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ICB IPMA Competence Baseline Version 3.0

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Presentation on theme: "ICB IPMA Competence Baseline Version 3.0"— Presentation transcript:

1 ICB IPMA Competence Baseline Version 3.0
Tina Nikou Supervisor: Prof. Eslami

2 Basic terms Competence is the demonstrated ability to apply knowledge and/or skills and, where relevant, personal attributes. A certification scheme contains the specific requirements related to particular categories of people to which the same standards and rules and the same procedures apply. The certification process encompasses all activities by which a certification body establishes that a person fulfils specifies competence requirements. The assessment is the mechanism which determines a candidate’s competence by one or more means such as written, verbal, practical and observational. A qualification demonstrates the personal attributes, education, training and/or work experience of the individual.

3 competence Competence is a collection of knowledge, personal attitudes, skills and relevant experience needed to be successful in a certain function. To help assessors to judge a candidate’s competence, the competence is broken down into competence ranges.

4 Competence ranges In the third version of ICB, competent project management is described in three ranges: The technical competence range, containing 20 elements. The behavioral competence range, containing 15 elements. The contextual competence range, containing 11 elements.

5 Competence level IPMA chose to define four levels of competence:
Level A: the candidate has demonstrated successful use of the competence elements in the coordination of programs and/or portfolios. Level B: the candidate has demonstrated successful use of the competence elements in complex project situations. Level C: the candidate has demonstrated successful use of the competence elements in project situations with limited complexity. Level D: only knowledge related to the competence elements is assessed.

6 Project, program and portfolio
Is to coordinate, optimize and align with the strategy Is to achieve strategic change Is to produce deliverables The goal of a Are aligned to and monitored in the portfolio Are realized by a program Are related through the business case of a project Vision and strategy Are largely excluded from the portfolio Are largely included in a program Are largely excluded from a project Business benefits Is excluded from the portfolio Is usually included in a program Is often excluded from a project Organizational change Are based on priorities and strategic targets in the portfolio Are roughly defined within the strategy; are broken down to individual projects within the program Are defined in the business case and are manageable in a project Time, costs

7 The certification system
validity Certification process capabilities title Stage 3 Stage 2 Stage 1 5 years interview Projects director report Application, curriculum vitae, project list, references, self assessment Knowledge experience Certified projects director (IPMA level A) Project report Certified senior project manager (IPMA level B) Written exam. Options: workshop, short project report Certified project manager (IPMA level C) Not limited Option: 10 years Written exam Application, curriculum vitae, self assessment Certified project management associate (IPMA level D) The certification system

8 Element descriptions Technical competences: Project management success
interested parties project requirements & objectives risk & opportunities quality project organization teamwork problem resolution project structures scope & deliverables time & project phases resources cost & finance procurement & contract changes control & reports information & documentation communication start-up close-out

9 Behavioral competences
Leadership Engagement & motivation Self-control Assertiveness relaxation Openness Creativity Results orientation Efficiency Consultation Negotiation Conflict & crisis Reliability Values appreciation ethics

10 Contextual competences:
Project orientation Program orientation Portfolio orientation Project, program & portfolio implementation Permanent organization Business Systems, products & technology Personnel management Health, security, safety and environment Finance legal

11 Technical competences

12 Project management success
Is the appreciation of the project management results by the relevant interested parties

13 Possible steps Analyze the project and its context.
Develop a PM concept and agree to the PM contract with the customer. Execute and control PM plans and changes, report on PM performance. Collect results achieved and communicate to relevant interested parties Evaluate PM success and failure and apply lessons learnt to future projects.

14 Interested parties Are people or groups, who are interested in the performance and/or success of the project, or who are constrained by the project.

15 Possible steps Identify and prioritize the interested parties’ interests. Communicate to interested parties which of their requirements will be fulfilled or not fulfilled by the project. Include interested parties’ interests and expectations in the requirements, objectives, scope, deliverables, time schedule and costs of the project plan. Ensure the interested parties are satisfied in each project phase Execute, communicate and manage changes in the interested parties’ plan. Document the lessons learnt and apply to future projects.

16 Project requirements & objectives
Project requirements are derived from customer needs, which are driven by opportunities and threats. The project objectives are the set of targets that the project, program and portfolio managers should attain to provide the expected project benefits to the interested parties

17 Possible process steps
Gather, document and get agreement on project requirements. Define project objectives and establish a project plan. Communicate progress and changes. Validate requirements at key points in the project life-cycle. Set up project review process. Document the lessons learnt and apply to future projects.

18 Risk & opportunity Qualitative risk & opportunity assessment ranks the risks and opportunities according to their importance, as a function of their impact and probability of assessment. Quantitative risk and opportunity assessment provides a numerical value measuring the effect expected from risks and opportunities

19 Possible process steps
Identify and assess risks and opportunities Develop a risk and opportunity response plan and have it approved and communicated. Update the different project plan affected by approved risks and opportunities response plan. Continuously identify new risks, reassess risks, plan responses and modify the project plan. Control the risk and opportunity response plan. Documents lessons learnt and apply to future project.

20 quality Is the degree to which set of inherent characteristics fulfils the project requirements. It ensures long-term business success through customer satisfaction.

21 Possible process steps
Develop the quality plan Select, build and test (prototypes/models, versions, documentation) Get approval for, build and test the final version Carry out quality assurance and control Apply corrective actions to eliminate defects Document the lessons learnt and apply to new projects.

22 Project organization Is a group of people and associated infrastructure with an arrangement of, authority, relationships and responsibilities aligned to the business or function’s processes. This competence element covers the design and the maintenance of appropriate roles, organizational structures, responsibilities and capabilities for the project.

23 Possible process steps
Determine what sort of project organization and resources are required. Identify all the organizational units that will provide resources to the project. Define the roles, responsibilities, interfaces and levels of authority in the project. Communicate decisions, lead the project organization. Maintain, update and change the project organization during the project life-cycle if needed. Document the lessons learnt and apply to future projects.

24 Teamwork Teams are groups of people who work together to realize specific objectives. Teamwork covers the management and leadership of team building, operating in teams and group dynamics.

25 Possible process steps
Form=develop a common sense of purpose, belonging and commitment. Storm=assign roles, responsibilities and tasks. Norm=openness in how team members can work together. Perform=develop interdependency to obtain outstanding results. At the conclusion of the project disband the team. Document the lessons learnt and apply to future projects.

26 Problem resolution Most of the problems that arise are likely to involve the time-frame, cost, risks or deliverables of the project or an interaction between all four factors. Options to resolve problems may reducing the scope of project deliverables, increasing its time-frame, or providing more resources.

27 Possible process steps
Include procedures for detecting problems in the project plan. Analyze the problem and identify its root cause. Apply creative methods to capture ideas to solve the problem. Evaluate the ideas and select a preferred option. implement and review the effectiveness of the selected solution and make adjustments as necessary. Document the lessons learnt and apply to future projects.

28 Project structures Projects can be broken down into their constituent parts from different standpoints, e.g. work breakdown, project organization, project cost, information and document structure. The project structures are a key mechanism for creating order within the project.

29 Possible process steps
Analyze the portfolio, program or project and define the different structures which are appropriate. Define the requirements for each of the structures and how they will operate. Develop a means of displaying the structures. Elaborate, analyze and select the structures. Communicate and control project structures. Maintain the structures. Document the lessons learnt and apply to future projects.

30 Scope and deliverables
The project scope defines the boundaries of a project. It embraces the totality of all the deliverables which are included in the project. The deliverables of a project are tangible or intangible assets created by the project for the customer.

31 Possible process steps
Define interested parties’ requirements and objectives. Agree appropriate deliverables with the interested parties. Define project scope and control it in all project phases. Update the deliverables and scope when changes are agreed with the interested parties. Control the quality of the deliverables. Formally hand over the deliverables to the interested parties Document the lessons learnt and apply to future projects.

32 Time & project phases Time covers the structuring, sequencing, duration, estimating, and scheduling of activities and/or work packages, including the assignment of resources to activities, establishing project deadlines and monitoring and controlling their timely execution. A project phase is a discrete time period of the project sequence, which is clearly separate from other periods.

33 Possible process steps
Define and sequence the activities and/or work packages. Estimate duration. Schedule the project or phase. Allocate and balance resources. Compare target, planned and actual dates and update forecast as necessary/ Control the time schedule with respect to changes. Document the lessons learnt and apply to future projects.

34 resources Resource management consists of resource planning, within the identification and allocation of resources with the appropriate capability. It also includes optimizing the way resources are utilized in the time schedule as well as monitoring and control of theses resources.

35 Possible process steps
Identify what resources are required. Schedule the resources. Obtain agreement with line management for resource assignments to the project. Control the resources with respect to changes. Modify the resource estimates database at project close-out with figures for the resources actually used. Document the lessons learnt and apply to future projects.

36 Cost & finance Project cost management estimates the cost of each work package, the sub-systems and the whole project and establishes the budget for the overall project. Project finance management ensures that in all project phases project manager knows how much financial resource is required for each time interval.

37 Possible cost management process steps
Analyze and decide on project cost management system. Estimate and evaluate costs of each work package including overhead costs. Establish monitoring and controlling elements. Define cost objectives. Calculate actual resource usage and costs. Take all changes and claim into account. Analyze variances and causes, compare actual versus planned cost. Forecast cost trends and final costs. Develop and apply corrective actions. Update the cost estimate with respect to changes. Document the lessons learnt and apply to future projects.

38 Possible financial management process steps
Analyze financing options for project. Negotiate with possible sources of funds and determine conditions attached. Select source of project funding. Allocate budget to cost items, analyze advance payments. Calculate financial resource usage and cash-in and cash-out flows of the project. Establish and control, book-keeping and financial auditing systems. Validate and manage budgets. Document the lessons learnt and apply to future projects.

39 Procurement & contract
Procurement involves obtaining the best value for money from suppliers of goods or services to the projects. A contract is a legally bonding agreement between two or several parties to perform work or supply goods and services under specified condition.

40 Possible process steps
Identify and define what needs to be procured. Put bids` out to tender. Select suppliers. Establish contract administration. Execute contract. Manage changes. Accept contract completion. Close contract. Document the lessons learnt and apply to future projects.

41 changes Changes are often necessary in a project due to unanticipated occurrences. Changes must be monitored against the original project goals and objectives .

42 Possible process steps
Decide on change management policy and process to be used. Identify all proposed changes. Analyze their consequences to the project. Get changes accepted or rejected. Plan, execute, control and close approved changes. Monitor effect of changes against project baseline. Document the lessons learnt and apply to future projects.

43 Control & reports Control measures actual project progress and performance, compares it against the baseline, and takes any necessary remedial action. Reporting provides information and communication about the status of work on the project and forecasts development up until the end of the project.

44 Possible process steps
Establish an effective reporting system. Monitor project status and performance on specific dates. Analyze objectives, plans and identify any deviations; run trend forecasts Develop and apply corrective actions. Eventually adjust project objectives. Document the lessons learnt and apply to future projects.

45 Information and documentation
Information management includes modeling, gathering, selecting, storing and retrieving project data. Documentation includes all the data, information, knowledge and wisdom accrued during the project life-cycle.

46 Possible process steps involved in information
Plan the project management information system. Implement the project management information system. Control and audit the use of the project management information system.

47 Possible process steps involved in documentation
Develop a documentation management plan Classify documents. Issue documents. Store documents. Control documentation updates and versions. Archive documents.

48 communication Covers the effective exchange and understanding of information between parties.

49 Possible process steps
Set out the communication plan. Identify the target population for communication and their location. Determine what needs to be communicated and the context. Choose the place, time, duration and means of communication. Plan the communication process and prepare the material. Check the send/transmit communication. Seed feedback on the effectiveness of the communication. Evaluate and take appropriate action. Document the lessons learnt and apply to future projects.

50 Start-up The start-up workshop focuses on developing the project charter, and preparing the project plan, setting out the team roles and critical path for the project.

51 Possible process steps
Initiate start-up process. Communicate the project objectives and their context. Create a shared vision or mission for the program or project in the plans. Develop a detailed project management plan. Gain acceptance for the project management plan. Get the project team working together and focus on the purpose of the project. Secure resources, finance, equipment and facilities. Ensure adequate start-up of the project. Review the project management plan at every phase and modify it as necessary/ Document the lessons learnt and apply to future projects.

52 Close-out Refers to the completion of the project or of a phase of the project after the results of the project or phase have been delivered.

53 Possible process steps
Formalize project completion process, hand over optional documents and agree on a process to resolve open issues. Obtain customer feedback. Agree on deliverable-relayed services. Agree on conditions of warranty. Close contracts with contractors and suppliers. Complete all financial transactions and update the final costs. Hold a project close-out meeting. Release human resources and other assets. Archive project records. Issue final report. Document the lessons learnt and apply to future projects.

54 Behavioral competences

55 leadership Involves providing direction and motivating others in their role or task to fulfill the project’s objectives.

56 Possible process steps
Determine what leadership style is appropriate for the situation. Ensure it is compatible with your style and abilities. Use the chosen leadership style. Review performance and seed feedback. Document the lessons learnt and apply to future projects.

57 engagement Makes people believe in the project and want to be part of it.

58 Possible process steps
Be aware of the requirements of the various interested parties and interests of individuals in the project. Examine possibilities to include the interests of all parties, define quick wins and incentives. Appreciate and communicate achievements promptly and adequately. Work on a culture that takes pride in the project and teams achievements. Be aware of possible changes in interested parties. Document the lessons learnt and apply to future projects.

59 Self-control Or self-management is a systematic and disciplined approach to cope with daily work, changing requirements and stressful situations

60 Possible process steps
Analyze the stressful situation: where and why analyze your working behavior and determine what caused you to lose self-control Perform an analysis of strengths and weakness in the team and get the individuals tom set their goals. Identify actions to reduce stress. Communicate openly and honestly with people involved to reduce stress level. Share some of your responsibilities and tasks. Be well organized. Learn from stressful situations and loss of self-control.

61 assertiveness The abilities to state your views persuasively, so that decisions that affect the project are taken with full knowledge of their consequences.

62 Possible process steps
Identify the objectives, results and goals that should be achieved in the project. Analyze the current situation, identify what issues are likely to provoke debate and possible consequences. Assess the people involved in the discussion, their likely point of view, interests and relationships. Present your case in a calm, self-assured manner/. Express thanks to meeting participants for their interests, show appreciation for their input. Cultivate sustainable relationships with interested parties. Learn from your experiences and apply learning in the future.

63 relaxation Is the ability to relieve tension in difficult situations.

64 Possible process steps
Detect tension or fatigue within the project team. Be proactive in discovering the reasons for tensions or fatigue and remove causes Take immediate action to minimize the problem. Regularly follow-up on such situations with the team and involve them in any action plan. Document the lessons learnt and apply to future projects.

65 openness Is the ability to make others feel they are welcome to express themselves.

66 Possible process steps
Develop a policy in relation to openness. Welcome the information you receive and give your opinion on the topic of conversation Take immediate action to minimize the problem. Use open questions. Create opportunities to stimulate openness in the team When you receive positive input, praise the person who gave it, so that everyone knows that it’s appreciated. Learn from each situation and continue to improve your methods.

67 creativity Is the ability to think and act in original and imaginative ways.

68 Possible process steps
Recognize situations where there is a problem to be solved, a challenge to be addressed and where a creative approach is appropriate. Determine who can contribute to finding a creative solution, whether from the project team or elsewhere outside the organization. Get the chosen group get together, explain the problem requiring a solution and ask them to use imaginations in offering ideas. Create opportunities to stimulate openness in the team Stimulate and ‘brainstorm’ as many ideas possible Assess the merits of each idea and prioritize them. Discuss the feasibility of implementing the best ideas and select one to go forward with. Plan and forward the chosen solution. Document the lessons learnt.

69 Results orientation Means to focus the team’s attention on key objectives to obtain the optimum outcome for all parties involved.

70 Possible process steps
Define project results(objectives, deliverables) expected by all parties, clearly and unambiguously. Determine the critical path for the project, communicate this to all parties and get it accepted. Repeat theses steps during the project to manage risks, opportunities, changes and expectations. Communicate good project performance and results to interested parties.

71 efficiency Is the ability to use time and resources cost-effectively to produce the agreed deliverables and fulfill interested parties’ expectations.

72 Possible process steps
actively seek to improve current methods, processes and structures which are relevant to the project. Decide on priorities and acceptable deviations regarding time, money or work to be done. Manage the execution of work and continuously seek possible resource savings, without affecting quality. Monitor the work done and resources used and compare with the project plan. Report if the resources will not be sufficient and propose counter measures. Document the results for other projects or phases of the same project.

73 consultation Is the competence to reason, to present solid arguments, to listen to the other point of view and to find solutions.

74 Possible process steps
Analyze situation and context. Identify goals and options. Listen to others’ arguments. Identify common ground and differences. Diagnose the problem, identify solutions and take actions. Consider consequences.

75 negotiation Are the means by which parties can resolve disagreements concerned with the project to arrive at a mutually satisfactory solution.

76 Possible process steps
Decide on the desired outcome and minimum acceptable position. Set out negotiation strategy. Present options that address the issues. Consider the options to achieve a win-win negotiation. Focus on areas where you agree and maintain a positive relationship with other parties. Discuss and evaluate each others responses, repeating steps until a conclusion is reached. Document lessons learnt.

77 Conflict & crisis A conflict is a clash of opposing interests or of incompatible personalities and may threaten the achievement of the project. A crisis can be described as a time of acute difficulty, more so than would arise just as a result of a conflict.

78 Possible process steps
Consider the conflict or crisis from all parties’ viewpoints. Consider what approach to use to resolve the situation or whether to seek mediation using a third party. Consider options to resolve the situation, balancing the interests of all parties. Discuss, decide, and communicate the agreed solution. Document lessons learnt.

79 reliability Means delivering what you have said you will, to the time and quality agreed within the project specification.

80 Possible process steps
Is well organized, uses appropriate planning and scheduling techniques and maintains adequate communication with interested parties. Collects information on the interests of the various parties associated with the project and assesses their reliability on a personal and working level. Is honest and creates openness with all individuals and group representatives involved with the project. Gets agreement on the solution. Executes and manages the work performed systematically. Provides feedbacks on the lessons learnt.

81 Values appreciation Is the ability to perceive the intrinsic qualities in other people and understand their point of view.

82 Possible process steps
Ensure that your values as they relate to the project are well understood by all interested parties. Consider the values, opinions, ethics and interests of different parties who have influence in the political and social sphere in the organization and outside world. Understand and adopt an alternative point of view when appropriate. Respect and appreciate other opinions. Apply learning to future projects.

83 Contextual competences

84 Project orientation Is the term used to describe the orientation of organizations to managing by projects and the development of project management competence.

85 Possible process steps
Assess the needs of the organization to perform projects. Consider the organization and its culture and processes in relation to projects. Make the business case for implementing a project orientation. Monitor progress, learn from each project and apply experiences.

86 Program orientation Is the decision to apply and manage the concept of managing by programs and the development of competence in program management..

87 Possible process steps
List and prioritize business improvement initiatives. Confirm that there is a business case to apply program management. Align the essential programs and benefits to the strategic goals of the organization. Review results; make and communicate decisions. initiate relevant program. Monitor progress, learn from each program.

88 Portfolio orientation
Covers the prioritization of projects within an organization and the optimization of the contribution of the projects as a whole to the organization’s strategy.

89 Possible process steps
List and prioritize programs and projects in line with the organization’s strategies and goals. Allocate resources to the portfolio. Monitor and control the programs/projects of the portfolio. Initiate corrective actions. Delete programs/projects from the portfolio when they are no longer relevant. Select and add new projects/programs to the portfolio.

90 Project, program and portfolio implementation
Covers the process of establishing and continuously improving project, program, portfolio management in organizations.

91 Possible process steps
Determine the state of project, program, portfolio management in the organization versus industry benchmark and best practice. Demonstrate feasibility by pilot PPP program. Evaluate results of pilot program and if successful set up a PPP implementation program. Continuously improve by repeating process steps and implementing lessons learnt.

92 Permanent organization
Covers the relationship between project/program organizations which are temporary and the permanent entities of the lines managed organization contributing to or interfacing with the project work.

93 Possible process steps
Understand the organizational structure, objectives and ways of working. Consider interested parties structure, objectives and ways of working. Identify commonalities and differences. Consider options and consequences of each. Discuss, decide, communicate, implement. Monitor progress, implement learning cycle.

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