Unfortunately, over-emphasis on certification can lead to a loss of focus on the underlying reasons for certification. Certification is not an end in itself – rather it is a means that, in combination with other factors not necessarily connected to the certification process, is intended to produce improved business outcomes of some sort.

Results Trump Certification

By Gary Gack, Process-Fusion.net

"Certification" has become a very hot topic. Dozens (maybe hundreds) of different firms and organizations certify Six Sigma "belts" of various hues, ISO offers various ceritfications of appraisers and organizations, the Software Engineering Institute certifies CMMI Lead Appraisers who in turn appraise and "certify" organizations or processes within organizations as having achieved a given level of "maturity" or "capability". Exin and others certify several levels of ITIL specialists, and the Project Management Institute certifies Project Management Professionals. In general these certifications are based on some combination of knowledge demonstrated largely by testing and by general or specific experience demonstrating some application of the relevant discipline.

Unfortunately, over-emphasis on certification can lead to a loss of focus on the underlying reasons for certification. Certification is not an end in itself – rather it is a means that, in combination with other factors not necessarily connected to the certification process, is intended to produce improved business outcomes of some sort.

Performance is the Key

NONE of the certification frameworks mentioned above is actually based on any particular standard of performance.

Certification based only on knowledge is form without substance – results are what really count, and they depend on many factors unrelated to certification.

In the Lean Six Sigma field in particular there has been a notable increase in the number of individuals looking for projects they can execute to complete certification. This is another indication of form without substance – a type of “grade inflation”. Completing just any old project in order to get your ticket punched misses the point entirely.

I have seen instances in which managers were given specific goals to get a certain number of people "belt" certified within a certain time period. Certification normally requires individuals compete a project in addition to the training, so suddenly everything in sight becomes a six sigma project!

This trend conflicts with one of the key Six Sigma success fundamentals – the need to connect projects to important business results! Picking a project in order to get certified is putting lipstick on the pig! Six Sigma succeeds when it is driven by top-level business goals that are tightly linked to lower level “Ys”, leading to projects of appropriate scope that are clearly linked to significant business objectives.

Certification to a given CMMI level is based on achieving "Generic" and "Specific" goals, as evidenced by "Practices" relating to particular "Process Areas", as illustrated in the following table:

Goals / Practices Example – Requirements Management

None of these Goals or Practices have specific quantitative measures attached to them. It is perfectly possible that one "Level 3" organization has twice the incidence of requirements defects as another, even though both "Manage Requirements" and evidence the associated practices.

Two individuals may both be Certified Project Management Professionals, both may have the same number of years of experience, both passed the required test. One has a long history of failed projects, the other has a long string of on-time, on-budget deliveries. Interesting perhaps, but not actually very revealing about either the value of the certification or the capabilities of the individuals. Both operate in a larger context. One operates in a mature, discipline environment, the other lives in the "wild west" where managers override professional estimates, refuse to provide adequate time for quality activities, and always blame someone else for poor results. We might fault someone for putting up with such an unprofessional environment, but often enough personal circumstances limit freedom of movement.

Realizing the Value

Certification can be very valuable to individuals and their employers when organizations make a broad and sustained commitment to measured improvement. Sustained improvement does not come about as a result of heroic efforts by a few certified (or certifiable) individuals, no matter how knowledgeable, determined, or well trained. Experienced and successful practitioners have written many articles on Six Sigma success, and although their origins are from many different companies, frames of reference, and even different countries, the Critical Success Factors employed are always similar. Certification is a small part of the total picture.

If you are an individual seeking certification on your own, perhaps through an on-line program, consider the possibility that you may be looking in the wrong place. Instead of looking for certificates or projects, perhaps you (and your future employers) will be better served if you instead first look for organizations that “get it” about performance driven improvement. That’s the best path to long-term success.