So you’re already a Certified Associate in Project Management (CAPM)®? Congratulations! Now you might be thinking of moving on in your career to earn the Project Management Professional (PMP)® designation. The good news is that your CAPM studies and exam experience will help you get there faster.
So you’re already a Certified Associate in Project Management (CAPM)®? Congratulations! Now you might be thinking of moving on in your career to earn the Project Management Professional (PMP)® designation. The good news is that your CAPM studies and exam experience will help you get there faster.
But before we get started, let me address a common question: is it possible to convert your CAPM to a PMP somehow?
No, you can’t convert your CAPM certificate or ‘upgrade’ it to become a PMP. You have to take the PMP assessment.
There’s no shortcut that lets you save time and only do a shorter version of the exam, for example. There are routes to ‘upgrade’ other certificates – for example, PRINCE2 Practitioner holders can take an accelerated route to earn the APM PMQ certification – but currently, there is nothing like that for PMP.
But don’t worry, there are still advantages to being a CAPM holder.
Want to get your CAPM? Check out the CAPM Exam Prep course that I recommend.
In context
- Topic: Proyectos, PMO y Riesgos — Gestión de proyectos, oficinas de proyecto y riesgo del portafolio.
- Source: Rebel's Guide to PM
- Published: 16/10/2026
Continue reading at the original source →
Excerpt published automatically by the site radar. The full text belongs to its publisher and is linked above.
Why it matters
In project management, nearly everything discussed as a technical problem is really a problem of expectations badly negotiated at the start. Scope, time and cost were agreed at a moment when nobody had enough information, and afterwards nobody wanted to reopen the conversation.
I read these things looking for where the risk sat before it became an incident. It was almost always already written in some register nobody reviewed, with an assigned owner who never found out they were one. A risk identified and not managed is worse than one never identified: it creates the false sense that there is control.
What usually goes wrong
What I see fail most is the absent sponsor. They sign the kick-off, appear in the photo, and do not come back until there is a problem. Without somebody with real authority clearing obstacles every fortnight, the project manager ends up negotiating as an equal with areas that do not report to them, and loses.
What to watch
- Which risks are identified, who owns each one, and when they were last reviewed.
- The size of the first useful delivery: the further out it is, the more it resembles a bet.
- How it was estimated and how close the same organisation's previous estimates turned out to be.
How I read this entry
I would use it to review how the organisation estimates. If historical estimates were systematically out by half and nobody adjusted the method, no project will land well: you are planning with a ruler that measures short and blaming the team for not reaching the mark.
This entry is an excerpt from the original source, selected by the site radar. The commentary above is the site's own and does not belong to the cited publisher.
Comments
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Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
