The Effects of Project Management Certification on the Triple Constraint

Abstract

This research paper describes key information technology (IT) project management activities in terms of project scope, time, and cost management, namely the triple constraint. The authors contend that the ability to properly manage and execute these activities is the quintessential component that oftentimes drives whether projects succeed or fail. The literature shows that IT projects have a dismal success rate but successful projects have been on the rise. The authors attempt to determine if the increase of successful projects correlates to the increase in the number of certified project managers. Empirical evidence is presented that indicates certified project managers do not perform project scope, time, and cost management activities better than project managers without professional certification credentials.

Engineering a Better IT Program Manager: A Comparative Study of IT PM Education and Training

“…As expected, the study found no link between a commercial PM certification and project efficiency. The study confirms the findings of previous quantitative studies (Abu-rumman, 2014;Catanio et al, 2013;Nazeer & Marnewick, 2018;Quan & Cha, 2010;Robertson, 2015;Starkweather & Stevenson, 2011). This study adds to the growing body of evidence that commercial PM certifications do not impact project efficiency.…”

“…Orchestrating the entire project demands a significantly different skill set than providing technical leadership. Lack of project management skills contributes to IT project failure (Carvalho & Rabechini, 2015;Catanio et al, 2013;Rivera-Ruiz & Ferrer-Moreno, 2015).…”

“…With the exponential growth in Project Management Professional (PMP) certifications and the PMBoK becoming the de facto commercial guide to project management, researchers might start with the hypothesis that project management certifications are critical to project success. PMP certifications have grown from 1,000 in 1993 to 412,503 in 2010 (Catanio et al, 2013). Other IT project management certifications, such as PRINCE 2, ITIL Foundation, Scrum Alliance's Scrum Master, and SAFe credentials have also thrived (Catanio et al, 2013;Cicmil & Gaggiotti, 2018).…”

“…PMP certifications have grown from 1,000 in 1993 to 412,503 in 2010 (Catanio et al, 2013). Other IT project management certifications, such as PRINCE 2, ITIL Foundation, Scrum Alliance's Scrum Master, and SAFe credentials have also thrived (Catanio et al, 2013;Cicmil & Gaggiotti, 2018). Contingency theory suggests that one certification might be more appropriate for a specific type of IT project; however, research has not supported a link between certifications and improved project outcomes.…”

Why hybrid projects fail - Development of a retrospective assessment method for hybrid projects

“…However, in a survey of IT project managers and the outcome of their projects, Joseph and Marnewick (2017) indicated when a project manager was in possession of professional certification of PMI, there was no associated improvement in successful project outcomes in terms of time, cost and quality. Likewise, Catanio, Armstrong and Tucker (2013) found that the certifications have not made the activities of project managers in project scope management, project time management and project cost management more effective. In addition, Tucker (2013) argues that the formal training and certification cannot lead to better conduct, due to the changing environments that application of knowledge and skills in project management face.…”