge in the project management area. The material goes deeper into the process, and how each element is linked. While PMI® is knowledge based, AIPM is a competency-based certification based on the “field experience” of candidates as opposed to “knowledge of the book”.
Therefore, before applying to any organisation certification process, a professional should first choose his/her preference in terms of content, and define if he or she is more able to pass the exam through a competence base or through a knowledge base.
Before applying for a certification, some requirements must be completed in terms of experience and technical knowledge. The duration and nature of the work experience in the project management field determine which level of certification should be attempted.
2.1 AACEI Technical and Experience Requirement
The CCE requires “8 full years of relevant experience, of which up to 4 years may be substituted by an ABET (Accreditation Board for Engineering and Technology, Inc) accredited engineering degree or a PE license” and a “4-year degree from an accredited ABET engineering program”. If the degree is not accredited by ABET, then the certification becomes the CCC one, which is equivalent to CCE for all the other aspects .
“The candidate must demonstrate acquired knowledge through successfully passing a written exam and preparing an acceptable 2,500 word technical paper on a total cost management subject” .
2.2 AIPM Technical and Experience Requirement
The Australian certification, the Registered Project Manager (RegPM), is a “competency-based, workplace assessment program, which requires candidates to compile a logbook of evidence that shows that they are competent at one of three levels”. These levels are aligned with the Australian Qualifications Framework (AQF) and the National Competency Standards for Project Management (NCSPM).
Each candidate has to meet with an AIPM Registered Assessor to verify the accuracy between his past experience and the certification he wants to apply for. “An AIPM Registered Assessor is interested in ensuring that high standards of compliance with the Standards for Workplace Assessment are maintained, and will therefore ensure that the candidate satisfy strict skills application criteria”.
“Many assessors will combine compilation of evidence with interviews with you and your peers/supervisor; and/or observe your performance in the workplace (i.e. spend an hour or two with you and review your project and what you are currently doing and your templates/ process/ tools)”.
There are 71 Registered Assessors right now, who all live in Australia. For the candidates living abroad, RegPM application is still possible: “A number of overseas candidates have successfully completed the program, communicating with their Assessors by email and by teleconference” .
2.3 IPMA Technical and Experience Requirement
For the IPMA Level C, the candidate needs to have “at least three years of project management experience in responsible leadership functions of non-complex projects” what corresponds to be “responsible for a non-complex project and all its parameters or for a subproject of a complex project and for the corresponding project parameters, manage a small team of project management personnel and applies common project management methods, techniques and tools.”
There is no need for any kind of degree, as the candidate’s experience is verified through the list of projects worked on, an exam and an interview.
2.4 PMI® Technical and Experience Requirement
The PMP® requirements can be reach through 2 options: either at least “a baccalaureate or equivalent university degree, and 4,500 hours of project management experience, that is equivalent to, 3 years of project management experience within the past six-year period prior to the application”9, or “a High school diploma or equivalent secondary school credential and 7,500 hours, equivalent to 5 years of project management experience within the past eight-year period prior to the application” is an alternative to sit for the exam.
In all case, the candidate needs to complete 35 hours of Project Management education.
2.5 Mains comparisons on Technical and Experience Requirement
In analysing the information above, we can see that the CCE (for AACE international) and PMP® (for PMI®) certifications need more requirements and longer project management experience than the two others. This is due to the fact that they are the highest levels of certification, whereas the IPMA and AIPM have two and one higher level respectively, the IPMA level C and the RegPM being steps before assessing for higher certificates.
Some authors also wrote that PMP® is only a knowledge-based assessment while the IPMA Level C introduces competency- and knowledge-based assessments .
This analysis could be extended to the other certifications that could be classified:
First, the CCE and the PMP®, as knowledge-based exams, just need the experience in the Project Management field to be proved. Mark Mullaly wrote “Consideration of whether the projects were delivered on time, on budget, … to the satisfaction of the customers or whether formal processes or methodologies aren’t factored into the equation”. “The PMP® … has truly become an administrative one of tallying up the hours”10.
For its Level C certification, the IPMA solves this problem by mixing competencies and experience verifications through examination, interview and optional workshops. This certification is accessible to a larger number of candidates, as no specific degree in Project Management is required. William R. Duncan says that, “the main distinction between the IPMA program and the PMP is that the CMP, IPMA Level C, attempts to verify actual workplace performance”10.
Similarly, the Australian RegPM does not require any specific degree. With regard to the IPMA certification, this examination of learned experience requires a more in-depth analysis, through numerous meetings with an Assessor, who will, when possible, check the candidate’s Project Management skills and competencies directly in the her or his workplace. This certification is more competencies oriented.
To summarize, these four certifications could be separated into two different groups, those that are knowledge-based (CCE and PMP®) and those which are completely competencies-oriented and that are a step in the way to higher certifications (IPMA Level C and RegPM).
In order to choose optimal certifications between CCE, RegPM, IPMA Level C and PMP®, the level of effort must be compared so that the candidate is better positioned to coordinate and prioritise his/her time of studying.
3.1 Hours to Prepare
The four certificates have different preparations of studying time. The study plan requires an average of 120 hours, 180 hours and 190 hours of preparation time for PMP®, CCE and IPMA Level C respectively. On the contrary, RegPM does not have examination and candidates need to fulfil only the requirements of assessment.
3.2 Hours for Project Management Education
As required by PMP®, candidates must take 35 contacts hours of project management courses or programs offered by PMI® Registered Education Providers. For IPMA Level C, the candidate should study 48 contact hours of project management courses despite the institute’s advice is not compulsory, but they must fulfil the requirements of examination. In contrast to PMP®, candidates do not need to take project management courses for CCE and RegPM.
3.3 Duration of Examination
The time limits for examinations of PMP®, CCE, and IPMA Level C are 4 hours, 7 hours and 11,5 hours respectively. For CCE, it is divided into four parts of 1,75 hours each, and IPMA level C consists of 3 parts including 3 hours of written essays, 8 hours of cases discussion, and 0.5 hour of interview.
3.4 Language(s) of Examination
Candidates can take the PMP’s examination in 9 types of languages: English, Brazilian/Portuguese, French, German, Italian, Korean, Japanese, Spanish and Mandarin Chinese. For IPMA Level C, the examination has 4 types of languages: English, French, German and Mandarin Chinese. However, English is the only language of examination of CCE and RegPM.
3.5 Self-Assessment Requirement
IPMA Level C requires 42 self-assessment elements (Annex 1) for knowledge and experience in Project Management. It is one of the main criteria to take the examination. In comparison to IPMA, there is no requirement of self-assessment for PMP®, CCE and RegPM.
3.6 Difficulty of Examination
PMP® examination consists of 200 multiple choice questions with four possible answers (a through d) that cover the professional responsibility (14.5%) and the five groups of project management process: Initiating (8.5%), Planning (23.5%), Executing (23.5%), Controlling (23%), and Closing (7%). The CCE examination consists of 300 multiple-choice questions and a minimum of 2500 words paper, excluding abstract, figures, tables and appendices. For IPMA Level C, candidates are required to take 3 parts of examination: written essay, cases discussion and interview that score a maximum of 160 points, 120 points and 120 points respectively. Therefore, the maximum of total score is 400 points for this certification.
3.7 Passing Standard
Similar to PMP®, CCE, IPMA Level C, candidates must obtain 70% or higher to receive a passing grade. In addition for CCE, the technical paper with a minimum of 2500 words is graded on a pass/fail basis and must be approved by the Certification Board. However, RegPM is competency based. Thus, examiners would assess if each candidate pass or fail the examination by using only “competent” or “not yet competent”. In order to achieve this particular certification, each candidate must demonstrate an accepted level of understanding, knowledge and practical experience in project management. Besides, each candidate needs to go through an interview after passing the examination.
3.8 Format of Examination
The PMP® examination is computer and multiple-choice questions based. The CCE is also multiple-choice questions based but requires a 2500 words paper prior to taking the exam. The latter is divided into four parts of 1,75 hours each: Parts I and IV are open book and Parts II and III are closed book. Each part has 100 points and thus the four examination parts have a maximum total score of 400 points. Moreover, RegPM and IPMA Level C have an interviewing assessment. Besides, written essays and group case discussion are required for IPMA level C.
3.9 Recertification process
After having obtained PMP®, CCE or RegPM certifications, the owners must renew their certification every 3 years, whereas every 5 years for the IPMA Level C. These processes allow individuals to demonstrate that they have maintained expertise through working experience, continuing education, professional development, and active involvement in the profession. For the PMP®, certified people have to prove 60 professional development units (PDUs) and comply with the PMI® Code of Professional Conducts. The PDU is the measuring unit used to quantify approved learning and professional service activities. Typically, one PDU is earned for every one hour spent in a planned, structured learning experience or activity. They will be charged $60 ($150 for non-members). The Cost Certified Engineers must resit the certification examination that costs $295 ($345 for non-members) or qualify by collecting 15 Continuing Education Units (CEUs, with 1CEU=10PDUs) or 150 hours. Workshops and assessment form one AIPM Registered Assessor are required for the Australian Project Managers (RegPM) to lengthen the validity of their certification. They need to pay AU$330 (AU$770 for non-members). The IPMA level C recertification process involves earning 50 recertification points, for a cost of �220 ($286).
For all these certifications, I would suggest that we go deeper in comparison on cost in terms of learning time, such as exam preparation course, study kit and books. Then, we will analyse the cost for the examination depending on type of student we are and the cost of resitting the exam when validity is over.
4.1 AACEI cost
The AACEI exam can be prepared in a four days refresher course. The cost of this entire package including the seminar with handouts, examination fees, and daily meals is only US$1875 for AACE members ($1975 for non-members) . Upon receiving your payment, they will send you your course materials, the texts and "Skills and Knowledge of Cost Engineering”. Another course, as “Basic Cost Engineering” is now offered on the Internet for a cost of $495 . The membership fees are $130 , the certification costs $295 ($345 for non-members) and the recertification process $345 for members, $425 for non-member applicants .
4.2 AIPM cost
The total cost of undertaking the RegPM will not exceed AU$1,100 if you are a member and $1,650 if you are a non-member . If you decide not to proceed with the assessment, you will be issued with a refund except for a non-refundable fee of AU$220.00. To receive the member-discounted rate, RegPM candidates must be a member of the AIPM at the time the award issues, that costs AU$385 (AU$143 for students) , AU$385 (AU$143 for students) for renew the membership19. If their membership has lapsed, candidates will be required to pay the difference between the member and non-member rate prior to the award being issued by the AIPM. In addition, non-members pay an annual registration fee of AU$550, to be included on the register of Project Managers.
4.3 IPMA cost
The IPMA exam is charged via national associations. Members of IPMA have to pay �2000 , which includes all training, materials, meals, and all social events, as well as bus transport. The candidate’s national association fixes the membership fees. If there is no national association, IPMA charges $197 ($150)21.
Non-IPMA members are charged an additional �200. Participants who have previously attended an IPMA Advanced Course are offered a reduction of �100 .
More participants from the same company registering at the same time are also offered a reduction of �100 per participant.
Delegates from transition economy countries and students from all countries are charged �1000.
4.4 PMI® cost
Mark E. Mullaly, PMP member, gives a good opinion on PMP studies and exam cost: “$555 for the examination ($405 if you're a member). An average of $1,500 in order to get the 35 hours of in-class instruction that are now required. Another $432.75 for the study kit..”
The membership fees depend on the candidate status, $119 for normal membership and $30 for students , and new individual members will be charged a $10.00 US application fee23.
4.5 Main comparisons of the costs
According to this information, the four certifications can be ranked from the less to the more expensive if we compare the membership and certification fees (for normal members): IPMA level C, CCC/CCE, PMP? and RegPM.
The market worth value of these certifications may mitigate this initial cost: Do the more costly certification is the more valuable in terms of salary increase?
In this section, the author will mainly focus on the organisation network (size, number of members, forum) and on the impact of such certifications on the salary. He will identify the worth of each certification on the market in such a competitive world.
5.1 AACEI market worth
With more than 5,500 members worldwide and 820 CCC/CCE current certified people (October 2004), AACE International is the largest organization representing the cost management professionals. AACE International is industry independent, and has members in 78 countries and 71 local sections .
From this size, there are many opportunities “to network with your peers and expand your circle of valuable business contacts”25 in such a competitive world.
Therefore, in order to increase this importance of the network, AACE International has the 16 Special Interest Groups (SIGs), each devoted to a specific industry area. The organisation has also created 12 Technical Committees, each dedicated to a specific functional area, such as cost estimating, or planning & scheduling.
The 2004 edition salary survey of the AACEI shows that the average base salary for all project and cost management professionals is $78733 (an increase of 6.6% since 2003). However, it demonstrates that someone with a CCE/CCC certification receives around $8255 more in annual salary compared to someone without (around 11% more). However this salary survey shows that the number of year of experience is also an important factor for the salary analysis.
5.2 AIPM market worth
There were 4691 members in AIPM on the 30th November 2004 for a total number of 880 Registered Project Managers since the beginning of the program in 1976. They are mainly situated in Australia, with an average of 30 % in the New South Wales.
Therefore, it is a well-integrated association only in this part of the world. The total members are in Australia area. In terms of network, the certification will be useful only in this area.
Despite the various agreements that they have with other organisations in the world, it appears to be a weak certification to work outside Australia region in terms of network.
Unfortunately, we couldn’t have access to a relevant salary survey of AIPM, however, before applying for the organisation, you should ask them for the report.
5.3 IPMA market worth
In August 2004, the association had IPMA member association offices in around 36 countries, which represents more than 30000 project management professionals. IPMA certified a total number of 7033 IPMA level C in December 2004 since 1998.
It offers its members with a wide range of service, such as the link with colleagues through the network.
Unfortunately, we could not have a lot of information about this organisation, such as a relevant salary survey. However, before applying for the organisation, you should ask your national association for this kind of information.
5.4 PMI® market worth
Worldwide there are over a total number of 89.457 PMP® certificates that provide project management services in 26 countries since 1984. Many corporations require that, for individual advancement within the corporation or for employment, the individual have the PMP® credential. PMI® organisation has 139.806 members in November 2004. There are over 200 chartered and approximately 50 potential chapters geographically dispersed over 67 countries. Each chapter level provides value to the certification through activities, meetings and educational programs.
PMI® has created a forum, called Specific Interest Group (SIG), for individuals and organizations that share common interests, industry, or project focus. Each member will “find that there are many benefits associated with SIG membership including access to quarterly newsletters, a networking directory, seminars, technical tracks at PMI’s Global Congresses, teleconferences, interactive web sites, and publications”.
This size of the organisation is a power for future careers of members, who will have wide network opportunities. It shows the value of PMI® on the market.
The latest edition of the Salary Survey made by PMI® introduces a number of features such as information on benefit packages, work environment, and career path. The main result of this survey is that “Overall PMPs are getting paid more than non-PMPs” .
According to S.L. Ardis (2000),“Passing the exam added an average of 10% to U.S. project managers’ salaries, 26% more in Canada and 31% more in Australia/New Zealand” .
5.5 Mains comparisons on the market worth
Prior to any conclusion, an important point to notice is that, except for the AACE International, we do not know the current numbers of members and certified people, only the total ones.
From the network point of view, the IPMA and the AACE are the most powerful organisations; however it depends on the location where the candidate wants to work. In fact, in the North American area, the PMI® is the most relevant organisation, while AIPM is in Australia.
PMI® and AACE have created some powerful tools for network by implementing some forms of forum. These tools allow the members to be connected with colleagues according to the industry. AACE went deeper in this area by creating two forums: one based on the industry and the other on the specific area.
On the other hand, such certifications have a direct impact on salary. Through internal survey, the organisations have generally found that a project professional will be more paid with these certifications than without. The certifications’ impacts on the salary differ geographically. However this survey shows also that years of experience are an important factor of the salary and therefore that the certification was not the only reason of salary difference.
Therefore, before applying to any organisation, a professional should decide the future geographic location of his or her work, because this will have an impact on the salary and on the network.
6.1 AACEI Market Acceptance First of all, we could notice that only 15% of the members currently own a certification (either CC/CCE or ICC, Interim Cost Consultant).
AACEI is more focused on cost estimating than project management. Even if cost is a big issue in project management, there are many others. That is why this certificate is very famous when talking about Capital Plant Investment and Maintenance projects where cost estimating impacts on the schedule, the risk analysis, the budget definition… For example, construction and manufacturing industries tend to recognize this certification .
6.2 AIPM Market Acceptance
This recent certification, which has less important recognition in the world at the moment, is trying to work in a different field, that is to say the Asian Market. This certification is very famous in Australia, and is trying to improve its field in all Asia. Even if they only get roundly 200 members out of Australia, they are growing through their “Asia Pacific Federation for Project Management” and their attempts to develop an Asian-oriented project management certification. 29% of the members are certified27.
6.3 IPMA Market Acceptance
Firms’ members, who attend the IPMA course, are numerous in the big Europe, that is to say Europe and the former communist bloc. 56% of the members28 owns a certification.
The only company recognising this certification outside this area is JGC Corporation in Japan. We also have to notice that the majority of these companies are multinational, such as Coca-Cola, HP, Cap Gemini with various activity sectors such as telecom, IT, banks, and car industries… ,
6.4 PMI® Market Acceptance
According to their website, “Major companies and government agencies worldwide recognize the PMP® certification. Several Fortune 1000 companies demand that all of their employees or subcontractors that are engaged in project management activities should be PMPs. In other words, the PMP® certification has become a market differentiator; companies that do not have PMP® certification programs are at a competitive disadvantage.
Some of the major companies that support this project management certification include AT&T, Bell South, Bell Core, Bell Atlantic, US West, Motorola, GSK, Novartis, Citibank, IBM, EDS, HP, ABB, Pacer International, Barclays, Microsoft, BBC, NCR, Eurotel, Shell, BP, and many others. Government agencies supporting PMP® certification include the U.S. Defense Systems Management College, the U.S. Department of Energy, and Canada’s Department of National Defence.”36- 64% of the members29 owns a certification. PMP® is very famous, as it is the first certification in Project Management and becomes a standard “de facto”. Everybody in project management knows it!
6.5 Main comparisons on the market acceptance
Even though the current number of certificates and members are not always available (except for AACEI), trends could be identified: PMP® is the most famous and is considered as a norm, especially in North America. CCC/CCE is more recognised in engineering industries, RegPM in Australia and IPMA level C in Europe. We think that RegPM is the one people that have to look for because of the growing of the Asian Market in which AIPM is well positioned. But we still do not know if it will become an Asian norm (are there so many differences between Occidental and Oriental management?), and how the other certification institutes will react. PMP® has to react so as not to lose its market leadership. The choice of a certification depends on the job you have or you want to apply for and maybe on your background.
As a graduate student, you should take into account the previous factors (base knowledge, level of effort, technical and experience requirement, cost, market worth and market acceptance) when you make your decision to apply for a project management certification. You have the choice among four the main organisations that are AACE, AIPM, IPMA, and PMI®. Before your final decision, you have to think about the following elements that will help you to find out the most relevant organisation(s) for your future career.
First of all, you have to think in a long-term view to identify in which part of the world you will go to work after your graduation. In fact, each region is dominated by at least one organisation, whose certification will have more power according to your geographical situation. Moreover, you should know in which industry you would work, because of the difference of market acceptance according to the industry (market worth and market acceptance).
Secondly, you have to decide how much time you can afford to spend for your preparation. In other words, how many hours you are ready to spend to take one of these examinations. For instance, you need more time to prepare for CCE than for PMP® (level of effort).
Thirdly, your “CV” should fulfil the criteria of those examinations. As a young graduate, you don’t have enough working experience to meet the CCE requirement; however your background might be enough for PMP® (Technical and experience requirement).
According to the base knowledge of each certification, you also have to identify which field of project management you want to specialise. For instance, the AACE certification focus more on the cost element in project management, while IPMA focus on the project knowledge including personal attributes and the capacity to have a project global vision.
Finally, you have to know how much you are ready to pay for such certifications, knowing that the cost to take the examination is between 2200$ and 500$ according to the organisation. We should also notice that an important percentage of the members are not certified people. This information is asking the question of the real worth of these certifications if the members do not apply for one of them. However, salary survey has shown the impact of these certifications on the salary, which increase at least 10% (minimum worldwide) (market worth, and cost)
These four certifications are project management oriented; however, there are some differences between them that should allow you to make the most relevant decision for your future career. Without any doubt, all of these project management certifications will provide you a competitive advantage on the job market.
The authors would like to show gratitude to all the Lille Graduate School of Management administration staff and lecturers, especially Ms Sarah ROSS and Mr Paul D. GIAMMALVO for their help and support during all the writing of this comparison study. They also want to thank Ms Sandy WILLARD from AACEI, Ms Lyn CRAWFORD from AIPM and also the PPM students, especially Gül GUVEN.
此主题相关图片如下：
The five authors (from the left, in the foreground: Nicolas ALQUIE, Yiu Daniel WONG; from the left, in the background: Olivier MORICET, Pierre POULLET, Armel LAMBERT) are now students at the “Project and Programme Management” Master of Science of Lille Graduate School of Management in Paris.
Nicolas ALQUIE received a B.A. in Tourism and Hospitality Management from Glion Hotel School (Switzerland) in 2003. He is currently working as a trainee in the Project Department of Carlson Wagonlit Travel France. Once completing this master, he will look after a position in a project department of a Tourism or Hospitality company. nicolas_alquie@hotmail.com
Armel LAMBERT graduated as a chemical engineer in September 2003 after internships made in the polymer chemistry field in the A.Raybond (Haut Rhin, France) and Atofina (Moselle, France) companies. He would like to start an international career where he could apply Project Management in the chemistry industry. armel_lambert@hotmail.com
Olivier MORICET graduated as a mathematical engineer in 2004 from the “INSA de Rouen, département Génie Mathématique”, France. He worked for two years in the European Synchrotron Radiation Facility (Grenoble) in the X-ray Research field. He would like to apply Project Management in the international (Mathematics/Physic) Research. o.moricet@esc-lille.fr
Pierre POULLET graduated in CESI engineer school. He worked for 10 years in Raychem, an American company, as a process engineer and then for 13 years in Faurecia, an automotive seat company, as a planner. Once completing this master, he will look after a job as Project Manager assistant in an international company based North or West part of Paris. p.poullet@tiscali.fr
Yiu Daniel WONG has a hands-on experience of project-based management since he has worked as a Project Manager for 6 years in construction of building services in Hong Kong. He has studied civil engineering at California State University of Fresno in the United States and business at TsingHua University in China. After graduation, he is planning to apply the skill and technique of project management to start his own business in China. yalewong@gmail.com
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