informe comparacion sistemas de certificacion
TRANSCRIPT
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
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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
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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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Part 1Global Comparison between ICBand other Project ManagementStandardsCopy of a presentation to the CVM Panel in Bilbao, on October 10th, 2004.
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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
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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
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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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Part 2Presentation ofOther Project ManagementStandards
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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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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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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
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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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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
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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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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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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
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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 .
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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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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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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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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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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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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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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
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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
International Project Management Association
ICB Revision Project Comparison of ICB with other PM standards - October 2004 21
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 £
International Project Management Association
ICB Revision Project Comparison of ICB with other PM standards - October 2004 22
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
International Project Management Association
ICB Revision Project Comparison of ICB with other PM standards - October 2004 23
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
International Project Management Association
ICB Revision Project Comparison of ICB with other PM standards - October 2004 24
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
International Project Management Association
ICB Revision Project Comparison of ICB with other PM standards - October 2004 25
Part 3Additional information aboutother standards
International Project Management Association A Guide to the Project Management Body of Knowledge (PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 26
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.
International Project Management Association A Guide to the Project Management Body of Knowledge (PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 27
� 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.
International Project Management Association A Guide to the Project Management Body of Knowledge (PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 28
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.
International Project Management Association A Guide to the Project Management Body of Knowledge (PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 29
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
International Project Management Association A Guide to the Project Management Body of Knowledge (PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 30
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
International Project Management Association A Guide to the Project Management Body of Knowledge (PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 31
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
International Project Management Association A Guide to the Project Management Body of Knowledge (PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 32
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
International Project Management Association A Guide to the Project Management Body of Knowledge (PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 33
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
International Project Management Association A Guide to the Project Management Body of Knowledge (PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 34
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
International Project Management Association A Guide to the Project Management Body of Knowledge (PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 35
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
International Project Management Association A Guide to the Project Management Body of Knowledge (PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 36
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
International Project Management Association A Guide to the Project Management Body of Knowledge (PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 37
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?)
International Project Management Association PMI® Certification System
ICB Revision Project Comparison of ICB with other PM standards - October 2004 38
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
International Project Management Association Project Manager Competence Development Framework(PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 39
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.
International Project Management Association Project Manager Competence Development Framework(PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 40
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.
International Project Management Association Project Manager Competence Development Framework(PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 41
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
International Project Management Association Project Manager Competence Development Framework(PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 42
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
International Project Management Association Project Manager Competence Development Framework(PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 43
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
International Project Management Association Project Manager Competence Development Framework(PMI®)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 44
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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ICB Revision Project Comparison of ICB with other PM standards - October 2004 65
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
International Project Management Association Australian Institute of Project Management (AIPM)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 66
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
International Project Management Association Australian Institute of Project Management (AIPM)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 67
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.
International Project Management Association Australian Institute of Project Management (AIPM)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 68
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.
International Project Management Association Australian Institute of Project Management (AIPM)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 69
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.
International Project Management Association Australian Institute of Project Management (AIPM)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 70
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
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
International Project Management Association PMCC (JAPAN) CERTIFICATION SYSTEM
ICB Revision Project Comparison of ICB with other PM standards - October 2004 72
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
International Project Management Association PMCC (JAPAN) CERTIFICATION SYSTEM
ICB Revision Project Comparison of ICB with other PM standards - October 2004 73
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
International Project Management Association PMCC (JAPAN) CERTIFICATION SYSTEM
ICB Revision Project Comparison of ICB with other PM standards - October 2004 74
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
International Project Management Association PMCC (JAPAN) CERTIFICATION SYSTEM
ICB Revision Project Comparison of ICB with other PM standards - October 2004 75
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
International Project Management Association PRINCE2™
ICB Revision Project Comparison of ICB with other PM standards - October 2004 76
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
International Project Management Association PRINCE2™
ICB Revision Project Comparison of ICB with other PM standards - October 2004 77
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
International Project Management Association PRINCE2™
ICB Revision Project Comparison of ICB with other PM standards - October 2004 78
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
International Project Management Association PRINCE2™
ICB Revision Project Comparison of ICB with other PM standards - October 2004 79
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
International Project Management Association PRINCE2™
ICB Revision Project Comparison of ICB with other PM standards - October 2004 80
Slide 9
projectmanagementtechniques
programmemanagement
specialistwork
social skills
Exclusions of Prince2
Slide 10
Elements of PRINCE 2
• processes
• components
• techniques
• standard management products (templates)
International Project Management Association PRINCE2™
ICB Revision Project Comparison of ICB with other PM standards - October 2004 81
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
International Project Management Association PRINCE2™
ICB Revision Project Comparison of ICB with other PM standards - October 2004 82
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
International Project Management Association PRINCE2™
ICB Revision Project Comparison of ICB with other PM standards - October 2004 83
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
International Project Management Association PRINCE2™
ICB Revision Project Comparison of ICB with other PM standards - October 2004 84
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
International Project Management Association PRINCE2™
ICB Revision Project Comparison of ICB with other PM standards - October 2004 85
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
International Project Management Association PRINCE2™
ICB Revision Project Comparison of ICB with other PM standards - October 2004 86
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 £
International Project Management Association Australian Institute of Project Management (AIPM)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 87
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.
International Project Management Association Australian Institute of Project Management (AIPM)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 88
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
International Project Management Association Australian Institute of Project Management (AIPM)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 89
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.
International Project Management Association Australian Institute of Project Management (AIPM)
ICB Revision Project Comparison of ICB with other PM standards - October 2004 90
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.
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