By Gabor Stramb
July 31, 2025
The project management job market has a glaring contradiction that is blocking talented newcomers from entering the field. Companies routinely post “entry-level” project manager positions while simultaneously requiring the Project Management Professional (PMP)® certification—a requirement that makes impossible to meet.
This disconnect reveals a fundamental challenge of what entry-level roles should accomplish and how organizations can effectively build their project management talent pool from the ground up.
Understanding PMP Certification Requirements
To earn a PMP certification, candidates must meet the requirements of 36 months of leading project experience and 35 hours of formal training. These prerequisites clearly position PMP as a mid-career certification, not an entry-level requirement.
The certification was designed specifically for professionals who have already demonstrated project leadership experience. It is meant to validate and formalize knowledge that practitioners have gained through years of hands-on work, not serve as an entry barrier for newcomers.
“PMP is your bachelor's degree in project management.”
When job posts demand PMP certification for junior roles, they are essentially saying they want senior-level experience to manage multiple low complexity projects. This approach is fundamentally counterproductive, creating an impossible catch-22 for aspiring project managers.
The Hidden Costs of This Approach
This hiring practice has broader implications beyond individual frustration. Organizations miss out on fresh perspectives, diverse backgrounds, and hungry talent that could bring innovation to their project teams.
Requiring a PMP for entry-level roles not only misrepresents what the certification is designed for—it also makes it difficult for emerging talent who bring fresh energy, adaptability, and people skills to the table. I have seen firsthand how junior PMs thrive when given the right mentorship and tools, even without formal certifications.
What Really Makes a Great Junior PM
The most successful junior project managers excel because of core competencies that cannot be taught through exam preparation.
Initiative drives them to take ownership and solve problems proactively. Strong organizational skills help them manage timelines, resources, and stakeholder expectations. Excellent people skills enable them to communicate effectively and build relationships across teams.
Tools and methodologies are learnable; character traits and soft skills are much harder to develop. A motivated individual with strong interpersonal skills can master project management software in weeks, but developing emotional intelligence and leadership presence takes years.
The Real Solution
Companies serious about building strong project management teams should focus on identifying candidates with the right aptitude and attitude, then invest in their development. This means looking beyond certifications to assess problem-solving abilities, communication skills, and leadership potential.
Investing in junior talent creates loyalty, builds institutional knowledge, and develops leaders who understand the company’s unique culture and challenges. The PMP certification serves an important purpose for experience. However, using it as a gatekeeper for entry-level positions only perpetuates a cycle that excludes fresh talent.
Let’s shift the focus from gatekeeping to growth and start investing in potential, not just credentials.
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Gabor Stramb has over 14 years of experience leading projects in the Energy (oil & gas) and Telecommunication industries. Gabor founded Projectcertifications.com in 2021, which helps project aspirants to pass the CAPM/PMP exams. His main vehicle in this area is the weekly study group, and works in close partnership with PMI UK chapter.
Gabor has a master’s degree in project management and certification from George Washington University.
