For experienced practitioners in setting up PMOs, developing PM methodologies, or delivering large projects, there is the “dichotomy” in the project management industry.  On one hand there is the need to get more predictability (less variance of results) in running projects.  This would typically mean that we want standardized and mature processes by which we run projects.  (the more mature a process is, the more predictable it is and therefore less variance in the end result).

On the other hand, projects are about innovation and change in an organization. They are only successful when you have a good project team delivering them.  This means that we need to address the human and innovation aspects of projects.  In order to do this consistently, across a number of projects we need to address the competency and capabilities of the project team members.  To be successful at this, implies that we need (career) managers who excel at coaching and mentoring new project managers.  Thus, to improve our capabilities to consistently deliver project successes, our approach needs to include good coaches to improve the competency levels of the project team members.

Below is an interesting article I came across which talks about the need for a balance between the “certifications” that are generally asked for (knowledge of the standard processes if you will), and why that is not enough to secure success in projects.  Enjoy….

Why professional qualifications are not enough to secure organisational success | Training Journal.

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