Are you managing software development projects and wondering whether you need to hire a certified project manager? Many recommend looking for specialists with PMP — one of the most famous international certifications. But does it really provide practical benefits in modern development?
In fact, in the IT context, where flexible methodologies like Agile and Scrum are increasingly used, traditional approaches do not always work as expected. Therefore, business owners often have a logical question whether hiring a PMP certified manager speeds up an IT project or slows it down with outdated, rigid practices.
In this article, we will examine what PMP is, and how it is applicable in software engineering. We will talk about where it can strengthen a project and where it can become a burden. We will also discuss how it differs from flexible approaches, what alternatives there are, and how to make an informed choice depending on the type of task and team.
What is PMP Certification?
PMP (Project Management Professional) is an international certification developed by PMI (Project Management Institute). Its purpose is to confirm that a specialist can manage projects at a professional level: plan work, consider risks, control budget, and coordinate a team.
To obtain this credential, candidates must pass the PMP exam, which tests their understanding of key project management principles, methodologies, and situational decision-making.
The certification is based on PMBOK (Project Management Body of Knowledge) standards — detailed and formalized rules that are widely used in many industries: from construction to IT.
What distinguishes a PMP from the typical “experienced project manager” is the rigor and structure of the approach. PMP focuses on predictability, control, and formalization. The certification places a strong emphasis on managing time, resources, communication, and client expectations. This is especially important for large and resource-intensive projects where the cost of error can be too high.
However, you should understand that PMP is not designed specifically for IT. It is a universal approach that does not always fit perfectly into the realities of agile development — where things change quickly, priorities shift, and iterativeness is more important than the final plan.
However, you should understand that PMP is not designed specifically for IT. It is a universal approach that does not always fit perfectly into the realities of agile development — where things change quickly, priorities shift, and iterativeness is more important than the final plan.
Nevertheless, often, PMP helps bring chaotic activities into order and makes the result more predictable — especially in large teams or distributed structures.
Benefits of PMP in Software Development
When a professional development project becomes large-scale — with multiple teams, contractors, integrations, and a high level of risk — only mature management can separate it from chaos. A PMP credential in such situations becomes not just a formality, but a real working tool capable of building a humanized procedure.
One of the key values of PMP is a unified, standardized approach. Unlike ad-hoc management, where each manager relies on personal experience and intuition, PMP sets a clear structure from project initiation to completion. This is especially important in areas where consistency is critical — for example, in banking software projects, where failures can impact security or regulatory compliance.
PMP managers also know how to build competent communication. This means that the client’s expectations, the team’s objectives, and budget constraints are synchronized. There are no constant revisions of plans on the fly, no feeling that the project is growing chaotically — all parties understand who should do what and when. This is especially noticeable in cases involving several external contractors or stakeholders with different interests.
In addition, having a PMP qualification increases the level of trust in the person running the process. Customers ensure that the project is managed not just by a person with years of experience, but by a team leader who knows international standards and knows how to work under difficult conditions.
Limitations of PMP in IT Projects
Despite its advantages, PMP is not a one-size-fits-all solution for all IT projects. Its main strength — structure and control — becomes a limitation at the same time, especially in cases where speed and flexibility are more important than formal consistency.
The main challenge is the rigidity of the approach. PMP is built around fixed phases and documentation, where every change goes through approval, timeline recalculation and budget revision. This approach works great in a stable framework, but does not fit well in the reality of startups or Agile teams, where the product may change every week depending on user feedback or changes in the market.
In many startups and fast-growing IT teams, it is not so essential to follow a plan as to adapt quickly. There is a conflict here: PMP assumes that the goals are clearly defined at the start, whereas in a modern product, many things become clear only in the process. The need for flexibility and iterative development calls into question the applicability of the classic PMP approach.
In addition, the culture of management itself in IT often does not match with the PMP philosophy. Scrum or Kanban teams focus on autonomy, minimum documentation and continuous improvement. Implementing strict procedures from PMP can be perceived as an inhibiting factor, especially if the manager does not adapt them to the real-world context.
| Aspect | PMP Benefits | PMP Limitations |
| Structure and Process | Clear step-by-step workflow, control across all stages | Hard to adapt when requirements change frequently |
| Communication & Management | Well-defined communication with clients, teams, and vendors | Can overload interactions with formalities, not suitable for adaptive methods |
| Transparency & Oversight | Clients clearly see task status, possibilities, and responsibilities | Excessive control may slow down decision-making and limit flexibility |
| Manager Credibility | PMP certification builds trust, especially in corporate and B2B settings | In startups, flexibility and hands-on involvement often matter more |
| Scale & Complexity | Great fit for large-scale, distributed, or multi-team projects | May be overkill for small, fast-moving or exploratory projects |
PMP in Software Development: Pros and Cons
PMP vs Agile: Which One Works Better?
When it comes to IT project management, one of the main questions is whether to choose a strict and predictable model like PMP or a flexible and adaptive one like Agile? Both approaches are used in practice, but they produce very different results depending on the project context.
PMP is built on a clear structure where the project goes through fixed stages: initiation, planning, execution, control, and completion. This waterfall approach is perfect for projects with predefined requirements, fixed budgets and a high cost of error. Here it is important to move predictably from start to finish, avoiding deviations.
Agile, on the other hand, assumes that requirements will change along the way. It is an iterative approach with a focus on fast results, constant feedback and adaptation. Agile works well where the product is developed “as it goes” rather than according to a rigid plan: for example, in startups, mobile apps, B2C platforms or creative tasks.
How to choose
The choice of approach depends on the context. But many organizations find that a hybrid approach offers the best of both worlds — PMP for high-level structure and governance, and Scrum within teams for agility and speed. This setup is widely used in enterprise and outsourced development projects.
In the end, it’s not a question of which approach is “better,” but which one meets the challenges of your particular task — in terms of speed, control, budget, and level of uncertainty.
Alternative Certifications for IT Project Managers
While PMP certification remains one of the most respected certifications in project management, it is not always ideal for a dynamic IT sphere. Especially where processes are adaptive, the product evolves quickly, and priorities change frequently. In such cases, it makes sense to consider alternative certifications that are more tailored to Agile approaches or the specifics of modern teams.
A Scrum Master (CSM) is not a manager in the classical sense, but a facilitator of the procedure. His task is to make the team members work as efficiently as possible: without blockers, with clear tasks and within short sprints. CSM certification confirms that the specialist knows how to run the process according to Scrum, not people. This is an approach that works particularly well where plan goals can change on the fly — for example, in startups and digital products.
SAFe (Scaled Agile Framework) is suitable for those working in large organizations where you need to scale Agile to dozens or hundreds of people. SAFe combines the principles of Lean, Agile, and system thinking. It is not just a certification, but an entire framework that allows you to implement Agile at the portfolio, program, and team level. It is especially relevant for large outsourcing projects, integration programs and product lines.
PRINCE2 (Projects IN Controlled Environments) is an alternative to PMP, particularly popular in Europe. It is a more rigidly structured approach to project management, with clear roles, phases and documentation. Unlike PMP, PRINCE2 is less experience-oriented and more process-oriented. It is suitable for organizations that value predictability and standardization.
The choice between these certifications depends on the context:
| Certification | Best For | Key Features | Strengths | Limitations |
| CSM | Product teams, Agile methodology, startups, cross-functional squads | Team self-organization, sprints, retrospectives, daily syncs | Fast adoption, simple to implement, highly flexible | Less suitable for large-scale, highly regulated or formal projects |
| SAFe | Large enterprises, corporate IT, multi-team coordination | Scaled Agile planning, team-of-teams sync, portfolio/program-level governance | Great for aligning multiple teams, keeps agility across complex environments | Complex to implement, requires training and organizational shift |
| PRINCE2 | Government, enterprise-level projects, Europe-based companies | Structured procedure with defined phases, roles, documentation, and focus on business justification | High predictability, control, well-defined responsibilities | Not flexible, poorly suited to fast-paced software engineering |
PMP Alternatives: When to Consider Other Options
When PMP is Truly Valuable in Software Development
According to many PMP managers, this approach reveals itself in cases where “everything must work from the first try”. This is a typical situation for large corporate implementations, contracts with external clients, and in areas with a high level of regulatory requirements — fintech, healthcare, and the public sector.
In such cases, mistakes are costly. Any mistake can affect not only timelines or budgets, but also compliance, data security, and brand reputation. Agile in these cases is often too flexible, too informal. It does not provide the level of control and transparency that is needed at the start and during implementation.
Certified managers emphasize: PMP allows you to build an initiative from the very beginning so that each party (whether customer, contractor or end business user) has a clear understanding of what will be done, when, and by whom. This reduces the possibility of misunderstandings, conflicts and duplication of tasks.
PMP also works well in distributed teams and multi-level structures — where there is not just one person but a number of coordinating links between the project initiator and the executor. In such cases, adaptive approaches like Scrum can fail if there are no add-ins to direct expectations and overall cohesion.
In practice, the higher the responsibility and the cost of error, the higher the value of PMP.
Let’s Summarize
PMP certification is globally recognized, but not universal. In certain circumstances, it can be an advantage, especially in projects with a clearly defined scope, high responsibility and strict control requirements. In such situations, it’s critical to follow best practices and rely on a structured approach to ensure successful project outcomes.
In a fast-changing landscape — as with technological products — flexibility and speed are also important. This is why tech companies are increasingly looking for balanced approaches that combine structure with adaptability. It is important not just to choose a method, but to understand which management model will allow the project to proceed in a stable and transparent manner — and not “fail” at the growth or scaling stage.
SCAND has been working with IT projects of any complexity and scale for more than 20 years. We know how to build processes so that the client gets not only the result, but also confidence in its achievement. With us you can count on professional support, strict deadline compliance, quality control and confidently passing all stages — from idea to launch.
In the end, it is not just about the method. It is important that the team is led by someone with the right expertise, to keep the task moving in the right direction, and to ensure that processes help rather than hinder. This approach allows you to empower your team, build trust, and consistently deliver even the most complex tasks.
PMP it’s a tool that demonstrates not only technical knowledge but also strong leadership — the ability to supervise teams, communicate across departments, and ensure delivery under pressure. In the right context PMP can strengthen your position as a project manager and accelerate your career.
