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International Project Management Association Comparison between ICB and other Project Management Standards ICB Revision Project Core team members Gilles Caupin (Project Manager) Hans Knöpfel Gerrit Koch Klaus Pannenbäcker Francisco Pérez-Polo Chris Seabury October 2004

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Page 1: Informe Comparacion Sistemas de Certificacion

International Project Management Association

Comparison between ICBand other

Project ManagementStandards

ICB Revision Project Core team members

Gilles Caupin (Project Manager)

Hans Knöpfel

Gerrit Koch

Klaus Pannenbäcker

Francisco Pérez-Polo

Chris Seabury

October 2004

Page 2: Informe Comparacion Sistemas de Certificacion

International Project Management Association

ICB Revision Project Comparison of ICB with other PM standards - October 2004 1

TABLE OF CONTENTS

table of contents..................................................................................................................1

Purpose of this document:....................................................................................................2

Part 1 Global Comparison between ICB and other Project Management

Standards ........................................................................................................................ 3

Part 2 Presentation of Other Project Management Standards................................. 6

Part 3 Additional information about other standards.................................................25

A Guide to the Project Management Body of Knowledge.......................................................26

Structure of the GPMBOK® Guide ..................................................................................26

Mapping ICB elements to PMBOK® Guide......................................................................29

Summary Comparison between PMBOK® guide and ICB ......................................................37

Project Management Institute Certification System................................................................38

Comparison between PMI / PMCDF and IPMA / ICB+ICRG ..................................................39

Executive Summary .....................................................................................................39

Content .......................................................................................................................401. Situation.........................................................................................................................................................40

2. PMCDF Architecture.....................................................................................................................................413. PMCDF Element and Structure...................................................................................................................48

4. PMCDF Scorecard for Project Manager Evaluation .................................................................................60

OPM3 (Organisational Project Management Maturity)...........................................................62

OPM3 Architecture .......................................................................................................62

Using OPM3. ...............................................................................................................68

PMCC (Japan) Certification System....................................................................................71

PRINCE 2 ........................................................................................................................76

PRINCE2 RegisTration System.....................................................................................86

Part 4. A Comparison between the ICB and the AIPM NationalCompetency Standards for Project Management..........................................87

Page 3: Informe Comparacion Sistemas de Certificacion

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ICB Revision Project Comparison of ICB with other PM standards - October 2004 2

PURPOSE OF THIS DOCUMENT:

October 2004 2

PurposeTo briefly explain other PM reference documentsTo identify suggestions for ICB improvement

October 2004 3

Documents analysedProject Management Institute:

A Guide to the Project Management Body of Knowledge, 2000 Edition (PMBOK® Guide)Project Manager Competence Development Framework (PMCDF)OPM3: Organisational Project Management Maturity Model

AIPM: AIPM National Competency Standards forProject ManagementPRINCE2™Project Management Certification Center(Japan): A Guidebook of Project and Program Management for Enterprise Innovation (P2M). (Uncompletelytranslated into English).

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ICB Revision Project Comparison of ICB with other PM standards - October 2004 3

Part 1Global Comparison between ICBand other Project ManagementStandardsCopy of a presentation to the CVM Panel in Bilbao, on October 10th, 2004.

Page 5: Informe Comparacion Sistemas de Certificacion

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ICB Revision Project Comparison of ICB with other PM standards - October 2004 4

October 2004 5

None May be used

as reference

document

It should be

used as

referent

document

Totally

oriented

Oriented towards individual PM certification

ICB

PMBOK® Guide

PMCDF

OPM3

AIPM

PRINCE 2

P2M

Oriented towards individual PM practice

ICB

PMBOK® Guide

PMCDF

OPM3

AIPM

PRINCE 2

P2M

Oriented towards Organization's PM maturity

ICB

PMBOK® Guide

PMCDF

OPM3

AIPM

PRINCE 2

P2M

October 2004 6

Number of projects focused Single project

Program Projects portfolios

ICBPMBOK® GuidePMCDFOPM3

AIPMPRINCE 2P2M

Shows them

Tells what to do to be competent

Defines the processes to do them

Describes the processes to do them

Details how to apply tools and techniques

Hard aspects (Tools, techniques, methods) a PM has to be competent inICBPMBOK® GuidePMCDFOPM3AIPM

PRINCE 2P2M

"Soft" aspects (Personal attitudes and behaviour)ICBPMBOK® GuidePMCDFOPM3

AIPMPRINCE 2P2M

Page 6: Informe Comparacion Sistemas de Certificacion

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ICB Revision Project Comparison of ICB with other PM standards - October 2004 5

Assessment: Individual No means to assess individual competency

Competency is subjectively assessed

Competency is objectively assessed

Helps to set improved objectives

Describes how to reach improved objectives

Project Manager assessment in hard aspects (e.g. ICB 42 elements of competence)ICBPMBOK® GuidePMCDFOPM3AIPMPRINCE 2P2M

Project Manager assessment in soft aspects (personal attitude and attributes)ICBPMBOK® GuidePMCDFOPM3AIPMPRINCE 2P2M

No means to assess organisational competency

Helps to evaluate actual position

Contains tool to evaluate organisational position

Helps to set improved objectives

Describes how to reach improved objectives

ICBPMBOK® GuidePMCDFOPM3AIPMPRINCE 2P2M

Organisational project management asessment

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ICB Revision Project Comparison of ICB with other PM standards - October 2004 6

Part 2Presentation ofOther Project ManagementStandards

Page 8: Informe Comparacion Sistemas de Certificacion

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ICB Revision Project Comparison of ICB with other PM standards - October 2004 7

October 2004 8

A Guide to the Project Management Body of Knowledge

(PMBOK® Guide)To identify and describe that subset of the PMBOK® that is

generally accepted

Project Management Institute

9

PMBOK® Guide Architecture• Detailed descriptions

• Project phases and life cycle

• Project stakeholders

•Organisational influences

• Key management skills

• Social - Economic influences

• Succint descriptions – ICB style

PM Context

PM Processes

PM Processes groups to manage a project or a project phase • Initiating processes• Planning processes• Executing processes• Controlling processes• Closing processes

• Definitions of 39 processes

• Allocation of each to a group of processes

• Identification of their interactions

PM Knowledge

Areas

Definition of 9 Project Management knowledg areas and description of those processes, out of the 39 processes, belonging to each PM area• Project Integration Mgmt processes• Project Scope Mgmt processes• Project Time Mgmt processes• Project Cost Mgmt processes• Project Quality Mgmt processes• Project Human Resources Mgmt processes• Project Communications Mgmt processes• Project Risk Mgmt processes• Project Procurement Mgmt processes

For each of the 39 processes

Definition & succint description of

• Inputs to the process

• Tools and techniques to carry out the process

•Outputs of processAppendices Glossary

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October 2004 10

PMICertification

SystemCAPM

TITLE CHARACTERISTICS EXAMINATION

METHOD

APPLICATION

REQUIREMENTS

PRIVILEGES PRICE

CAPM ™ Certified Associate in Project Management

• A CAPM is a project management practitioner who has demonstrated fundamental project management knowledge and experience by supporting projects using project management tools, techniques, and methodologies. While participating as a member of a project team the CAPM typically relies on experienced project management practitioners for guidance, direction, and approval.

• Acceptable and valid level of understanding and knowledge of Project Management

• Submit one Experience Verification form per participated project

• Knowledge -based written examination: 150 questions in 3 hours.

Category 1 • Bachelor or

equivalent University degree

• 1500 hours of PM experience in the 5 groups of PM Processes

• 24 non overlapping months of PM experience in previous 5 years

• 23 contact hours of PM education in all 9 PM knowledge areas

Category 2 • High school

diploma or equivalent 2ry school credential

• 2500 hours of PM experience in the 5 groups of PM Processes

• Rest as in Category 1

• Validity: 5 yrs max.

• No revalidation: Apply for PMP or re-take CAPM exam.

• 300 $ non-member

• 225 $, member

October 2004 11

PMICertification

SystemPMP

TITLE CHARACTERISTICS EXAMINATION METHOD

APPLICATION REQUIREMENTS

PRIVILEGES PRICE

PMP™ (Project Management Professional)

• Meet specific education and experience requirements and agree to adhere to a code of professional conduct

• Knowledge-based written examination

• 400 questions in 4 hours

Category 1 • Bachelor or

equivalent University degree

• 4500 hours of PM experience in the 5 groups of PM Processes

• 36 non overlapping months of PM experience in previous 6 years

• 35 contact hours of PM education in all 9 PM knowledge areas

Category 2 • High school

diploma or equivalent 2ry school credential

• 7500 hours of PM experience in the 5 groups of PM Processes

• 60 non overlapping months of PM experience in previous 8 years

• 35 contact hours of PM education in all 9 PM knowledge areas

• Validity: 3 yrs.

• Revalidation: 60 PDU’s

• $555, non-member

• $405, member

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October 2004 12

Project Manager Competence Development Framework

PMCDFGuidance on defining project manager competence.

A standard to provide individuals and organisations with

guidance on how to manage the professional development

of the project manager

Project Management Institute

October 2004 13

PMCDF Structure - 1Foreword and PrefaceSection 1 – Competency Framework Overview

Purpose of the Project Manager Competency FrameworkWhat Is Competence?

A Working DefinitionProject Manager Competency and Organisational Maturity

PM Competence and Specific Application Competence

Design and Structure of the PMCD FrameworkDesign of the PMCD FrameworkStructure of the Overall PMCD Framework

Structure of the PM Knowledge and Performance CompetenciesNumbering Scheme for PM Knowledge and Performance CompetenciesStructure of the PM Personal Competencies

Numbering Scheme for PM Personal Competencies

A Graphical View of the Overall PMCD Framework StructureUsing the PMCD Framework

What the PMCD Framework Provides

Tailoring the Project Manager Competency Framework

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October 2004 14

PMCDF Structure - 2Section 2 - PM Knowledge / Performance Competencies

Purpose of the PM Knowledge & Performance Competencies

Unit of Competence – Project Integration ManagementUnit of Competence – Project Scope ManagementUnit of Competence – Project Time Management

Unit of Competence – Project Cost ManagementUnit of Competence – Project Quality ManagementUnit of Competence – Project Human Resources Management

Unit of Competence – Project Communications ManagementUnit of Competence – Project Risk ManagementUnit of Competence – Project Procurement Management

Section 3 - Personal CompetenciesPurpose of the Personal CompetenciesUnit of Competence – Achievement and Action

Unit of Competence – Helping and Human ServiceUnit of Competence – Impact and InfluenceUnit of Competence – Managerial

Unit of Competence – CognitiveUnit of Competence – Personal Effectiveness

October 2004 15

Example of a K/PElement: _1.2.1

_. 1 Unit of Competence – Project Integration Management

_. 1.2 COMPETENCY CLUSTER: Planning

Elements Performance Criteria

_. 1.2.1 Conduct Project Plan Development

(PMBOK® 4.1)

.1 Determine the project plan development methodology

.2 Identify the project stakeholders and project / organization responsibility relationships

.3 Identify the interface points with other projects in the organisation

.4 Develop a stakeholder management plan

.3 Define and utilize a Project Management Information System to assist in the gathering, integration, interpretation, and dissemination of the inputs and outputs of all project processes

.4 Identify and develop an integrated project plan, including the project charter, the scope statement, the WBS, responsibility assignments, schedules, milestones, key staffing requirements, budgets, performance measurement baselines, lists of key risks, risk response plans, management review plans outlining the project management approach, the project execution plan, and other subsidiary management plans

.5 Determine the overall project management plan for use in managing and controlling project execution

.6 Describe the difference between dynamically updating the project plan and preserving the project performance measurement baseline

Examples of Self-Assessment Guidelines

KNOWLEDGE COMPETENCIES

Demonstrate a knowledge and understanding of: • The inputs to project plan development • The tools and techniques utilised for the

development of the project plan • The outputs of project plan development

PERFORMANCE COMPETENCIES

Demonstrate an ability to develop a: • Project management plan

• Stakeholder management plan

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October 2004 16

B.4. Managerial

B.4.3 Team Leadership Team Leadership is the intention to take a role as leader of a team or other group. It implies a desire to

lead others.

Element Performance Criteria

B.4.3.1 Demonstrates leadership of the project.

.1 Informs a person affected by a decision about what is happening, ensuring the group has all of the necessary information.

.2 Uses authority fairly making a personal effort to treat all team members equitably.

.3 Promotes project team effectiveness by using strategies to promote morale and improve productivity.

.4 Takes care of the project team protecting it and its reputation vis-à-vis the larger organisation, or community at large. Ensures that the practical needs of the project team are met.

B.4.3.2 Leads the project team.

.1 Leads directly those project team members with a direct reporting relationship to the project manager.

.2 Invests extra time and effort over an extended period of time to lead the project team.

Example of a

PersonalCompetency

Cluster: Team

Leadership

PMCD Framework Structure

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October 2004 18

PMCDF Structure - 3Section 4 – Developing Competence as a Project Manager

IntroductionTailoring AssessmentMethodology for Achieving Competence

Stage 1. Developing Applicable Elements and Performance CriteriaStage 2. Determine Desired Levels of Proficiency

Stage 3. AssessmentStage 4. Addressing Gaps in CompetenceStage 5. Progression toward Competence

Project Manager Competency Summary ScorecardAppendix A - The Project Management Institute Standards Setting ProcessAppendix B - Evolution of the PMCD FrameworkAppendix C – Contributors and ReviewersProject Manager Competency GlossaryReferencesIndex

October 2004 19

Project Managem

ent Com

petency Summ

ary Scorecard -1

P M K n o w l e d g e a n d P e r f o r m a n c e C o m p e t e n c i e s P r o j e c t M a n a g e r : A s s e s s m e n t D a t e : Assessor :

K n o w l e d g e Performance K n o w l e d g e Performance K n o w l e d g e Performance K n o w l e d g e Performance K n o w l e d g e Performance

In tegra t ion Management

Scope Managemen t

T i m e M a n a g e m e n t

Cost Management

Q u a l i t y M a n a g e m e n t

H R M a n a g e m e n t

Communica t ions Management

R i s k M a n a g e m e n t

Procurement Management

# a r e a s w i t h n o g a p s

#area with marginal gaps

# areas w i th s ign i f i can t gaps

Tra i t s Score Score

A c h i e v e m e n t a n d A c t i o n 0

Ach ievement Or ien ta t ion 1

Concern for Order , Qual i ty ,

and Accu racy 2

Initiative 3

Information Seeking

He lp ing and Human Serv i ce Score

Interpersonal Understanding 0

Customer Serv ice Or ientat ion 1

Impact and Inf luence 2

Impact and In f luence 3

Organizat ional Awareness

Relat ionship Bui ld ing Score

Manager ia l 0

Deve lop ing Others 1

Direct iveness; Asser t iveness

and Use of Posi t ional Power

2

Teamwork and Coopera t ion 3

Team Leadership

Cognative

Analyt ica l Think ing

Conceptual Thinking

Persona l E f f ec t i veness

Sel f -con t ro l

Sel f -conf idence

Flexibil i ty

Organizat ional Commitment

# a r e a s w i t h n o g a p s

#area with marginal gaps

# areas w i th s ign i f i can t gaps

Project Manager Competency Summary Scorecard

C o m p o n e n t

P M B O K®

Knowledge Areas)

In i t iat ion P lann ing E x e c u t i o n Contro l l ing C los ing

PM Per fo rmance Competenc ies (Demons t rab le Per fo rmance)

Persona l Cometenc ies (Behav iors and Mot iva tors )

N o t R a t e d

N o t R a t e d

H igh ly E f fec t i ve - Exh ib i t s a ve ry good examp le o f th i s competency ac ross a l l s i tua t ions .

Min ima l l y E f fec t i ve - Bare ly exh ib i t s th is competency the way we expec t o f PMs.

Ef fec t ive - Exh ib i ts an adequate example o f th is competency across most s i tua t ions .

C o m m e n t s

Has not had oppor tun i ty to demonst ra te one or more a t t r ibu tes o f th is competency.

Has no t fu l l y demons t ra ted th is competency as descr ibed .

Has f u l l y demons t ra ted t h i s compe tency as desc r i bed .

P e r s o n a l C o m p e t e n c i e s R a t i n g S c a l e s

N o t R a t e d

Exposed to Concep ts - Fami l i a r w i th te rms and concep ts .

Prof ic ient - Exhib i ts an acceptable level of knowledge and understanding of th is area.

Development Needed - Exhib i ts a l imi ted level of the knowledge and understanding expected.

PM Knowledge Competenc ies (Knowledge & Unders tand ing )

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Project Management Competency Summary Scorecard - 2

PM Know ledge and Pe r fo rmance Compe tenc ies Project Manager: Assessmen t Da te : A s s e s s o r :

Knowledge Performance Knowledge Performance Knowledge Performance Knowledge Performance Knowledge Performance

Integrat ion Management

Scope Managemen t

T ime Management

Cost Management

Qual i ty Management

HR Management

Commun ica t ions Management

R isk Management

Procurement Management

# a reas w i t h no gaps

# a r e a w i t h m a r g i n a l g a p s

# a reas w i th s ign i f i can t gaps

Component

PMBOK ® Know ledge A reas )

Init iation Planning Execut ion Control l ing Clos ing

S c o r e

0

1

2

3

S c o r e

0

1

2

3

H a s n o t f u l l y d e m o n s t r a t e d t h i s c o m p e t e n c y a s d e s c r i b e d .

H a s f u l l y d e m o n s t r a t e d t h i s c o m p e t e n c y a s d e s c r i b e d .

N o t R a t e d

Exposed t o Concep ts - Fam i l i a r w i t h t e rms and concep ts .

P ro f i c i en t - Exh ib i t s an accep tab le l eve l o f know ledge and unde rs tand ing o f t h i s a rea .

D e v e l o p m e n t N e e d e d - E x h i b i t s a l i m i t e d l e v e l o f t h e k n o w l e d g e a n d u n d e r s t a n d i n g e x p e c t e d .

P M K n o w l e d g e C o m p e t e n c i e s ( K n o w l e d g e & U n d e r s t a n d i n g )

P M P e r f o r m a n c e C o m p e t e n c i e s ( D e m o n s t r a b l e P e r f o r m a n c e )

N o t R a t e d

Has no t had oppo r tun i t y t o demons t ra te one o r more a t t r i bu tes o f t h i s compe tency .

October 2004 21

Project Management Competency Summary Scorecard - 3

Traits Score Score

Ach ievemen t and Ac t i on 0

Ach ievement Or ien ta t ion 1

Concern fo r Order , Qua l i ty ,

a n d A c c u r a c y 2

Initiative 3

In fo rma t i on Seek ing

Help ing and Human Serv ice Score

In te rpersona l Unders tand ing 0

Cus tomer Se rv i ce Or ien ta t i on 1

I m p a c t a n d I n f l u e n c e 2

Impac t and In f luence 3

O r g a n i z a t i o n a l A w a r e n e s s

Rela t ionsh ip Bu i ld ing Score

Manager ia l 0

Deve lop ing Others 1

D i rec t i veness ; Asse r t i veness

and Use o f Pos i t i ona l Power

2

Teamwork and Coope ra t i on 3

Team Leadersh ip

Cognat ive

Analy t i ca l Th ink ing

Conceptua l Th ink ing

P e r s o n a l E f f e c t i v e n e s s

Se l f - con t ro l

Se l f - con f idence

Flex ib i l i t y

Organ i za t i ona l Commi tmen t

# areas w i th no gaps

#area wi th marg ina l gaps

# areas w i th s ign i f i cant gaps

P M P e r f o r m a n c e C o m p e t e n c i e s ( D e m o n s t r a b l e P e r f o r m a n c e )

Persona l Cometenc ies (Behav io rs and Mot i va to rs )

Not Rated

Not Rated

H igh ly E f fec t i ve - Exh ib i t s a ve ry good examp le o f th i s competency ac ross a l l s i t ua t ions .

M in ima l l y E f f ec t i ve - Ba re l y exh ib i t s t h i s compe tency t he way we expec t o f PMs .

E f f ec t i ve - Exh ib i t s an adequa te examp le o f t h i s compe tency ac ross mos t s i t ua t i ons .

C o m m e n t s

Has no t had oppor tun i t y t o demons t ra te one o r more a t t r i bu tes o f t h i s compe tency .

H a s n o t f u l l y d e m o n s t r a t e d t h i s c o m p e t e n c y a s d e s c r i b e d .

Has f u l l y demons t ra ted t h i s compe tency as desc r i bed .

P e r s o n a l C o m p e t e n c i e s R a t i n g S c a l e s

Not Rated

E x p o s e d t o C o n c e p t s - F a m i l i a r w i t h t e r m s a n d c o n c e p t s .

Pro f i c ien t - Exh ib i t s an accep tab le leve l o f knowledge and unders tand ing o f th is a rea .

Deve lopmen t Needed - Exh ib i t s a l im i ted l eve l o f t he know ledge and unders tand ing expec ted .

P M K n o w l e d g e C o m p e t e n c i e s ( K n o w l e d g e & U n d e r s t a n d i n g )

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October 2004 22

PMCD Framework Glossary36 definitions of terms used in the PMCD Framework. Example:Elements of Competence: The basic building blocks of the Unit of Competency. They describe, in output terms, actions or outcomes, which are demonstrable and assessable.

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October 2004 23

Organisational Project Management Maturity Model

(OPM3)

Purpose: to help organisations to implement their strategies through projects

Project Management Institute

October 2004 24

OPM3 StructureAssessment Tool

39 Program management processes

39 Portfolio management processes

39 Project management processes

586 best practices

For each best practice:

Capabilities Path

For each capability: Outcomes

For each outcome: Key Performance Indicators

Improvement Tool

Knowledge

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October 2004 25

A Guidebook of Project and Program Management for Enterprise

Innovation(P2M)

A Guide to enable mission-performer professionals to acquire a unique knowledge system of program and project managementFundamental referendum to qualify mission-

performer professionals

Project Management Professional Certification Center (PMCC) - Japan

I. Entry

Project Communications Management

Project Relationships Management Value Management

Project Risk Management Information Technology Management

Project Objectives Management Project Resources Management

Project Systems Management Project Organisation Management

Project Strategy Management Project Finance Management

P r o j e c t S e g m e n t M a n a g e m e n t

1) Definition, Basic Attributes, Frames2) Program Platform

3) Profiling Management4) Program Strategy Management

5) Architecture Management

6) Platform Management7) Program Lifecycle Management

3) Integration Management4) Project Management Segments

5) Integrative Management Skills

P r o j e c t M a n a g e m e n t T o w e r

IV. Frame elements of Project Management

II. Project Management

III. Program Mangement

8) Value Management

P r o g r a m M a n a g e m e n t

P ro j ec t Managemen t

1) Definition, Basic Attributes, Frames2) Project Management Common View

Entry

P2M Architec

ture

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October 2004 27

Segment Management Common Pattern

Knowledgedatabase

PracticalGuidelines

It is necessary to plan, organize, adjust and control resources such as workforce, materials, finances, time, “fundamental resources”, and intellectual resources in an integrated manner

Objective Work process Results• Resource plan• Achievement of requirements

specification• Basic plan for budget control• Establishment of delivery time and

securing• Improvement in earningsfrom the project

• Resource securing (necessary quality at necessary time within the budget)

• Improvement in project results and productivity

• Customer satisfaction

• Identification of resources• Drafting of plans• Check on implantation• Improve measures• Accumulation of resources

• Resources (material resources, intellectual / technique resources, information resources• Cost data• Data on suppliers• Management data

PROJECT RESOURCES MANAGEMENT

EnvironmentalChanges

Constraint conditions

• Change in economic environment• Shortage of human resources, particularly those with appropriate experience• Budget• Shortening of development and project schedules• Development of technique• Sophistication of requirements specifications

P2M

TITLE CHARACTERISTICS EXAMINATION METHOD APPLICATION REQUIREMENTS

PM Specialist (PMS)

- Sufficient knowledge to- understand business practice, sufficiently communicate with members using appropriate terminology, can contribute to project teams

Knowledge-based written examination

- No educational background nor business experience required

PM Registered (PMR)

Ability: to lead projects as key person, to control progress and proposed solutions, to motivate other members, to complete projects while persistently maintaining human relationships

Capability-based examin .- 1st stage (2 days): document screening, essay (3 hrs), individual interview (30 min)- 2nd stage (3 months): course test, 10 modules, 2,5 hrs/module

- PMS qualification- >3 yrs business experience in projects- Business experience in 2 to 5 types of projects (according to size of team)

PM Architect (PMA)

- Accumulated experience as mgr in large scale projects / programsAbility to be directly involved in creation, execution, management of programs ; to propose solutions to problems ; to construct relationships in different fields and among organisations with creativity, and display leadership in realization of programs

- Capability-based examination - PMR qualification - >10 yrs business experience in projects- Business experience in 5 to 15 types of projects (according to size of team)

Three levels of competence

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CAPABILITY PATTERN CRITERIA

I Overall thinking pattern Mission pursuit (Mp): able to discover problems, take on problems and develop a process to realize solutions

II Strategic thinking pattern

Strategic key perception (Sk): able to find strategic elements, prioritizeorders and adopt measues against obstacles

III Integrated thinking pattern

Value pursuit (Vp): able to learn changes, maintain value and apply options

IV Leadership pattern Leadership for innovation (Li): able to take on reforms, make a decision and change the present situation

V Deliberative behaviorpattern

Management in planning (Mp): able to make plans for goals and resources, form organization and frame rules

VI Actual behavior pattern Management in execution (Me): able to understand contracts, take systems into consideration and give directions

VII Adjusting behaviorpattern

Management in coordination (Mc): able to forecast progress, learn obstacles to progress and solve problems

VIII Human relationship pattern

Human communication (Hc): able to maintain teams, to motivate their members and provide opportunities

IX Result pursuit pattern Attitude to achievement ( Aa): mind and energy seeking results, ability to feel empathy, a sense of responsibility and ability to persuade exterior organizations, ability to think of value and feedback results

X Lifestyle Attitude of self control: self discipline, to be able to observe ethics, take responsibility and to have a constructive attitude

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October 2004 30

PRINCE2TM

PRINCE (PRojects IN Controlled Environments) is a structured method for effective project management. It is a de facto standard used extensively by the UK

Government and is widely recognised and used in the private sector, both in the UK and internationally.

October 2004 31

PRINCE2

Project

ToolsTechniques

People

Expectations

Programmes

MissionStrategy

Operations

Benefits

Business

The scope of PRINCE2

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October 2004 32

Elements of PRINCE 2

Processes ComponentsTechniques

Product basedplanningChange controlQuality review

Standard management products (templates)

PLANS

CONTROLSMANAGEMENT OF RISK

QUALITY IN PROJECT ENVIRONMENT

CONFIGURATIONMANAGEMENT

CHANGE CONTROL BUSINESS CASE

ORGANISATION

October 2004 33

Directing a Project

Planning

Starting upa Project

Initiatinga Project

Controllinga Stage

Managing Stage

Boundaries

Closing a Project

ManagingProductDelivery

PRINCE2 process model

Project Mandate

Project Brief

Initiation Stage Plan

Project Plan

PID

Team Plan

Stage Plan

End Stage ReportHighlight Report

End Project Report

Exception Plan

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October 2004 38

Integration

Elements

Perf. Criteria

Evidences

Range indicators

L 5

Elements

Perf. Criteria

Evidences

Range indicators

L 6

Elementsfor L4

Perf. Criteriafor elements

in L4

Evidencesfor L4

Range indicators

for L4

L 4

AIPM functions, elements and performance criteria, range indicators, evidence guides

9 FunctionsIntegrationScopeTimeCostQuality

Human ResourcesCommunicationsRiskProcurement

October 2004 34

Prince2 registration systemTITLE CHARACTERISTICS EXAMINATION

METHOD APPLICATION

REQUIREMENTS PRIVILEGES PRICE

Foundation Measure capability to act as an informed member of a project management team using PRINCE2™ method within a project environment using PRINCE2™

Foundation Exam, 2-3 days to get to its level + 1 hour closed-book exam. (multimedia course available too)

None 100 £

Registered Prince2™ Practitioner

Measure capability to apply PRINCE2™ to the running and managing of a project within an environment supporting PRINCE2™

Practitioner exam, 5 days preparation course, of which the 5th day is for taking both exams + 3 hours open book duration, (a scenario background and 3 questions). 61% pass rates

None 5 years validity, after which a re-registration exam, internet and paper-based, one hour

208 £

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October 2004 35

AIPM National Competency Standards for Project Management

Australian Institute of Project Management

October 2004 36

AIPM StructureIntroduction

Backgroundon the nature of projects,

project management and project managers

Glossaryon Competency Standards

and on Project Mngmt

Guidelines

Use of the standards

Design and structureof standards

Appendix 1it describes generically

the 8 levels of the Australian

Standards Framework,

Independent definition of key competences ’

Assessment ProcessEvidences

What theStandard will give you

Assessment

Appendix 2

Detailed description of 9 competency standards

for each of the levels 4, 5 and 6

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October 2004 37

The three competence levels applicable to Project Management

Level 6“Manage”

Level 5“Guide”

Level 4“Apply”

Discretion and judgement

Choice and range of contingen-cies

Context for application

Complexity of Skill and knowledge

Responsibility and accounta-bility

AutonomyCharac-teristic

Level

The text in the cells define the different characteristics for the three levels

October 2004 38

Integration

Elements

Perf. Criteria

Evidences

Range indicators

L 5

Elements

Perf. Criteria

Evidences

Range indicators

L 6

Elementsfor L4

Perf. Criteriafor elements

in L4

Evidencesfor L4

Range indicators

for L4

L 4

AIPM functions, elements and performance criteria, range indicators, evidence guides

9 FunctionsIntegrationScopeTimeCostQuality

Human ResourcesCommunicationsRiskProcurement

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October 2004 41

Considerations to improve ICBThe complete Prince2 project life cyclePrince2 processes and components:

Business case

Start upReportingLessons learned i.e. knowledge management

Project board roles, responsibilities

Prince2 Stakeholder managementProject success in Prince2Prince2 directing principlesP2M definition of a project as a value creation undertakingP2M Project Strategy managementP2M concept of Project Value ManagementP2M relationships managementInclude P2M service model?

October 2004 40

Considerations to improve ICBICB taxonomy criteria could incorporate most PMBOK Guide processes,tools and techniquesInclusion in ICB of aspects such as

Project Communications planningProject Office

InternationalisationProcess interactions and their customisation

Project PlanIntegrated change control

Quality AssuranceQuality controlRelationships to other management disciplinesSome key general management skills

PMCDF performance criteria mean Quality in performing project management vs. ICB quantitative experience.PMCDF 0 to 3 score system, worthy to compare. There are PMCDF aspects of personal competence which are not included in ICBStakeholder management is of the upmost importance for success: New ICB element?OPM3 might be helpful to further develop ICB elements

2. Project Management Implementation3. Management by projects5. Project Context30. Standards and regulations36. Organisational learning

OPM3 implementation is an exampleof 37. Management of Change

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Part 3Additional information aboutother standards

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International Project Management Association A Guide to the Project Management Body of Knowledge (PMI®)

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A GUIDE TO THE PROJECT MANAGEMENT BODY OFKNOWLEDGE

(PMBOK® Guide)1

Author: Francisco Pérez-Polo

According to PMI®, the Project Management Body of Knowledge comprises the totality ofboth proven traditional practices and innovative ones, known by practitioners, academics,

trainers, etc.

The scope of the PMI®’s Guide to the Project Management Body of Knowledge is a subsetof that totality.

Its primary purpose is to provide a general overview (not an exhaustive description) of themajor elements of the Body of Knowledge that are recognised as good practice as“applicable to most of the projects most of the times with widespread consensus about their

value and usefulness”.

Other objectives of this document are:

� To provide a common language within the profession, for all to use the same terms

to name the same things.

� To be a reference for all interested in the profession. (“Neither comprehensive nor allinclusive”).

� To be a basic reference about project management knowledge and practices for

PMI®’s professional development program, including

§ Certification of Project Management Professional (PMP®).

§ Certification of Certified Associate in Project Management (CAPMTM).

§ Accreditation of educational programs in project management.

The PMBOK® Guide does not address neither the project manager’s personal skills (IPMA’s

personal attitudes and general impression), nor the management of project portfolios orprograms.

STRUCTURE OF THE GPMBOK® GUIDE

The PMBOK® Guide describes knowledge about

� Project Life Cycle definition, project Organisation and Project context

� Five Project Process Groups, applicable to both the Project and each phaseof the Project Life Cycle. (Initiating, planning, executing, controlling and

closing the phase or the project)

1 Those sentences between quotation marks have been taken from the PMI®’s document “A Guide tothe Project Management Body of Knowledge”, Edition 2000.

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� Nine Knowledge areas (Project Integration management, Project ScopeManagement, Project Time Managemnt, Project Cost Management, ProjectQuality Management, Project Human Resource Management, Project

Communications Management, Project Risk Management, ProjectProcurement Management).

� 39 project management processes. Each of the 9 knowledge areas is carried

out using some of those 39 processes. Each of the 5 process groups ismade up of one or more of those 39 processes.

Section 1. The Project Management Framework.

Chapter 1. Introduction. It

� Succintly defines and explains key terms, such as project, project management,

programs, subprojects.

� Identifies and provides definition of 9 project management knowledge areas.

� Identifies the knowledge required to manage projects: Not only the 9 PM knowledge

areas, but also some General Management knowledge and skills, and someApplication Area knowledge, standards and regulations, knowledge of the projectenvironment, and soft skills or human relations skills.

Chapter 2. The Project Management Context. It

� Explains the concepts of project phases and project life cycle, with examplesapplicable to different application areas.

� Defines the project stakeholders, identifies different kinds of project stakeholders.

� Describes organisational systems, organisational cultures and styles, explainsdifferent organisational structures, and defines the Project Office.

� Identifies key general management skills, succintly describing those general

management skills that are highly likely to affect most projects. (Leading,communicating, negotiating, problem solving, influencing the organisation).

� Identifies social, economic and environmental influences on projects (Standards,

regulations, internationalisation, cultural influences, social-economic-environmentalsustainability.

Chapter 3. Project Management Processes

It explains how projects are composed of product oriented processes and projectmanagement processes .

It organises 39 project management processes into five groups of one or more processeseach.

It defines the 39 processes and identifies their interactions. (This chapter contains just the

definition of each of the 39 processes)

The chapter provides a table mapping those processes to groups of processes and to the 9knowledge areas.

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Section 2. The Project Management Knowledge Areas

Chapters 4 to 12, one chapter for each of the 9 knowledge areas.

Each chapter provides the definition of the knowledge area and describes the project

management processes (out of the 39 project management processes defined in chapter 2belonging to that knowledge area).

The description of each process contains a succint definition and a crisp description when

needed of:

� The inputs to the process.

� The tools and techniques generally recognised as useful to carry out theprocess.

� The ouputs produced by the process.

Section 3. Appendixes (7)

The most significant appendix is dedicated to extensions of the Guide to the ProjectManagement Body of Knowledge to Application Areas. The PMI® has published someApplication Areas Extensions since the Edition 2000 of the Guide was issued.

Section 4. Glossary and Index

The Glossary contains 276 entries.

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MAPPING ICB ELEMENTS TO PMBOK® GUIDE

Authors: Hans Knöpfel and Francisco Pérez-Polo

Groups of Competence Elements

(Note: Relationships within, and may be between, the groups will be elaborated later)

Kinds of PM processes

Kinds of actions with involvement of the project management personnel, to be applied to all

general elements and all elements containing the content of project management

ICB (PMI PMBOK® Guide)

10 Start up Initiating processes group, andInitiation Process in Project ScopeManagement

New(4)

Integrated planningincl. supporting

Planning processes group: 21processes across all nine KnowledgeAreas (Figure 1)

New?(17)

Execution:Changing and detailing of plansincl. supporting

Executing processes group: 7processes across 5 Knowledge Areas(Figure 2)

Change management: 2 processes:Integrated Change Control; ScopeChange Control

Supporting (?)

20 Integrated controllingincl. monitoring,for planning and for execution

Controlling processes Group: 8processes, across 7 KnowledgeAreas

11 Close out Closing Processes Group, includingAdministrative closure and Contractcloseout

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Cost Budgeting

ScheduleDevelopment

Cost Estimating

Activity Duration Estimating

Resource Planning

Activity SequencingActivity

Definition

IntegrationMgmt

Scope Mgmt

Time Mgmt

Cost Mgmt

Quality Mgmt

Human Resource Mgmt

Communications Mgmt

Risk Mgmt

Procurement Mgmt

Initiating Processes Planning Processes

InitiationScopePlanning

ScopeDefinition

Project Plan Development

Quality Planning

Organisational Planning

Communications Planning

Procurement Planning

Staff Acquisition

SolicitationPlanning

Risk Response Planning

Process GroupKnow-

ledge Area

Risk Mgmt Planning

Risk Identi-fication

Qualitative Risk Analysis

Quantitative Risk Analysis

Figure 1. Initiating and Planning Processes

Integration Mgmt

ScopeMgmt

TimeMgmt

Cost Mgmt

QualityMgmt

Human ResourcesMgmt

CommunicationsMgmt

Risk Mgmt

ProcurementMgmt

Project Execution ProcessesClosingProcesses

Quality Assurance

Team Development

Information Distribution

Project Plan Execution

Scope Verification

Scope Change Control

Control Processes

Integrated Change Control

Schedule Control

Cost Control

Quality Control

Performane Reporting

Risk Monitoringand Control

Solicitation Source Selection

ContractAdministration

Contract Closeout

AdministrativeClosure

Process GroupKnow-

ledge Area

Figure 2. Executing, Controlling and Closing Processes

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PM general elements

Actions of project management personnel; not directly containing project management

content

ICB (PMI PMBOK® Guide)

1 Define (PM) 1.2 What is a project?; 1.3 What isProject Management?

2 Implement (PM in the project) Part of 4.1 Project Plan Developmentprocess

7 Develop, promote (project) Part of 5.1 Initiation process

12 Structure 5.3 Scope Definition Process =Develop WBS

4 Think in terms of systems Not covered

New(2, 31)

Create procedures(incl. tools, processes)

Part of 4.1 Project Plan DevelopmentProcess

30 Standards and regulations 2.5.1 Standards and Regulations

31 Solve problems

32 Meet, negotiate

24 Lead, decide

Processes not defined. Included inGeneral Management Knowledge andPerformance

25 Communicate, report Project CommunicationsManagement Knowledge Area (4processes)

7 Appraise, evaluate (projects) Part of Initiation process

36 Learn (lessons), train (team) Part of Administrative Closure processand Team Development process

New(4)

Integrate(management activity)

Project Integration ManagementKnowledge Area

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PM content elements

Directly connected to the project management content

(stategic and operative for all elements of this table)

ICB

3 Project Portfolios, Programmes Only programs. Programs andPortfolios are thoroughly treated byPMI OPM3 standard.

5 Project context Covered in section 2.3 OrganizationalInfluences

5 Stakeholders Covered in section 2.2 ProjectStakeholders

8 Objectives, strategies Covered through 5.1 Initiationprocess; 4.1 Project PlanDevelopment process and 5.2 ScopePlanning process

13 Project content / scope 5.2 Scope Planning process

17 Configurations Configuration management, atechnique included in 4.3 IntegratedChange Control process

22 Project organisation 9.1 Organizational Planning process

23 Team (building) 2.4 Just mentioned as a key generalmanagement skill

and in 9.3. Team development(9.3.2.1. Team building activities)

6 Project phases, life cycle Section 2.1 Project phases and theproject life cycle

14 Time schedules Chapter 6. Project Time ManagementKnowledge Area (containing 5processes)

15 Resources Non-human resources poorly coveredin Chapter 7 Project CostManagement. (4 processes)

Human resources well covered inChapter 8 Human ResourceManagement (3 processes)

16 Cost, finance Chapter 7 Project Cost Management

Project Finance is not covered

27 Procurement, contracts Chapter 12 Project Procurement

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Management Knowledge Area (6processes)

18 Risk, chances Chapter 11. Project Risk Management(6 processes)

17 Project changes 4.1 Project Plan Development; 5.4Scope Change control; 6.5 ScheduleControl; 7.4 Cost Control; 10.3Performance Reporting; 11.6 RiskMonitoring and Control

26 Conflicts, crises 2.4 Conflicts: Just mentioned as a keygeneral management skill.

Crises are not covered

19 Performance, satisfaction 10.3 Performance reporting

9 Success, failure project success is not explicitlydefined in the Guide. It is defined andpursued in the Project ManagerCompetence DevelopmentFramework standard of PMI.

28 Project quality Chapter 8. Project QualityManagement

21 Information, documentationincl. status reports

4.1 Project Plan Development

4.2 Project Plan execution

4.3 Integrated Change Control

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Personal attitudes

Attibutes of personnel working in project management

(checked with 8 Aspects of existing ICB and APM list)

ICB (PMI PMBOK® Guide)

43 (1) Communicative

43 (1) Accepted (by team, clients)

44 (2) Taking initiative

44 (2) Engaged, motivating, adaptable

45 (3) Open minded

45 (3) Providing confidence, honest

46 (4) Committed

46 (4) Assertive

46 (4) Sensible, self-controlling

47 (5) Fair

47 (5) Arguing well, solving conflicts

48 (6) Inventive, creative

48 (6) Prudent risk taker

48 (6) Reliable, providing integrity

49 (7) Fostering cooperation

49 (7) Loyal, providing solidarity

50 (8) Taking responsibility

50 (8) Able to lead

PMI treats these aspects in its ProjectManagement CompetenceDevelopment Framework.

The Guide only handles Leadership in2.4.1 Leading

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PM elements related to general management

Connected to the project management content in relation to the permanent organisations(own, clients, suppliers, etc.) involved in the project.

(stategic and operative for all elements of this table)

ICB (PMI PMBOK® Guide)

33 Permanent organisations 2.3 Organisational influences

2.3.1. Organisational systems

Permanent Organisations are treatedby PMI in its OPM3 standard

34 Business processes The Guide includes 39 ProjectManagement processes.

1.4 Relationships to othermanagement disciplines

38 Product management Not covered

35 Personnel development Not covered

36 Organisational learning Not covered in this standard (SeeOPM3)

29 Informatics in projects Not covered

39 System management Not covered

37 Management of the change Not covered in this standard (SeeOPM3)

38 Marketing Mentioned in 2.4 as Key ManagementSkill

40 Safety, health, environment Not covered

41 Legal aspects 12.4.3.1 the Contract as output ofsource Selection process

12.5 Contract Administration process

42 Finance and accounting Mentioned in 2.4 as a Key GeneralManagement Skill

4.1.1 Financial controls andaccounting codes as inputs to projectplanning process

7.2.1.7 The chart of accounts as aninput to cost estimating process

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General abilities

Useful / necessary abilities for any kind of project management work(general impression aspects)

ICB (PMI PMBOK® Guide)

51 logic

52 systematic and structuredway of thinking

53 absence of errors

54 clearness

55 common sense

56 transparency

57 overview

58 balanced judgement

59 horizon of experience

60 skilfulness

Not covered

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SUMMARY COMPARISON BETWEEN PMBOK® GUIDE AND ICB

Ref Description 1-9

Gen

eral

, st

rate

gic

10-2

1 T

echn

. M

etho

ds,

proc

esse

s

22-3

0 O

rgan

isat

ion

, inf

orm

atio

n,

qual

ity

31-4

2 R

elat

ed to

ge

nera

l m

anag

emen

t 43-5

0 P

erso

nal

attit

udes

51-6

0 G

ener

al

impr

essi

on

included in ICB to a larger or smaller extent

Key knowledge included

in ICB. PMBOK® Guide

adds detailed specific descriptions of proces-ses, tools, techniques, processes outputs, above the objectives of ICB. NCB's Taxonomies criteria should include them as needed.

included in ICB to a larger extent

included in ICB to a much larger extent

not in PMBOK

®

Guide

not in PMBOK®

Guide

Part I Project management framework

1 Introductionincluded in ICB, show relations in element 1

element in ICB for the info, docu, reports

specific elements

2 Project Management Context

included in ICB as specific element, in

PMBOK® Guide: more than "context"

several specific elements in the ICB

several specific elements in the ICB

3 Project Management Processesshould be included in the

ICB to a larger extentstart-up, controlling and

close-out in the ICBbusiness processes in

the ICB

Part IIProject management knowledge areas

4 Project integration managementintegrated planning / project plan should be included in the ICB

ICB: separate plans in several elements

5 Project scope managementincluded in one ICB

element

6 Project time managementincluded in one ICB

element

7 Project cost managementincluded in two ICB elements, ressource mgt. in sep. elem.

8 Project quality managementincluded mainly in one

ICB element

9Project human resource management

included in three ICB elements, little about

organisation in PMBOK® Guide

10Project communications management

one element information in the ICB

one element communicat. in the ICB, a whole chapter in the

PMBOK® Guide

11 Project risk managementincluded in one ICB

element

12Project procurement management

included in three ICB elements

PMBOK® Guide chapters ICB competence element ranges

Question: Which chapter of the PMBOK® Guide is in which competence range of the ICB?(and top line: to what extent are the competence ranges of the ICB included in the PMBOK® Guide?)

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PROJECT MANAGEMENT INSTITUTE CERTIFICATION SYSTEM

TITLE CHARACTERISTICS EXAMINATION METHOD APPLICATION REQUIREMENTS PRIVILEGES PRICE

CAPM ™Certified Associate inProject Management

• A CAPM is a project managementpractitioner who has demonstratedfundamental project managementknowledge and experience bysupporting projects using projectmanagement tools, techniques, andmethodologies. While participating asa member of a project team the CAPMtypically relies on experienced projectmanagement practitioners forguidance, direction, and approval.

• Acceptable and valid level ofunderstanding and knowledge ofProject Management

• Submit oneExperience Verificationform per participatedproject

• Knowledge-basedwritten examination:150 questions in 3hours.

Category 1• Bachelor or equivalent University

degree• 1500 hours of PM experience in the 5

groups of PM Processes• 24 non overlapping months of PM

experience in previous 5 years• 23 contact hours of PM education in all

9 PM knowledge areasCategory 2• High school diploma or equivalent 2ry

school credential• 2500 hours of PM experience in the 5

groups of PM Processes• Rest as in Category 1

• Validity: 5 yrs max.• No revalidation:

Apply for PMP or re-take CAPM exam.

• 300 $ non-member

• 225 $, member

PMP™ (ProjectManagementProfessional)

• Meet specific education andexperience requirements and agree toadhere to a code of professionalconduct

• Knowledge-basedwritten examination

• 400 questions in 4hours

Category 1• Bachelor or equivalent University

degree• 4500 hours of PM experience in the 5

groups of PM Processes• 36 non overlapping months of PM

experience in previous 6 years• 35 contact hours of PM education in all

9 PM knowledge areasCategory 2• High school diploma or equivalent 2ry

school credential• 7500 hours of PM experience in the 5

groups of PM Processes• 60 non overlapping months of PM

experience in previous 8 years• 35 contact hours of PM education in all

9 PM knowledge areas

• Validity: 3 yrs.• Revalidation: 60

PDU’s

• $555, non-member

• $405, member

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COMPARISON BETWEEN PMI / PMCDF AND IPMA / ICB+ICRG

By Klaus Pannenbäcker, GPM Germany

EXECUTIVE SUMMARY

This paper compares PMI PMCDF with IPMA ICB/ICRG and suggest that it is not feasible today

to harmonise these different standards. The main reasons are:

o PMI evaluates Project Managers in their own project for CompetenceImprovement through education and training

o IPMA certificates Project Managers according to their Competencies in ProjectManagement over the last 3-5 years

o incomparable Elements in different structures

Both PMI and IPMA use the same Dimensions of Competency.

PMI IPMA GPM

Knowledge Knowledge Wissen

Performance Experience Erfahrung

Personal Personal Attitude Personalität

Picture-1: Dimensions of Competency

But the structure and terms differ too much for an one to one comparison

PMI IPMA

Unit of competence Elements of Competence

Competency clusters 3 of them are elements (Initiating,controlling, closing), and two are notexplicit in ICB (planning and executing)

Element Taxonomy criteria

Performance criterion Not applicable

Picture-2: Comparison Structure Levels and Terms of PMI and IPMA

Remarks:

o The following expertise is an overview and not a complete evaluation of theexisting material, including GPM material.

o The basic references are the PMI publication Project Manager CompetencyDevelopment Framework (PMCDF), Draft 2001 as well as ICB and ICRG.

o This evaluation concentrates on PMI with detailed descriptions. The reader isexpected to be familiar with the IPMA systems.

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CONTENT

1. Situation

2. PMCDF Architecture

3. PMCDF Element and Structure

4. PMCDF Scorecard for Project Manager Evaluation

5. Summary

1. Situation

PMI concentrates its Achievement of Competence “to limited elements and performancecriteria of the project, where their project managers execute their work”. Evaluated strengthand weakness allows the evaluated project manager and his/her authority to develop theindividual competencies. How to implement PMCDF in a certification programme is not yetdescribed.

PMI defines Competency in line with Scott Parry (1989) as a cluster of related knowledge,attitudes, skills, and other personal characteristics that:

o Affects a major part of one’s job (i.e. one or more key roles or responsibilities)

o Correlates with performance on the job

o Can be measured against well-accepted standards

o Can be improved via training and development

o Can be broken down into dimensions of competence

IPMA created the ICB as International Competence Baseline first of all to define PM elements,against which the competencies of certificants can be measured.

PMI: ImprovePerformance of

IPMA GPM

Projects PM Excellence Award PM Excellence Award

Programs PM Excellence Award PM Excellence Award

Project Personnel 4-L-C 4-L-C (+ 4-L-Q)

Organisations PM - DELTA

Profession (Accreditation of PM as

Profession)

Picture-3: Comparison of Performance Improvement and Certification

PMI started with the PMBOK® Guide and the PMP Certification to “Improve Project Personnel”. Inthis case the PMBOK® Guide can be compared with the ICB, but the PMCDF is “only” a detailed

PMBOK® Guide in order to evaluate the competencies of an individual Project Manager in his/herrunning project.

IPMA developed the International Competence Baseline (ICB) as “Bible” for the Four-Level-

Certification Program (4-L-C) and the International Certification Regulations and Guidelines(ICRG) for program execution.

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PMI followed a more scientific approach for its PM Standard.

IPMA concentrated on the globally accepted certification approach, acknowledging that educationand training mainly depends on national and cultural basics.

IPMA follows the strategy that Personnel Certification should be

o globally standardised with contents (ICB) and processes (ICRG)

o executed on national basis as certification programme

o currently validated by IPMA nominated validators

PMI understands PMCDF as a standard within PMI Standards, mainly of PM terms.

Picture-4: Printed (available) PMI Standards

2. PMCDF Architecture

The PMI Project Management Competence Development Framework (PMCDF) comprises threedifferent competence dimensions:

o PM Knowledge

o PM Performance

o PM Personal,

which are described below in a flow diagram

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Picture-5: PMCDF Architecture of PMI

PMI structures the dimensions of competency into units of competence.

IPMA calls these units PM elements, which are not grouped (Sunflower framework) GPM alsocalls these units PM elements, however groups them in

1.0 Grundlagen Kompetenz (Basics)

2.0 Soziale Kompetenz (Social)

3.0 Methoden Kompetenz (Methodes)

4.0 Organisations Kompetenz (Organisation)

Structure of the dimensions of competency

Structures of the Knowledge and Performance Dimensions of Competency

PMCDF adheres to the PMBK® Guide, Edition 2000.

This Guide does not describe in much detail the application of knowledge belonging togeneral management and to subject matter area, and PMCDF does not covercompetence in those areas. The scope of ICB is considerably wider than the scope of

PMCDF. The Guide concentrates on the application of project management knowledge tothe project. It describes the Project Manager activity as 39 processes to apply theknowledge specific to project management

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The Guide defines 9 Project Management Knowledge areas (project integrationmanagement, project scope management, project time management, project costmanagement, etc.). The Project Manager manages each knowledge area by means of

some of the 39 processes.

Some of the processes to manage each area are applied to initiating, others to planning,others to executing, others to controlling and others to closing the project and any phase

of the project.

In that way each of the 39 processes belongs not only to one of nine knowledge areas butalso to one of five project management process group, (initiating, planning, executing,

controlling and closing)

Each of the 39 processes in the Guide is classified as belonging to one ProjectManagement knowledge area and belonging to a group of Project Management

Processes.

The competence required to carry out each of those processes is defined as an “element”in PMCDF. (PMCDF adds more elements to those 39, which correspond to processes

missing in the PMBOK® Guide, Edition 2000).

The competence to carry out each of the 9 Knowledge areas processes is defined inPMCDF as a “Unit of Competence”

The competence to carry out each of the 5 project management process groups isdefined in PMCDF as a “Competency cluster”.

Similarly to the processes in the Guide, each PMCDF element belongs to one Unit of

competence and to one competency cluster.

PM Units of Competence for the Knowledge and Performance competencydimensions

Purpose of the PM Knowledge and Performance units of competence

o Project Integration Management

o Scope Management

o Time Management

o Cost Management

o Quality Management

o Human Resources Management

o Communications Management

o Risk Management

o Procurement Management

Competency clusters for the knowledge and performance dimensions of competency

Each of the nine units of competence is applied along the initiation, planning, execution,controlling and closing of the project and of any phase of the project. The competencyclusters are:

o Initiating

o Planning

o Executing

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o Controlling

o Closing

Elements in the knowledge and performance dimensions of competency

Any unit of competence in any of the competency clusters is carried out by processes. Thecompetence required for each process is called an element.

Since competency for each element of competence requires knowledge and performancecompetence, elements of competence are contemplated from both knowledge andperformance dimensions perspectives. Therefore, the Knowledge and Performancedimensions of competency share the same structure: The same Units of competence, thesame competency clusters and the same elements. However, each element must beevaluated from both different perspectives.

PMI has not considered in the PMCD Framework any specific personal competenceneeded for each element in the knowledge and performance dimensions of competency,although the personal Dimension is fully dedicated to that.

Performance criteria

To demonstrate the competence in any element, the Project Manager has to comply with alist of aspects of performance, specific for each element, defined as performance criteria.

Structure of the Personal Dimension of Competency

Units of competence in the Personal Dimension of Competency

Purpose of the Personal Competencies

o Achievement and Action

o Helping and Human Service

o Impact and Influence

o Managerial

o Cognitive

o Personal Effectiveness

Each of these five units of competence has a structure of personal characteristics,named competency clusters.

Each competency cluster is a set of personal competency elements, which have theiroutcomes, measured by performance criteria.

IPMA measures all competency elements generally with the Knowledge and Experience (PMI:Performance), including Social Elements of Personality elements.

PMI measures only the Knowledge / Performance Units of Competence with Knowledge andPerformance Elements and the Personal Competencies with specific Elements. Examples areprovided of questions to assess the knowledge and performance elements. There are noquestions about the knowledge and experience/performance of Personal Competencies.

PMI defines the “Units of Competence” in detail. This is shown as a numbering scheme in thefollowing 3 tables:

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Picture-6: Numbering scheme of PM Knowledge and Performance Competencies

Picture-7: Numbering scheme of the PM Knowledge and Performance Units of Competence

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Picture-8: Numbering scheme of PM Personal Competencies

IPMA does not detail its elements into the Knowledge and Performance Competency Clusters(a combination between PM functions and PM stages to manage the project and any phase ofthe project, which PMI calls 5 Processes Groups) which are

o Initiating

o Planning

o Executing

o Controlling

o Closing

IPMA certificates with 4 Levels a “Project Management Responsible”, who can assist ormanage a part of or a complete project

o through the whole life cycle

o using all needed PM elements

o being responsible for all objectives and personnel

The more complex a project request is, the higher is his/her level of certification.

PMI and IPMA have nearly the same Personal Elements, but comparable.

PMI IPMA GPM

Abilities 1 Ability to communicate Kommunikationsfähigkeit

Attitudes 2 Initiative, Engagement, Initiative, Engagement,

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Enthusiasm, Ability toMotivation

Begeisterungsfähigkeit,Motivationsfähigkeit

Behaviour 3 Ability of Getting in Contact,Opennes

Kontaktfähigkeit, Offenheit

Knowledge 4 Sensibility, Self Control, Ability

of Value Appreciation,Readiness for Responsibility,Personal Integrity

Sensibilität, Selbstkontrolle,

Wertschätzungsfähigkeit,Verantwortungsbewusstsein,persönliche Integrität

Personality 5 Conflict Solving,

Argumentation Culture,Fairness

Konfliktbewältigung, Streitkultur,

Fairness

Skills 6 Ability of Finding Solutions,Holistic Thinking

Lösungsfindungsfähigkeit,ganzheitliches Denken

7 7 Loyalty, Solidarity ,

Readiness for Helping

Loyalität, Solidarität,

Hilfsbereitschaft

8 8 Leadership Ability Führungseigenschaften

Picture-9: Comparison of “major components of competencies”

If Personal Competencies are part of the whole personnel competency assessment, thenthese Social Elements (PMI: Personal Competencies) should also be approved withKnowledge and Experience (PMI: Performance) criteria.

The numbers and definitions of the PMI Units of Competency are partly more detailed than thecorresponding elements in the ICB of IPMA. But the ICB works with a taxonomy for eachelement, which assist the self assessment with a range from 0 (nothing) to 10 excellent),based on 7 ranking examples.

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3. PMCDF Element and Structure

Picture-10: Detailed hierarchy of PMI´s PMCD Framework

The table below shows the PMCDF hierarchical structure. The coloured lines mean

o single line is a change between Competency Cluster

o triple lines is a change to the next Unit of Competence

o Change between Knowledge/Performance Competency and PersonalCompetency

Please remark that mostly 1 Element of Competence describes one Competence Cluster. Inthis case is Element and Cluster the same.

Numbering

Unit ofCompetence

CompetencyCluster

Elements of Competence

1. Project IntegrationManagement

1.1 Initiating

1.1.1 Identify and Document ProjectNeeds. Developing Project-Related

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Product and Service Description

1.1.2 Perform an Initial Project FeasibilityStudy and Analysis

………. …………………. …………………. …………………………………..

1.2 Planning

1.2.1 Conduct Project Plan Development(PMBOK 4.1)

............. …………………. …………………. …………………………………..

1.3 Executing

1.3.1 Conduct Project Plan Execution(PMBOK 4.2)

………. ……………….... …………………. …………………………………..

1.4 Controlling

1.4.1 Conduct Integrated Change Control(PMBOK 4.3)

………. …………………. …………………. …………………………………..

1.5 Closing

1.5.1 Conduct Project Closure withRegards to Integration

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

2. Project ScopeManagement

2.1 Initiating

2.1.1 Prepare Project Charter (PMBOK5.1)

………. …………………. …………………. …………………………………..

2.2 Planning

2.2.1 Conduct Scope Planning (PMBOK5.2)

2.2.2 Conduct Scope Definition (PMBOK5.3)

………. …………………. …………………. …………………………………..

2.3 Executing

2.3.1 Execute Scope

………. …………………. …………………. …………………………………..

2.4 Controlling

2.4.1 Conduct Scope Verification(PMBOK 5.4)

2.4.2 Conduct Scope Change Control

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(PMBOK 5.5)

………. …………………. …………………. …………………………………..

2.5 Closing

2.5.1 Conduct Project Closure withRegards to Scope

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

3. Project TimeManagement

3.1 Initiating

3.1.1 Preliminary Planning Activities

………. …………………. …………………. …………………………………..

3.2 Planning

3.2.1 Conduct Activity Definition (PMBOK6.1)

3.2.2 Conduct Activity Sequencing(PMBOK 6.2)

3.2.3 Conduct Activity DurationEstimation (PMBOK 6.3)

3.2.4 Conduct Schedule Development(PMBOK 6.4)

………. …………………. …………………. …………………………………..

3.3 Executing

3.3.1 Implement Project Schedule

………. …………………. …………………. …………………………………..

3.4 Controlling

3.4.1 Conduct Schedule Control(PMBOK 6.5)

………. …………………. …………………. …………………………………..

3.5 Closing

3.5.1 Conduct Project Closure withRegards to Time

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

4 Project CostManagement

4.1 Initiating

4.1.1 High Level Budget DevelopmentPreparation

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………. …………………. …………………. …………………………………..

4.2 Planning

4.2.1 Conduct Resource Planning(PMBOK 7.1)

4.2.2 Conduct Cost Estimation (PMBOK7.2)

4.2.3 Conduct Cost Budgeting (PMBOK7.3)

………. …………………. …………………. …………………………………..

4.3 Executing

4.3.1 Execute Cost Baseline

………. …………………. …………………. …………………………………..

4.4 Controlling

4.4.1 Conduct Cost Control (PMBOK 7.4)

………. …………………. …………………. …………………………………..

4.5 Closing

4.5.1 Conduct Project Closure withRegards to Cost

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

5 Project QualityManagement

5.1 Initiating

5.1.1 Determine Quality Reqirements

………. …………………. …………………. …………………………………..

5.2 Planning

5.2.1 Conduct Quality Planning (PMBOK8.1)

………. …………………. …………………. …………………………………..

5.3 Executing

5.3.1 Conduct Quality Assurance(PMBOK 8.2)

………. …………………. …………………. …………………………………..

5.4 Controlling

5.4.1 Conduct Quality Control (PMBOK8.3)

………. …………………. …………………. …………………………………..

5.5 Closing

5.5.1 Conduct Project Closure with

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Regards to Quality

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

6 Project HumanResourceManagement

6.1 Initiating

6.1.1 Conduct Organizational Definition

………. …………………. …………………. …………………………………..

6.2 Planning

6.2.1 Conduct Organizational Planning(PMBOK 9.1)

6.2.2 Conduct Stall Acquisition (PMBOK9.2)

………. …………………. …………………. …………………………………..

6.3 Execution

6.3.1 Conduct Team Development(PMBOK 9.3)

………. …………………. …………………. …………………………………..

6.4 Controlling

6.4.1 Manage Human Resources

………. …………………. …………………. …………………………………..

6.5 Closing

6.5.1 Condct Project Closure withRegards to HR Management

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

7 ProjectCommunicationManagement

7.1 Initiating

7.1.1 Preliminary CommunicationsPlanning

………. …………………. …………………. …………………………………..

7.2 Planning

7.2.1 Conduct Communications Planning(PMBOK 10.1)

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………. …………………. …………………. …………………………………..

7.3 Execution

7.3.1 Conduct Information Distribution(PMBOK 10.2)

7.3.2 Implement Project Time Reporting

………. …………………. …………………. …………………………………..

7.4 Controlling

7.4.1 Conduct Project PerformanceReporting (PMBOK 10.3)

………. …………………. …………………. …………………………………..

7.5 Closing

7.5.1 Conduct Administrative Closeout(PMBOK 10.4)

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

8 Project RiskManagement

8.1 Initiating

8.1.1 Conduct Preliminary Risk Planning

………. …………………. …………………. …………………………………..

8.2 Planning

8.2.1 Develop Risk Management Plan(PMBOK 11.1)

8.2.2 Conduct Risk Identification(PMBOK 11.2)

8.2.3 Conduct Qualitative Risk Analysis(PMBOK 11.3)

8.3.4 Conduct Quantitative Risk Analysis(PMBOK 11.4)

8.2.5 Conduct Risk Response Planning(PMBOK 11.5)

………. …………………. …………………. …………………………………..

8.3 Executing

8.3.1 Execute Risk Response Plan

………. …………………. …………………. …………………………………..

8.4 Controlling

8.4.1 Conduct Risk Monitoring andControl (PMBOK 11.6)

………. …………………. …………………. …………………………………..

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8.5 Closing

8.5.1 Conduct Project Closure withRegards to Risk Management

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

9 ProjectProcurementManagement

9.1 Initiating

9.1.1 Preliminary Procurement Planning

………. …………………. …………………. …………………………………..

9.2. Planning

9.2.1 Conduct Procurement Planning(PMBOK 12.1)

9.2.2 Conduct Solicitation Planning(PMBOK 12.2)

………. …………………. …………………. …………………………………..

9.3 Executing

9.3.1 Conduct Solicitation (PMBOK 12.3)

9.3.2 Conduct Source Selection/ContractDevelopment (PMBOK 12.4)

9.3.3 Conduct Contract Administration(PMBOK 12.5)

………. …………………. …………………. …………………………………..

9.4 Controlling

9.4.1 Manage and Review ContractPerformance

………. …………………. …………………. …………………………………..

9.5 Closing

9.5.1 Conduct Contract Closeout(PMBOK 12.6)

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

B.1 Achievement andAction

B.1.1 AchievementOrientation

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B.1.1.1 Operates with Intensity to AchieveProject Goals

B.1.1.2 Motivates Project Stakeholders in aPositive Way

B.1.1.3 Provides New Solutions in Planningand Delivering Projects

B.1.1.4 Operates with Individual Integrityand Personal Professionalism

………. …………………. …………………. …………………………………..

B.1.2 Concern for Order,Quality, andAccuracy

B.1.2.1 Manages Projects in an Ordered,Accurate Way

B.1.2.2 Provides Accurate and TruthfulInformation

………. …………………. …………………. …………………………………..

B.1.3 Initiative

B.1.3.1 Takes Initiative When Required

B.1.3.2 Accountability for and DeliversProject

B.1.3.3 Seeks New Opportunities

B.1.3.4 Strives for Best Pratice

………. …………………. …………………. …………………………………..

B.1.4 InformationSeeking

B.1.4.1 Ensures Information Used toManage Project is Complete andAccurate

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

B.2 Helping andHuman Service

B.2.1 Customer ServiceOrientation

B.2.1.1 Represents the Client Inside theProject

B 2.1.2 Takes Initiatives to ProvideExcellent Client Service

………. …………………. …………………. …………………………………..

B.2.2 InterpersonalUnderstanding

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B.2.2.1 Strives to Understand All ProjectStakeholders´ Thoughts, Feelings,and Concerns

B.2.2.2 Listens and Responds to Others

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

B.3 Impact andInfluence

B.3.1 Impact andInfluence

B.3.1.1 Takes Appropriate Actions toInfluence Others

B3.1.2 Influences Across Projects andOrganisations

B.3.1.3 Understands and Influences ProjectTeam Members

………. …………………. …………………. …………………………………..

B.3.2 OrganizationalAwareness

B.3.2.1 Understands the Organization

B.3.2.2 Understands the Project

………. …………………. …………………. …………………………………..

B.3.3 Relation Building

B.3.3.1 Builds and Maintains SuitableRelationships with ProjectStakeholders

B.3.3.2 Establishes and MaintainsRelationships at the Right LevelInside and Outside TheOrganizations

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

B.4 Managerial

B.4.1 Teamwork andCooperation

B.4.1.1 Builds Team Orientation Within theProject

B.4.1.2 Molds Core Project Stakeholdersinto a team

B.4.1.3 Undertakes Team-BuildingActivities

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………. …………………. …………………. …………………………………..

B.4.2 Developing Others

B.4.2.1 Builds a Project Culture WherePersonal Development isEncouraged

B.4.2.2 Develop Project Members toEffectively Build Project Culture

………. …………………. …………………. …………………………………..

B.4.3 Team Leadership

B.4.3.1 Demonstrates Leadership of theProject

B.4.3.2 Leads the Project Team

………. …………………. …………………. …………………………………..

B.4.4 Assertiveness andUse of PositionalPower

B.4.4.1 Use Assertiveness WhenNecessary

B.4.4.2 Manages the Complete Project

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

B.5 Cognitive

B.5.1 Analytical Thinking

B.5.1.1 Understands at a Suitable Level AllIssues Associated with the Project

B.5.1.2 Facilitates Solutions Across AllIssues Related to the Project

………. …………………. …………………. …………………………………..

B.5.2 ConceptualThinking

B. 5.2.1 Sees the Project in a Holistic Way

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

………. …………………. …………………. …………………………………..

B.6 PersonalEffectiveness

B.6.1 Self-Control

B.6.1.1 Maintains Self-Control

………. …………………. …………………. …………………………………..

B.6.2 Self-Confidence

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B.6.2.1 Creates an Environment ofConfidence

B.6.2.2 Accepts Failure Positively

………. …………………. …………………. …………………………………..

B.6.3 Flexibility

B.6.3.1 Changes to Meet the Need of theProject

B.6.3.2 Changes at the Required Pace

………. …………………. …………………. …………………………………..

B.6.4 OrganizationalCommitment

B.6.4.1 Demonstrate Commitment to theproject

………. …………………. …………………. …………………………………..

Picture-11: PMCDF Competence of Unit, Cluster and Element

To compare the PMCDF-Elements with IPMA Elements is not possible, because

o IPMA defines PM functions uniquely for Training as well as for PersonnelCertification without differentiation between Knowledge, Experience andPersonality

o PMI defines Project Manager Characteristics for his/her DevelopingCompetence as a Project Manager, separately for Competencies ofKnowledge, Performance and Personal

The table below shows the ICB with the German NCB 2004 and NCB 2005

ICB elements for knowledge andexperience

Part of yourNCB 2004

Part of yourNCB 2005

1 Projects and project management 1.2 A1

2 Project management implementation 1.5 F

3 Management by projects 2.7 D3

4 System approach & integration 1.4

5 Project context 1.3 A3

6 Project phases & life cycle 1.8 B

7 Project development & appraisal

8 Project objectives & strategies 1.6 C2, E2

9 Project success & failure criteria 1.7 A5

10 Project start-up 4.6 C1

11 Project closeout 4.10 C10

12 Project structures 3.1 C4

13 Content, scope (1.6)

14 Time schedules 3.2 C5

15 Resources 3.3 C6

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16 Project cost & finance 3.4 + 3.5 C6

17 Configurations & changes 4.4 C7

18 Project risks 4.7 C3

19 Performance measurement 3.6 C9

20 Project controlling 3.7 C9

21 Information, documentation, reporting 4.5 + 4.8 C7

22 Project organisation 4.1 A6

23 Teamwork 2.4 D3

24 Leadership 2.7 D3

25 Communication 2.2 D4

26 Conflicts & crises 2.8 D5

27 Procurement & contracts 4.3 A4

28 Project quality 4.2 C8

29 Informatics in projects 4.9 C11

30 Standards & regulations 1.9 F3

31 Problem solving 3.10 Dxy

32 Negotiations, meetings 2.9 A4, Dxy

33 Permanent organisations

34 Business processes B, C phases

35 Personnel development 4.11 (D3)

36 Organisational learning 2.5 Fxy

37 Management of change 4.4 C7

38 Marketing, product management D

39 System management

40 Safety, health, environment D

41 Legal aspects 4.3 A4

42 Finance and accounting 3.5 C

Picture-12: ICB in Comparison with NCB 2004 and NCB 2005 of GPM

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4. PMCDF Scorecard for Project Manager Evaluation

Picture-13: PMCDF Scorecard

This scorecard requires an Assessor (not a Certification Assessor a la IPMA), whose tasksand competencies are nowhere so far described.

IPMA requires always two Assessors for the complete certification process, whose tasks andcompetencies are described in the ICRG.

PMI defines each element with

o Complete name and reference to the PMBOK® Guide, if available

o Performance criteria

o Example of Assessment Guidelines

IPMA describes each element with its

o Relevance

o Taxonomy

o Interconnections (PM Atlas)

The processes of PMI Competency Evaluation and IPMA Competence Certification differbecause of different aims basically.

Processes PMI of Competency Evaluation IPMA of CompetenceCertification

Stage 1 Determine Applicable Elements andPerformance Criteria

Application with CV, SelfAssessment, Project List

Stage 2 Determine Desired Levels ofProficiency

Examination, (optional)Workshop or Seminar, ProjectReport

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Stage 3 Assessment Interview

Stage 4 Addressing Gaps in Competence

Stage 5 Progression Towards Competence

Picture-14: Stages Comparison of PMI Methodology for Achieving Competence and IPMA Certification Process

IPMA Assessors decide after each stage results on the next stage.

5. SummaryPMI describes the strength and weakness of a project manager in his running project with achecklist (PM Competence Developing Framework). Based on this “spot check” evaluationPMI recommends knowledge updating and performance increasing as well as personalcompetence improvement.

IPMA certifies with its 4-L-C, described with ICB for contents and ICRG for processes, thecompetencies of a “PM-Responsible” with the

o Knowledge through a written examination

o Knowledge and Experience through a transfer-project and a workshop

o Knowledge, Experience and Personality in total through an interview

Today there is no chance to compare both tables of Elements, because

o IPMA describes Elements as Tasks and Functions of Project Management inPractice

o PMI describes Elements with Abilities, Attitudes, Behaviour, Knowledge,Personality and Skills.

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OPM3 (ORGANISATIONAL PROJECT MANAGEMENT MATURITY)

by Francisco Pérez-Polo

OPM3 ARCHITECTURE

October 2004 23

Organisational Project Management Maturity Model

(OPM3)

Purpose: to help organisations to implement their strategies through projects

Project Management Institute

OPM3 is a Project Management Institute standard for Organisational project management

and Organisational Project Management maturity.

It guides the users to assess their project management maturity in relation to the standard.

It also guides organisations in their efforts to improve their project management maturity.

It is valid for organisations with different size and type, different cultures, in any industry.

OPM3 is not a certification tool. It may be considered as containing a body of knowledge forOrganisational Project Management Maturity.

Purpose: Helping organisations to achieve their strategic plan through projects

To that aim OPM3 helps organisations to improve their projects performance throughincreasing PM maturity in tree domains: Individual projects; Programs; Projects portfolio

The OPM3 model allows the Organisation to

• Establish a maturity baseline

• Determine where it is and where it wants to be.

• Follow proven methods for effective organizational improvement

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• Set up a continuous improvementprogram

Structure Knowledge

Assessment Tool

39 Program management processes

39 Portfolio management processes

39 Project management processes

586 best practices

For each best practice:

Capabilities Path

For each capability: Outcomes

For each outcome: Key Performance Indicators

Improvement Tool

Definitions. (Extracted from OPM3 Knowledge tool).

Organisational Project management maturity “is the degree to which an organisation

practices organisational project management”.

Maturity connotes, according to Kik Piney:

• Definition of what defines success

• Understanding of what contributes to success and failure

• The will and ability to do what is requiredBest practices:

“an optimal way currently recognised by industry to achieve a stated goal or objective”. “Thisincludes the capability to deliver projects successfully, consistently and predictably to

implement organisation strategies”.

OPM3 has more than 500 best practices, collected from PMs world wide with Delphitechnique.

Example of best practices: Selection of best practices connected to building people’scompetency:

1410 Manage Project Resource Pool

1420 Establish role of Project Manager

1430 Establish Project Manager Competency Process

5180 Educate Executives

5190 Facilitate Project Management Development

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5200 Provide Project Management Training

5210 Provide Continuous Training

5300 Establish Training and Development Program

5620 Establish Career Paths for all Project-related Roles

6120 Assess Competency of Key Project ResourcesThe best practices wereclassified into 10 maturity areas.

Maturity areas

1. Standardisation and integration of methods and processes

2. Performance and metrics

3. Commitment to the PM processes

4. Business alignment and prioritisation

5. Continuous improvement

6. Success criteria for continuation or culling

7. People and their competence

8. Allocating people to projects

9. Organisational fit

10. Teamwork

An organisation gains maturity in a best practice through successive steps, calledcapabilities.

Capabilities are “incremental states leading up to one best practice. A capability is a specificcompetence that must exist in an organisation in order for it to execute project managementprocesses and deliver project management services and products”.

A program is “a set of related projects managed in a coordinated way, to obtain benefits andcontrol not obtainable by managing them individually”. A program may contain relatedoperating work, not included in the projects of the program.

A portfolio is “a set of projects, programs and related work, managed together to achievestrategic organisational objectives”. “Managing the portfolio helps organisations to allocatetheir resources in an effective way, in alignment with its strategic objectives”.

Organisational project management is “the application of knowledge and skills, tools andtechniques to projects and operations to organisational and project activities to achieve theorganisation’s strategic objectives through projects”.

Outcome is “a tangible or intangible result of applying a capability. A capability may have one

or more outcomes. The degree to which an outcome is achieved is measured by a KeyPerformance Indicator (KPI)”.

A Key Performance Indicator is “a criterion by which an organisation can determine,

quantitatively or qualitatively, whether an outcome associated with a capability exists or thedegree to which it exists”.

OPM3 describes the incremental capabilities that lead to each best practice.

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OPM3 defines three domains of processes: The processes required for managing projects

individually, for managing programs and for managing portfolios. Each domain has 39processes, classified into initiating processes, planning processes, executing processes,controlling processes and closing processes.

Maturity growth

Cap Cap

Cap

CapCap

Cap

Cap

Cap

Bestpractice 1

Bestpractice 3

Process1

Process3

Cap

Cap

Cap

Bestpractice 3

Cap

Bestpractice 2

Process2

Cap

The long way to a best practice

• Step by step, from where the organisation is now

• Each step means adding a capability (The organisation is able to...)

• Each capability is well defined.

• The existence of a capability is demonstrated for the results (outcomes) produced byits applicationEach outcome can be measured by a Key PerformanceIndicatorProcess maturity requires maturity in a set of best practices. In some cases

maturity in a process requires maturity in prerequisite processes

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October 2004

Maturity growth in a domain

Individual ProjectStandardise

Measure

Control

Improve

Initiating

processes Planning

processes

4 process improvement

stages Dimension

Best Practices

Each process goes through four maturity improvement stages

• Standardise

• Measure

• Control

• Improve

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October 2004

Maturity growth Dimensions

39 Portfolio management processes

39 Program management processes

39 Individual projects management processes

PP

P D

imension

SMCI Dimension

OPM3’s progression to maturity goes along several dimensions, in a multidimensionalspace. Maturity grows as the organisation implements successive capabilities of any best

practice. Best practices are more or less established depending on the capabilitiesshown (confirmed through their outcomes, and measured by means of their keyperformance indicators). Maturity grows as more and more processes are

implemented in each domain and by adding processes in a higher maturitydomain.Maturity grows as each process proceeds along its four processimprovement stages (standardise, measure, control, improve).The number of

possible maturity status is huge and is not meaningful for OPM3. Therefore, OPM3 does notprovide a finite number of maturity steps as some maturity models do. Those models show amono-dimensional progression.

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October 2004

Using OPM3

Questionnaire

Decide best practices to examine further

Best practices in use

For each best practice,check

CapabilitiesOutcomes

KPIs

3. Plan for Improvement

4. Implement Improvement

1. Prepare for Assessment

2. Perform Assessment

ImprovingPlanningDirectory

USING OPM3.

The OPM3 process has 5 steps:

1. Prepare for assessment: The organisations appoints a team to assess its actualProject Management maturity status.

The team starts by learning OPM3. Its processes, its best practices, gets

familiarised with the capabilities and their paths of progression to reach any bestpractice. The team understands how to demonstrate that capabilities exist,proving it by their outcomes, measured by their key performance indicators.

2. Perform project management maturity assessment. The next step is assessing theorganisation’s current project management maturity status.

The team does that using the interactive assessment questionnaire of OPM3’s

assessment facility. The team has to answer each of the questions asked aboutorganisational project management-related activities to inform OPM3 whether theyare in place or not.

The tool accepts it and produces two lists:

A. The list of best practices that would be in place in the organisation if theteam’s answers had been correct.

B. The list of the best practices that are not in place, according to the team’sanswer.

There is an improving planning directory with an entry associated to each bestpractice. Each best practice entry shows a list of the capabilities the organisation

must have to be certain that that best practice is indeed established.

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The assessment team starts by looking at the best practices entries corresponding to

the best practices already in place to check if it is really true that the organisation ismature in that best practice. The capabilities in the list of each best practice showtheir outcomes and key performance indicators of each outcome. The team confirms

the organisational maturity in only those best practices whose capabilities aredemonstrated by their outcomes.The team may now repeat the questionnaire with a more solidly based knowledge of

the organisation’s reality.

The OPM· assessment tool produces several assessment outputs showing:

A. The overall percentage of the actual organisational project managementmaturity.

B. A graphical representation of where the organisation is in each projectmanagement processes domain: Project, program and portfolio domains.

C. A graphical representation showing for each domain, the proportion ofprocesses which are in the standardised, measured, controlled and incontinuous improvement stages.

3. Plan for project management maturity improvement.

A. The improving planning directory is used to determine which best practicesthat are partially implemented need to be perfected by implementing morecapabilities.

B. The team may decide that the organisation has to gain maturity in certainprocesses. The team may use the assessment questionnaire to informOPM3 what new processes are to be established, or what partiallyimplemented processes need to go to their next process improvement stage.

C. OPM3 produces the extended list of best practices together with the newimprovements dictionary.

D. The team then uses trade off analysis to plan the scope of the next maturityimprovement the organisation will undertake: Analyse the list of capabilitiesneeded for the candidate improvements considering their attainability,strategic priority, benefit, cost, time to implement.

4. Implement the improvement. The organisation sets up a project to implement the

planned improvement.

5. Repeat the process.

Project management maturity improvement continues, with progressions andregressions, through repeated executions of the OPM3 process.

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Considerations for ICB improvementOPM3 might be helpful to further develop ICB elements

� 2. Project Management Implementation

� 3. Management by projects

� 5. Project Context

� 30. Standards and regulations

� 36. Organisational learning

OPM3 is an example of applying 37. Management of Change

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International Project Management Association PMCC (JAPAN) CERTIFICATION SYSTEM

ICB Revision Project Comparison of ICB with other PM standards - October 2004 71

PMCC (JAPAN) CERTIFICATION SYSTEM

by Gilles Caupin

3 levels :

TITLE CHARACTERISTICS EXAMINATION METHOD APPLICATION REQUIREMENTS PRIVILEGES PRICE

PMSpecialist

(PMS)

- Sufficient knowledge to understandbusiness practice,

- sufficiently communicate with membersusing appropriate terminology,

- can contribute to project teams

Knowledge-based written examination - No educational background norbusiness experience required

- P2M Club members

- validity: 5 years

- Revalidation throughCPU’s

- No information

PM

Registered(PMR)

- Ability:

- to lead projects as key person,

- to control progress and propose

solutions,

- to motivate other members,

- to complete projects while persistently

maintaining human relationships

- Capability-based examination

- 1st stage (2 days): documentscreening, essay (3 hrs), individual

interview (30 min)

- 2nd stage (3 months): course test,

10 modules, 2,5 hrs/module

- PMS qualification

- >3 yrs business experience inprojects

- Business experience in 2 to 5types of projects (according to

size of team)

- validity: 5 years

- Revalidation throughCPU’s

- Candidates to be memberof PMS examination

preparation committee

- 1st stage: 60,000

Yen (600 USD)

- 2nd stage: 400,000

Yen (4,000 USD)

PM Architect(PMA)

- Accumulated experience as manager inlarge scale projects (programs)

- Ability to be directly involved in creation,

execution, and management ofprograms

- Ability to propose solutions to problems

- Ability to construct relationships in

different fields and among organisationswith creativity, and display leadership in

realization of programs

- Capability-based examination - PMR qualification

- >10 yrs business experience in

projects

- Business experience in 5 to 15types of projects (according to

size of team)

- validity: 5 years

- Revalidation through

CPU’s

- Candidates to beinstructor / examiner for

PMR

Not operating yet

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SCREENING OF COMPOUND CAPABILITY IN PRACTICAL CAPABILITY PATTERN MODEL

Screening method:

1. Homework assignment given at a case study workshop

2. mid-term individual interview

3. term-end individual interview

4. term-end screening by dissertations

5. questions and answers at the time of presentation of a dissertation

Compound capability pattern model (CCP): 100 elements “reduced” to 10 groups of compound capability patterns

COMPOUND CAPABILITY PATTERN CRITERIA

I Overall thinking pattern Mission pursuit (Mp): able to discover problems, take on problems and develop a process to realize

solutions

II Strategic thinking pattern Strategic key perception (Sk): able to find strategic elements, prioritise orders and adopt measues againstobstacles

III Integrated thinking pattern Value pursuit (Vp): able to learn changes, maintain value and apply options

IV Leadership pattern Leadership for innovation (Li): able to take on reforms, make a decision and change the present situation

V Deliberative behavior pattern Management in planning (Mp): able to make plans for goals and resources, form organization and framerules

VI Actual behavior pattern Management in execution (Me): able to understand contracts, take systems into consideration and give

directions

VII Adjusting behavior pattern Management in coordination (Mc): able to forecast progress, learn obstacles to progress and solveproblems

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VIII Human relationship pattern Human communication (Hc): able to maintain teams, to motivate their members and provideopportunities

IX Result pursuit pattern Attitude to achievement (Aa): mind and energy seeking results, ability to feel empathy, a sense ofresponsibility and ability to persuade exterior organizations, ability to think of value and feedback results

X Lifestyle Attitude of self control: self discipline, to be able to observe ethics, take responsibility and to have a

constructive attitude

Self assessment (for “result pursuit pattern” and “lifestyle”)

5 grades: 5 = excellent ; 4 = Good ; 3 = Need to improve capability ; 2 = Lack of experience ; 1 = unprepared

RESULT PURSUIT PATTERN LIFESTYLE

CRITERIA QUESTIONS POINTS CRITERIA QUESTIONS POINTS

What talent is required ofentrepreneurs?

What is your faith in life or profession?Mind pursuing results

Please explain your experience inwhich your talent was displayed

Faithful to one’s belief

Show an example of action taken without yieldingto opposing forces

What type of leader are you? What is the most important discipline in this

profession?

Energy pursuing

results

Where does psychological energycome from?

Professional norm

What do you do in your daily life to meet thenorm?

What is required to produce empathyin a team?

Please describe your leadership ability by givingan example of your actions

Capacity for empathy

What would you do if you cannot

achieve empathy?

Leadership ability

Please make self-assessment of your leadership

ability

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What is responsibility for results? Please describe your method of self-restraint bygiving instances

Responsibility forresults

What talent is needed for fulfilling aleaders’s responsibility?

Self restraint

Please describe good ways and means ofcontrolling your feelings

Please explain persuasion power

inside a team

Please describe how your positive attitude helped

you overcome difficulties at work

Persuasiveness

Please explain your experience as tothe persuasiveness to exteriororganizations

Voluntary and positive

attitude

Please describe the improvement of your attitudein your daily life, which helped you overcomedifficulties

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OUTLINE OF DISSERTATION

1. Submit your dissertation(s) after giving an account of one or more project(s) set forth in the business history regarding project management

2. Items to be included in your dissertation(s):

i. Purpose

ii. Mission

iii. Role played by you in the project

iv. Plan and achievement

v. Strategic positioning of the project

vi. Obstacles and methods for solving problems in the pursuit of the project

vii. Important matters in operating an organization

viii. Difficulty in communication

ix. Display of leadership

x. What results were produced from the standpoint of value creation set forth in bio-data?

xi. Other

3. to be prepared in 10 sheets of A4 size paper

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PRINCE 2

by Gerrit Koch

Slide 1

PRINCE 2 Management Overview

Slide 2

PRINCE 2 history

• Established in 1975 (Prompt)

• CCTA (nowadays OGC)

• PRINCE

• PRINCE 2 Finished in 1996

• Introduction in the Netherlands in 1997 by

PinkRoccade

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Slide 3

Project Management Process Maturity Model (PMM)

Slide 4

PRINCE2 characteristics

• Public domain

• Best practice

• Generic: open for different implementations

• Default No Go

• Management by Exception

• Business Case based attitudeProduct-based planning

• Process oriented approach

• Roles in the project organisation

• 3-Level Planning

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Slide 5

Essential concepts

• Scope• Total project lifecycle, from initiation upto lessons learned

• authorising progress:• Business Case and “NO GO”

• the project organisation: • three interests and roles (Owner, S upplier, User)

• product-based planning:• what do we want to deliver

• Simple and strong reporting: • Regular highlight report or warning by Exception report

• Applicable for all scales

• Industry independent

Slide 6

‘A temporary management environment,

specifically designed to deliver one or more products

according to a predefined Business Case’

Definition of a project

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Slide 7

• on time, within budget, according to the desired

quality

and

• the deliverables have a clear added value for the

Business (Business Case)

Success

Slide 8

PRINCE2

Project

ToolsTechniques

People

Expectations

Programmes

MissionStrategy

Operations

Benefits

Business

The scope of PRINCE2

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Slide 9

projectmanagementtechniques

programmemanagement

specialistwork

social skills

Exclusions of Prince2

Slide 10

Elements of PRINCE 2

• processes

• components

• techniques

• standard management products (templates)

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Slide 11

Directing a Project

Planning

Starting upa Project

Initiatinga Project

Controllinga Stage

Managing Stage

Boundaries

Closing a Project

ManagingProductDelivery

PRINCE2 process model

Project Mandate

Project Brief

Initiation Stage Plan

Project Plan

PID

Team Plan

Stage Plan

End Stage ReportHighlight Report

End Project Report

Exception Plan

Slide 12

Directing a Project

Planning

Starting upa Project

Initiatinga Project

Controllinga Stage

Managing Stage

Boundaries

Closing a Project

ManagingProductDelivery

Project Mandate

Project Brief

Initiation Stage Plan

Project Plan

PID

Team Plan

Stage Plan

End Stage ReportHighlight Report

End Project Report

Exception Plan

54

1

6

WHY

HOW

WHAT

2 3

PRINCE2 major decision points

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Slide 13

PLANS

CONTROLSMANAGEMENT OF RISK

QUALITY IN PROJECT ENVIRONMENT

CONFIGURATIONMANAGEMENT

CHANGE CONTROL BUSINESS CASE

ORGANISATION

The 8 components

Slide 14

PRINCE 2 techniques

• product-based planning

• change control

• quality review

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Slide 15

Project organisation

Project Board

Project Assurance

Project Manager

Team Manager

Project Support

Corporate or Programme Management

Project

management

team

Senior User Executive Senior Supplier

Slide 16

Programme Plan Project Plan

Exception PlanStage Plan

Team Plan

3 Plan levels

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Slide 17

Stage

Some Controls ‘at work’

SpecificationDesign

Build

Project Board

Project Manager

Team Manager

Stage PlanProduct Description

Workpackage Workpackage

CheckpointReport

ExceptionReport

End StageReport

HighlightReport

Exceptionassessment

End stageassessment

Project IssueChange Control

Quality Control

Slide 18

PRINCE 2 Benefits

• Best practices

• Generic

• Default No Go

• Management by Exception

• Business Case based attitude

• control in changing environments

• Involvement of interested parties

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Slide 19

PRINCE 2 compared with the ICB

• ICB and Prince2 are orthogonal axes of the project

management playing field

• Detailed comparison in excel sheet

• Most competence elements are required:– 38-39 not– 2-4, 23-26, 32, 33, 35, 36 and 41 only marginal

• General aspects too general

• Social skills only in some comments addressed

• Project managers role description fits the ICB very

well

Slide 21

Address in ICB3 above Prince2

• Stakeholder management

• Project success

• Directing principles

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PRINCE2 REGISTRATION SYSTEM

TITLE CHARACTERISTICS

EXAMINATION METHOD

APPLICATIONREQUIREMENT

S

PRIVILEGES PRICE

Foundation Measure capability to actas an informed memberof a project managementteamusing PRINCE2™ methodwithin a projectenvironment usingPRINCE2™

FoundationExam,2-3 days toget to its level+ 1 hourclosed-bookexam.(multimediacourseavailable too)

None 100 £

RegisteredPrince2™Practitioner

Measure capability toapply PRINCE2™ to therunning and managing ofa project within anenvironment supportingPRINCE2™

Practitionerexam,5 dayspreparationcourse, ofwhich the 5th

day is fortaking bothexams+ 3 hoursopen bookduration, (ascenariobackgroundand 3questions).61% passrates

None 5 yearsvalidity, afterwhich a re-registrationexam,internet andpaper-based,one hour

208 £

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A COMPARISON BETWEEN THE ICB AND THE AIPM NATIONALCOMPETENCY STANDARDS FOR PROJECT MANAGEMENT.

by Chris Seabury

Introduction

As action from the Zurich meeting of the ICB Revision Project Core Team, here is a brief analysis of theabove standard.

General Structure of the AIPM Standard

October 2004 36

AIPM StructureIntroduction

Backgroundon the nature of projects,

project management and project managers

Glossaryon Competency Standards

and on Project Mngmt

Guidelines

Use of the standards

Design and structureof standards

Appendix 1it describes generically

the 8 levels of the Australian

Standards Framework,

Independent definition of key competences ’

Assessment ProcessEvidences

What theStandard will give you

Assessment

Appendix 2

Detailed description of 9 competency standards

for each of the levels 4, 5 and 6

The document is divided into 5 sections; Introduction, Guidelines, Background, Annexes and Appendices.

1. Introduction

This is a single page and just explains at a very high level what the document is about.

2. Guidelines

This is subdivided into 4 sections:

2.1 Use of the Standards; describing how and where they can be used, industry transferability and

training.

2.2 Design and Structure; describing what they are based on, what data they contain, how they align tolevels 4, 5 and 6 of the Australian Standards Framework.

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October 2004 37

The three competence levels applicable to Project Management

Level 6“Manage”

Level 5“Guide”

Level 4“Apply”

Discretion and judgement

Choice and range of contingen-cies

Context for application

Complexity of Skill and knowledge

Responsibility and accounta-bility

AutonomyCharac-teristic

Level

The text in the cells define the different characteristics for the three levels

October 2004 38

Integration

Elements

Perf. Criteria

Evidences

Range indicators

L 5

Elements

Perf. Criteria

Evidences

Range indicators

L 6

Elementsfor L4

Perf. Criteriafor elements

in L4

Evidencesfor L4

Range indicators

for L4

L 4

AIPM functions, elements and performance criteria, range indicators, evidence guides

9 FunctionsIntegrationScopeTimeCostQuality

Human ResourcesCommunicationsRiskProcurement

2.3 The Assessment Process; describing firstly what assessment is and then the process itself with its

underlying principles, forms of evidence, standards of the assessors and a brief note on applicantswith special needs.

2.4 Using the Standard; describing what the standard will give you from the viewpoint of employer,

adviser, project manager or project team member, and then how and why it is validated.

3. Background

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This is a brief background on the nature of projects, project management and project managers.

4. Annex

This is basically 2 glossaries of terms, one relating to Competency Standards and the other relating toProject Management.

5. Appendices

Appendix 1 is a description of the 8 levels of Australian Standards Framework, as they apply to workgenerally and not project management.

Appendix 2 is the detailed description of the competency standards for the levels 4, 5 and 6 for projectmanagement.

October 2004 38

Integration

Elements

Perf. Criteria

Evidences

Range indicators

L 5

Elements

Perf. Criteria

Evidences

Range indicators

L 6

Elementsfor L4

Perf. Criteriafor elements

in L4

Evidencesfor L4

Range indicators

for L4

L 4

AIPM functions, elements and performance criteria, range indicators, evidence guides

9 FunctionsIntegrationScopeTimeCostQuality

Human ResourcesCommunicationsRiskProcurement

Comparison between ICB and AIPM Standard

A matrix comparing the sections of the Standard is attached separately.

The fundamental difference between them is the approach taken by AIPM. Whereas the ICB has a

taxonomy which lists the knowledge and experience required at each level and provides a subjectiveanalysis for personal attitudes and general impressions, the AIPM Standard list very specifically what andhow the competences are expected to be shown.

AIPM has defined the ‘totally’ of project management in 9 functions: scope management, time

management, cost management, quality management, human resources, communications management,risk management, contracts and procurement, integration processes.

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It then defines the difference between levels 4, 5 and 6 as follows: a competent person at level 4 would beable to ‘apply skills’ in the functions, a competent person at level 5 would be able to ‘guide the application’of the functions, and a competent person at level 6 would be able to ‘Manage’ the functions.

Take Scope Management as an example:

At level 4 the elements to be demonstrated are:

• Contribute to project scope

• Apply project scope controls

(Note: the Integration function is not a competency at level 4; it is expected of levels 5 and 6 only)

At level 5 the elements to be demonstrated are:

• Conduct project authorisation activities

• Conduct project scope definition activities

• Guide application of scope controls

At level 6 the elements to be demonstrated are:

• Manage project authorisation

• Define and plan project scope

• Manage project scope

At each level there is a definition of the function, (or unit as AIPM labels them). The Elements of thefunction are listed together with the Performance Criteria for each. Following this are listed the RangeIndicators which describe the instances and situations in which the Elements are applied. Finally there is a

statement about Evidence Guides – an indication of the type and degree of evidence acceptable todemonstrate competence in the Element being assessed.

The AIPM standard defines competence as broadly what is expected of PM personnel in particular aspects

of a job, ie. it is able to stand alone as a complete function in an area of employment. Therefore it does notcover as skills personal attitude and general impression aspects.

Chris Seabury

August 2004.

Page 92: Informe Comparacion Sistemas de Certificacion

International Project Management Association

ICB Revision Project Comparison of ICB with other PM standards - October 2004 91

Part 4Detailed comparisons betweenICB and other ProjectManagement Standards