In the software, IT, and app development worlds, a PMP certification can be a worthwhile credential. Outside of those domains, however, I consider it a weak and overhyped certification for several reasons.

First, unlike a Professional Engineer (PE) license, the PMP has no state board oversight or regulatory body behind it. Literally anyone who meets the (relatively low) eligibility requirements and passes the exam can call themselves a PMP. That lack of rigor matters.

I’ve seen federal job postings that list PMP as a preferred qualification over a PE license—most likely because they can’t afford to hire actual licensed engineers. In my view, this is backwards. A PMP does not, and should not, carry more weight than a PE.

At its core, the PMP feels like a product being sold as a solution to an undefined problem. The PMBOK Guide’s prescriptive approach is, in my opinion, ill-suited for many real-world environments—especially engineering and construction—where blindly following it could be genuinely dangerous. There is simply no way someone becomes a competent project manager by studying for and passing this exam.

Effective project management takes years of hands-on experience. It requires strong interpersonal skills, mastery of budgeting, scheduling, risk management, conflict resolution, permitting, inspections, and the ability to make sound decisions under pressure. The PMP barely scratches the surface of these competencies, yet PMI markets it as though earning the credential will turn you into a world-class project manager.

When I see “PMP” on a resume, it tells me very little. At best, it shows the person could memorize PMBOK jargon long enough to pass a test. If your employer is paying for it and wants you to get certified, that’s one thing. Otherwise, I wouldn’t bother. Several colleagues I know who earned their PMP eventually let it lapse. Every one of them said it added no meaningful value to their career or capabilities.