THE PROFESSION OF ACQUISITION
FIGURE 2
3rd level of project
management OVER 760 PfMP CERTIFICATIONS EARNED
PORTFOLIO MANAGEMENT: the centralized management of projects, programs and operations as a group to achieve strategic objectives.
2nd level of project
management OVER 2,700 PgMP CERTIFICATIONS EARNED
PROGRAM MANAGEMENT: the application of knowledge, skills and principles to achieve program objectives and obtain benefits not available by managing efforts individually.
1st level of project
management
OVER 960,000 PMP CERTIFICATIONS EARNED
PROJECT MANAGEMENT: the application of knowledge, skills, tools and techniques to meet project requirements.
LEVELING THE BARS Junior acquisition workforce members earning the PM Level I credential have one year of experience with cost, schedule and performance responsibilities. Tey are generally working at the project level and would benefit from learning and apply- ing project management fundamentals and earning the PMP credential. Inter- mediate members of the PM career field, who have at least two years of experience managing cost, schedule and performance in the PM field, would benefit from learn- ing and applying the fundamentals of program management and earning the PgMP credential. And finally, the more seasoned members of the PM career field, who must have at least four years of expe- rience to be PM Level III certified and usually are transitioning into portfolio management, would benefit from learning and applying the fundamentals of portfo- lio management and earning the PfMP credential.
GLOBAL STANDARD
The Project Management Institute, recognized as the world’s leading association for project, program and portfolio management professionals, establishes standards and offers certifications in those three areas. (Graphic by USAASC)
A project is a temporary endeavor to create a unique product, service or results, and project management is the application of knowledge, skills, tools and techniques to meet project requirements. At a higher level is program management—the appli- cation of knowledge, skills and principles to achieve program objectives and obtain benefits not available by managing efforts individually. At the highest level is portfolio management—the centralized manage- ment of projects, programs and operations as a group to achieve strategic objectives.
76 Army AL&T Magazine Spring 2020
Currently, the PM career field within the acquisition profession has training, education and experience requirements for Levels I, II and III. I propose that PM Level I include earning the PMP creden- tial, PM Level II the PgMP credential, and PM Level III the PfMP credential. Te tiers of increased scope, responsibility and experience associated with proj- ect, program and portfolio management already align with DAWIA PM Levels I, II and III.
Te PMP, PgMP and PfMP certifica- tions align not only with the three levels of DAWIA certifications but also with the typical DOD acquisition manage- ment hierarchy. Each of the services has program executive offices (PEOs), which already represent portfolios—groups of projects, programs or operations that are centrally managed. It’s important not only for the PEO to have the PfMP certifica- tion but also for members of the PEO staff. Furthermore, PEOs usually comprise multiple program management offices (PMOs), each led by a program manager supported by the PMO staff. Te PM and PMO staff would benefit from earn- ing the PgMP certification. Finally, the PMO typically also has subordinate prod- uct offices led by a product manager and supported by project officers. Te product managers and project officers would bene- fit from earning the PMP certification.
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