Comparison between ICB and other Project Management Standards

Transcription

1 Internatinal Prject Management Assciatin Cmparisn between ICB and ther Prject Management Standards ICB Revisin Prject Cre team members Gilles Caupin (Prject Manager) Hans Knöpfel Gerrit Kch Klaus Pannenbäcker Francisc Pérez-Pl Chris Seabury Octber 2004

2 Internatinal Prject Management Assciatin TABLE OF CONTENTS table f cntents...1 Purpse f this dcument:...2 Part 1 Glbal Cmparisn between ICB and ther Prject Management Standards... 3 Part 2 Presentatin f Other Prject Management Standards... 6 Part 3 Additinal infrmatin abut ther standards...25 A Guide t the Prject Management Bdy f Knwledge...26 Structure f the GPMBOK Guide...26 Mapping ICB elements t PMBOK Guide...29 Summary Cmparisn between PMBOK guide and ICB...37 Prject Management Institute Certificatin System...38 Cmparisn between PMI / PMCDF and IPMA / ICB+ICRG...39 Executive Summary...39 Cntent Situatin PMCDF Architecture PMCDF Element and Structure PMCDF Screcard fr Prject Manager Evaluatin...60 OPM3 (Organisatinal Prject Management Maturity)...62 OPM3 Architecture...62 Using OPM PMCC (Japan) Certificatin System...71 PRINCE PRINCE2 RegisTratin System...86 Part 4. A Cmparisn between the ICB and the AIPM Natinal Cmpetency Standards fr Prject Management...87 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

3 Internatinal Prject Management Assciatin PURPOSE OF THIS DOCUMENT: Purpse T briefly explain ther PM reference dcuments T identify suggestins fr ICB imprvement Octber Dcuments analysed Prject Management Institute: A Guide t the Prject Management Bdy f Knwledge, 2000 Editin (PMBOK Guide) Prject Manager Cmpetence Develpment Framewrk (PMCDF) OPM3: Organisatinal Prject Management Maturity Mdel AIPM: AIPM Natinal Cmpetency Standards fr Prject Management PRINCE2 Prject Management Certificatin Center(Japan): A Guidebk f Prject and Prgram Management fr Enterprise Innvatin (P2M). (Uncmpletely translated int English). Octber ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

4 Internatinal Prject Management Assciatin Part 1 Glbal Cmparisn between ICB and ther Prject Management Standards Cpy f a presentatin t the CVM Panel in Bilba, n Octber 10 th, ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

5 Internatinal Prject Management Assciatin Oriented twards individual PM certificatin ICB PMBOK Guide PMCDF OPM3 AIPM PRINCE 2 P2M Oriented twards individual PM practice ICB PMBOK Guide PMCDF OPM3 AIPM PRINCE 2 P2M Oriented twards Organizatin's PM maturity ICB PMBOK Guide PMCDF OPM3 AIPM PRINCE 2 P2M Nne May be used as reference dcument It shuld be used as referent dcument Ttally riented Octber Number f prjects fcused ICB PMBOK Guide PMCDF OPM3 AIPM PRINCE 2 P2M Single prject Prgram Prjects prtflis Shws them Tells what t d t be cmpetent Defines the prcesses t d them Describes the prcesses t d them Details hw t apply tls and techniques Hard aspects (Tls, techniques, methds) a PM has t be cmpetent in ICB PMBOK Guide PMCDF OPM3 AIPM PRINCE 2 P2M "Sft" aspects (Persnal attitudes and behaviur) ICB PMBOK Guide PMCDF OPM3 AIPM PRINCE 2 P2M Octber ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

6 Internatinal Prject Management Assciatin Assessment: Individual N means t assess individual cmpetency Cmpetency Cmpetency Helps t set is is bjectively imprved subjectively assessed assessed bjectives Describes hw t reach imprved bjectives Prject Manager assessment in hard aspects (e.g. ICB 42 elements f cmpetence) ICB PMBOK Guide PMCDF OPM3 AIPM PRINCE 2 P2M Prject Manager assessment in sft aspects (persnal attitude and attributes) ICB PMBOK Guide PMCDF OPM3 AIPM PRINCE 2 P2M Organisatinal prject management asessment ICB PMBOK Guide PMCDF OPM3 AIPM PRINCE 2 P2M N means t Helps t assess evaluate rganisatin actual al psitin cmpetency Cntains tl t evaluate rganisatin al psitin Helps t set imprved bjectives Describes hw t reach imprved bjectives ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

7 Internatinal Prject Management Assciatin Part 2 Presentatin f Other Prject Management Standards ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

8 Internatinal Prject Management Assciatin Prject Management Institute A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide) T identify and describe that subset f the PMBOK that is generally accepted Octber PMBOK Guide Architecture PM Cntext PM Prcesses Prject phases and life cycle Prject stakehlders Organisatinal influences Key management skills Scial - Ecnmic influences PM Prcesses grups t manage a prject r a prject phase Initiating prcesses Planning prcesses Executing prcesses Cntrlling prcesses Clsing prcesses Detailed descriptins Succint descriptins ICB style Definitins f 39 prcesses Allcatin f each t a grup f prcesses Identificatin f their interactins PM Knwledge Areas Appendices Glssary Definitin f 9 Prject Management knwledg areas and descriptin f thse prcesses, ut f the 39 prcesses, belnging t each PM area Prject Integratin Mgmt prcesses Prject Scpe Mgmt prcesses Prject Time Mgmt prcesses Prject Cst Mgmt prcesses Prject Quality Mgmt prcesses Prject Human Resurces Mgmt prcesses Prject Cmmunicatins Mgmt prcesses Prject Risk Mgmt prcesses Prject Prcurement Mgmt prcesses Fr each f the 39 prcesses Definitin & succint descriptin f Inputs t the prcess Tls and techniques t carry ut the prcess Outputs f prcess 9 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

9 Internatinal Prject Management Assciatin PMI Certificatin System CAPM TITLE CHARACTERISTICS EXAMINATION METHOD APPLICATION REQUIREMENTS PRIVILEGES CAPM A CAPM is a Submit ne Categry 1 Validity: 5 Certified prject Experience Bachelr r yrs max. Assciate in management Verificatin equivalent N Prject practitiner wh frm per University degree revalidati Management has demnstrated participated 1500 hurs f PM n: Apply fundamental prject experience in the 5 fr PMP r prject Knwledge - grups f PM re-take management based Prcesses CAPM knwledge and written 24 nn exam. experience by examinatin: verlapping mnths supprting 150 f PM experience in prjects using questins in previus 5 years prject 3 hurs. 23 cntact hurs management f PM educatin in tls, techniques, all 9 PM knwledge and areas methdlgies. Categry 2 While participating High schl as a member f a diplma r prject team the equivalent 2ry CAPM typically schl credential relies n 2500 hurs f PM experienced experience in the 5 prject grups f PM management Prcesses practitiners fr Rest as in guidance, Categry 1 directin, and apprval. Acceptable and valid level f understanding and knwledge f Prject Management Octber PRICE 300 $ nnmemb er 225 $, memb er TITLE CHARACTERISTICS EXAMINATION APPLICATION PRIVILEGES METHOD REQUIREMENTS PMP Meet specific Knwledgebased Categry 1 Validity: 3 (Prject educatin and Bachelr r yrs. Management experience written equivalent Revalidatin: Prfessinal) requirements and examinatin University degree 60 PDU s agree t adhere t hurs f a cde f questins in PM experience in prfessinal 4 hurs the 5 grups f cnduct PM Prcesses 36 nn verlapping mnths f PM experience in previus 6 years 35 cntact hurs f PM educatin in all 9 PM knwledge areas Categry 2 High schl diplma r equivalent 2ry schl credential 7500 hurs f PM experience in the 5 grups f PM Prcesses 60 nn verlapping mnths f PM experience in previus 8 years 35 cntact hurs f PM educatin in all 9 PM knwledge areas Octber PMI Certificatin System PMP PRICE $555, nnmemb er $405, memb er ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

10 Internatinal Prject Management Assciatin Prject Management Institute Prject Manager Cmpetence Develpment Framewrk PMCDF Guidance n defining prject manager cmpetence. A standard t prvide individuals and rganisatins with guidance n hw t manage the prfessinal develpment f the prject manager Octber PMCDF Structure - 1 Frewrd and Preface Sectin 1 Cmpetency Framewrk Overview Purpse f the Prject Manager Cmpetency Framewrk What Is Cmpetence? A Wrking Definitin Prject Manager Cmpetency and Organisatinal Maturity PM Cmpetence and Specific Applicatin Cmpetence Design and Structure f the PMCD Framewrk Design f the PMCD Framewrk Structure f the Overall PMCD Framewrk Structure f the PM Knwledge and Perfrmance Cmpetencies Numbering Scheme fr PM Knwledge and Perfrmance Cmpetencies Structure f the PM Persnal Cmpetencies Numbering Scheme fr PM Persnal Cmpetencies A Graphical View f the Overall PMCD Framewrk Structure Using the PMCD Framewrk What the PMCD Framewrk Prvides Tailring the Prject Manager Cmpetency Framewrk Octber ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

11 Internatinal Prject Management Assciatin PMCDF Structure - 2 Sectin 2 - PM Knwledge / Perfrmance Cmpetencies Purpsef the PM Knwledge & Perfrmance Cmpetencies Unit f Cmpetence Prject Integratin Management Unit f Cmpetence Prject Scpe Management Unit f Cmpetence Prject Time Management Unit f Cmpetence Prject Cst Management Unit f Cmpetence Prject Quality Management Unit f Cmpetence Prject Human Resurces Management Unit f Cmpetence Prject Cmmunicatins Management Unit f Cmpetence Prject Risk Management Unit f Cmpetence Prject Prcurement Management Sectin 3 - Persnal Cmpetencies Purpsef the Persnal Cmpetencies Unit f Cmpetence Achievement and Actin Unit f Cmpetence Helping and Human Service Unit f Cmpetence Impact and Influence Unit f Cmpetence Managerial Unit f Cmpetence Cgnitive Unit f Cmpetence Persnal Effectiveness Octber _. 1 Unit f Cmpetence Prject Integratin Management _. 1.2 COMPETENCY CLUSTER: Planning Example f a K/P Element: _1.2.1 Elements _ Cnduct Prject Plan Develpment (PMBOK 4.1) Perfrmance Criteria.1 Determine the prject plan develpment methdlgy.2 Identify the prject stakehlders and prject / rganizatin respnsibility relatinships.3 Identify the interface pints with ther prjects in the rganisatin.4 Develp a stakehlder management plan.3 Define and utilize a Prject Management Infrmatin System t assist in the gathering, integratin, interpretatin, and disseminatin f the inputs and utputs f all prject prcesses.4 Identify and develp an integrated prject plan, including the prject charter, the scpe statement, the WBS, respnsibility assignments, schedules, milestnes, key staffing requirements, budgets, perfrmance measurement baselines, lists f key risks, risk respnse plans, management review plans utlining the prject management apprach, the prject executin plan, and ther subsidiary management plans.5 Determine the verall prject management plan fr use in managing and cntrlling prject executin.6 Describe the difference between dynamically updating the prject plan and preserving the prject perfrmance measurement baseline Examples f Self-Assessment Guidelines KNOWLEDGE COMPETENCIES PERFORMANCE COMPETENCIES Demnstrate a knwledge and understanding f: Demnstrate an ability t develp a: The inputs t prject plan develpment Prject management plan The tls and techniques utilised fr the develpment f the prject plan Stakehlder management plan Octber 2004 The utputs f prject plan develpment 15 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

12 Internatinal Prject Management Assciatin Example f a Persnal Cmpetency Cluster: Team Leadership B.4. Managerial B.4.3 Team Leadership Team Leadership is the intentin t take a rle as leader f a team r ther grup. It implies a desire t lead thers. Element B Demnstrates leadership f the prject. Perfrmance Criteria.1 Infrms a persn affected by a decisin abut what is happening, ensuring the grup has all f the necessary infrmatin..2 Uses authrity fairly making a persnal effrt t treat all team members equitably..3 Prmtes prject team effectiveness by using strategies t prmte mrale and imprve prductivity..4 Takes care f the prject team prtecting it and its reputatin vis-à-vis the larger rganisatin, r cmmunity at large. Ensures that the practical needs f the prject team are met. B Leads the prject team..1 Leads directly thse prject team members with a direct reprting relatinship t the prject manager..2 Invests extra time and effrt ver an extended perid f time t lead the prject team. Octber PMCD Framewrk Structure ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

13 Internatinal Prject Management Assciatin PMCDF Structure - 3 Sectin 4 Develping Cmpetence as a Prject Manager Intrductin Tailring Assessment Methdlgy fr Achieving Cmpetence Stage 1. Develping Applicable Elements and Perfrmance Criteria Stage 2. Determine Desired Levels f Prficiency Stage 3. Assessment Stage 4. Addressing Gaps in Cmpetence Stage 5. Prgressin tward Cmpetence Prject Manager Cmpetency Summary Screcard Appendix A - ThePrject Management Institute Standards Setting Prcess Appendix B - Evlutin f the PMCD Framewrk Appendix C Cntributrs and Reviewers Prject Manager Cmpetency Glssary References Index Octber #area with marginal gaps Octber # areas with significant gaps Prject Manager Cmpetency Summary Screcard PM Knwledge and Perfrmance Cmpetencies Prject Manager: Assessment Date: Assessr: Cmpnent Initiatin Planning Executin Cntrlling Clsing PMBOK Knwledge Areas) Knwledge Perfrmance Knwledge Perfrmance Knwledge Perfrmance Knwledge Perfrmance Knwledge Perfrmance Integratin Management Scpe Management Time Management Cst Management Quality Management HR Management Cmmunicatins Management Risk Management Prcurement Management # areas with n gaps #area with marginal gaps # areas with significant gaps Persnal Cmpetencies Rating Scales Traits Scre Scre PM Knwledge Cmpetencies (Knwledge & Understanding) Achievement and Actin 0 Nt Rated Achievement Orientatin 1 Expsed t Cncepts - Familiar with terms and cncepts. Cncern fr Order, Quality, and Accuracy 2 Develpment Needed - Exhibits a limited level f the knwledge and understanding expected. Initiative 3 Prficient - Exhibits an acceptable level f knwledge and understanding f this area. Infrmatin Seeking Helping and Human Service Scre PM Perfrmance Cmpetencies (Demnstrable Perfrmance) Interpersnal Understanding 0 Nt Rated Custmer Service Orientatin 1 Has nt had pprtunity t demnstrate ne r mre attributes f this cmpetency. Impact and Influence 2 Has nt fully demnstrated this cmpetency as described. Impact and Influence 3 Has fully demnstrated this cmpetency as described. Organizatinal Awareness Relatinship Building Scre Persnal Cmetencies (Behavirs and Mtivatrs) Managerial 0 Nt Rated Develping Others 1 Minimally Effective - Barely exhibits this cmpetency the way we expect f PMs. Directiveness; Assertiveness and Use f Psitinal Pwer 2 Effective - Exhibits an adequate example f this cmpetency acrss mst situatins. Teamwrk and Cperatin 3 Highly Effective - Exhibits a very gd example f this cmpetency acrss all situatins. Team Leadership Cgnative Analytical Thinking Cmments Cnceptual Thinking Persnal Effectiveness Self-cntrl Self-cnfidence Flexibility Organizatinal Cmmitment # areas with n gaps Prject Management Cmpetency Summary Screcard - 1 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

14 Internatinal Prject Management Assciatin Prject Management Cmpetency Summary Screcard - 2 PM Knwledge and Perfrmance Cmpetencies Prject Manager: Assessment Date: Assessr: Cmpnent PMBOK Knwledge Areas) Integratin Management Scpe Management Time Management Cst Management Quality Management HR Management Cmmunicatins Management Risk Management Prcurement Management # areas with n gaps #area with marginal gaps # areas with significant gaps Scre Nt Rated Initiatin Planning Executin Cntrlling Clsing Knwledge Perfrmance Knwledge Perfrmance Knwledge Perfrmance Knwledge Perfrmance Knwledge Perfrmance PM Knwledge Cmpetencies (Knwledge & Understanding) Expsed t Cncepts - Familiar with terms and cncepts. Develpment Needed - Exhibits a limited level f the knwledge and understanding expected. Prficient - Exhibits an acceptable level f knwledge and understanding f this area. Scre PM Perfrmance Cmpetencies (Demnstrable Perfrmance) Nt Rated Has nt had pprtunity t demnstrate ne r mre attributes f this cmpetency. Has nt fully demnstrated this cmpetency as described. Has fully demnstrated this cmpetency as described. Prject Management Cmpetency Summary Screcard - 3 Persnal Cmpetencies Rating Scales Traits Scre Scre PM Knwledge Cmpetencies (Knwledge & Understanding) Achievement and Actin 0 Nt Rated Achievement Orientatin 1 Expsed t Cncepts - Familiar with terms and cncepts. Cncern fr Order, Quality, and Accuracy 2 Develpment Needed - Exhibits a limited level f the knwledge and understanding expected. Initiative 3 Prficient - Exhibits an acceptable level f knwledge and understanding f this area. Infrmatin Seeking Helping and Human Service Scre PM Perfrmance Cmpetencies (Demnstrable Perfrmance) Interpersnal Understanding 0 Nt Rated Custmer Service Orientatin 1 Has nt had pprtunity t demnstrate ne r mre attributes f this cmpetency. Impact and Influence 2 Has nt fully demnstrated this cmpetency as described. Impact and Influence 3 Has fully demnstrated this cmpetency as described. Organizatinal Awareness Relatinship Building Scre Persnal Cmetencies (Behavirs and Mtivatrs) Managerial 0 Nt Rated Develping Others 1 Minimally Effective - Barely exhibits this cmpetency the way we expect f PMs. Directiveness; Assertiveness and Use f Psitinal Pwer 2 Effective - Exhibits an adequate example f this cmpetency acrss mst situatins. Teamwrk and Cperatin 3 Highly Effective - Exhibits a very gd example f this cmpetency acrss all situatins. Team Leadership Cgnative Analytical Thinking Cmments Cnceptual Thinking Persnal Effectiveness Self-cntrl Self-cnfidence Flexibility Organizatinal Cmmitment # areas with n gaps #area with marginal gaps # areas with significant gaps Octber ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

15 Internatinal Prject Management Assciatin PMCD Framewrk Glssary 36 definitins f terms used in the PMCD Framewrk. Example: Elements f Cmpetence: The basic building blcks f the Unit f Cmpetency. They describe, in utput terms, actins r utcmes, which are demnstrable and assessable. Octber ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

16 Internatinal Prject Management Assciatin Prject Management Institute Organisatinal Prject Management Maturity Mdel (OPM3) Purpse: t help rganisatins t implement their strategies thrugh prjects Octber OPM3 Structure Knwledge Assessment Tl Imprvement Tl 39 Prtfli management prcesses 39 Prgram management prcesses 39 Prject management prcesses 586 best practices Fr each best practice: Capabilities Path Fr each capability: Outcmes Fr each utcme: Key Perfrmance Indicatrs Octber ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

17 Internatinal Prject Management Assciatin Prject Management Prfessinal Certificatin Center (PMCC) - Japan A Guidebk f Prject and Prgram Management fr Enterprise Innvatin (P2M) A Guide t enable missin-perfrmer prfessinals t acquire a unique knwledge system f prgram and prject management Fundamental referendum t qualify missinperfrmer prfessinals Octber I. Entry II. Prject Management Entry Prject Management 1) Definitin, Basic Attributes, Frames 2) Prject Management Cmmn View 3) Integratin Management 4) Prject Management Segments 5) Integrative Management Skills III. Prgram Mangement Prgram Management 1) Definitin, Basic Attributes, Frames 2) Prgram Platfrm 3) Prfiling Management 4) Prgram Strategy Management 5) Architecture Management 6) Platfrm Management 7) Prgram Lifecycle Management IV. Frame elements f Prject Management 8) Value Management P2M Architec ture Prject Segment Management Prject Strategy Management Prject Systems Management Prject Objectives Management Prject Risk Management Prject Relatinships Management Prject Finance Management Prject Organisatin Management Prject Resurces Management Infrmatin Technlgy Management Value Management Prject Cmmunicatins Management Prject Management Twer ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

18 Internatinal Prject Management Assciatin Segment Management Cmmn Pattern P2M Practical Guidelines PROJECT RESOURCES MANAGEMENT It is necessary t plan, rganize, adjust and cntrl resurces such as wrkfrce, materials, finances, time, fundamental resurces, and intellectual resurces in an integrated manner Envirnmental Changes Cnstraint cnditins Change in ecnmic envirnment Shrtage f human resurces, particularly thse with apprpriate experience Budget Shrtening f develpment and prject schedules Develpment f technique Sphisticatin f requirements specificatins Objective Wrk prcess Results Resurce plan Achievement f requirements specificatin Basic plan fr budget cntrl Establishment f delivery time and securing Imprvement in earningsfrm the prject Identificatin f resurces Drafting f plans Check n implantatin Imprve measures Accumulatin f resurces Resurce securing (necessary quality at necessary time within the budget) Imprvement in prject results and prductivity Custmer satisfactin Resurces (material resurces, intellectual / technique resurces, infrmatin resurces Knwledge Cst data database Data n suppliers Management data Octber Three levels f cmpetence TITLE CHARACTERISTICS EXAMINATION METHOD APPLICATION REQUIREMENTS PM Specialist (PMS) - Sufficient knwledge t - understand business practice, sufficiently cmmunicate with members using apprpriate terminlgy, can cntribute t prject teams Knwledge-based written examinatin - N educatinal backgrund nr business experience required PM Registered (PMR) Ability: t lead prjects as key persn, t cntrl prgress and prpsed slutins, t mtivate ther members, t cmplete prjects while persistently maintaining human relatinships Capability-based examin. - 1 st stage (2 days): dcument screening, essay (3 hrs), individual interview (30 min) - 2 nd stage (3 mnths): curse test, 10 mdules, 2,5 hrs/mdule - PMS qualificatin - >3 yrs business experience in prjects - Business experience in 2 t 5 types f prjects (accrding t size f team) PM Architect (PMA) - Accumulated experience as mgr in large scale prjects / prgrams Ability t be directly invlved in creatin, executin, management f prgrams ; t prpse slutins t prblems ; t cnstruct relatinships in different fields and amng rganisatins with creativity, and display leadership in realizatin f prgrams - Capability-based examinatin - PMR qualificatin - >10 yrs business experience in prjects - Business experience in 5 t 15 types f prjects (accrding t size f team) ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

19 Internatinal Prject Management Assciatin CAPABILITY PATTERN CRITERIA I Overall thinking pattern Missin pursuit (Mp): able t discver prblems, take n prblems and develp a prcess t realize slutins II Strategic thinking pattern Strategic key perceptin (Sk): able t find strategic elements, priritize rders and adpt measues against bstacles III Integrated thinking Value pursuit (Vp): able t learn changes, maintain value and apply ptins pattern IV Leadership pattern Leadership fr innvatin (Li): able t take n refrms, make a decisin and change the present situatin V Deliberative behavir pattern Management in planning (Mp): able t make plans fr gals and resurces, frm rganizatin and frame rules VI Actual behavir pattern Management in executin (Me): able t understand cntracts, take systems int cnsideratin and give directins VII VIII Adjusting behavir pattern Human relatinship pattern Management in crdinatin (Mc): able t frecast prgress, learn bstacles t prgress and slve prblems Human cmmunicatin (Hc): able t maintain teams, t mtivate their members and prvide pprtunities IX Result pursuit pattern Attitude t achievement ( Aa): mind and energy seeking results, ability t feel empathy, a sense f respnsibility and ability t persuade exterir rganizatins, ability t think f value and feedback results X Lifestyle Attitude f self cntrl: self discipline, t be able t bserve ethics, take respnsibility and t have a cnstructive attitude ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

20 Internatinal Prject Management Assciatin PRINCE2 TM PRINCE (PRjects IN Cntrlled Envirnments) is a structured methd fr effective prject management. It is a de fact standard used extensively by the UK Gvernment and is widely recgnised and used in the private sectr, bth in the UK and internatinally. Octber The scpe f PRINCE2 Missin Strategy Prgrammes Prject Operatins Expectatins Tls Techniques Peple PRINCE2 Benefits Business Octber ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

21 Internatinal Prject Management Assciatin Elements f PRINCE 2 Prcesses Cmpnents Techniques Prduct based planning Change cntrl Quality review CONFIGURATION MANAGEMENT QUALITY IN PROJECT ENVIRONMENT CHANGE CONTROL MANAGEMENT OF RISK BUSINESS CASE CONTROLS ORGANISATION Standard management prducts (templates) PLANS Octber PRINCE2 prcess mdel Directing a Prject Prject Mandate Prject Brief PID Initiating a Prject Highlight Reprt End Stage Reprt End Prject Reprt Starting up a Prject Cntrlling a Stage Managing Stage Bundaries Clsing a Prject Initiatin Stage Plan Prject Plan Managing Prduct Delivery Team Plan Stage Plan Exceptin Plan Planning Octber ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

22 Internatinal Prject Management Assciatin AIPM functins, elements and perfrmance criteria, range indicatrs, evidence guides 9 Functins Integratin Scpe Time Cst Quality Human Resurces Cmmunica tins Risk Prcurement Integratin L 4 Elements fr L4 Perf. Criteria fr elements in L4 Range indicatrs fr L4 L 5 Elements Perf. Criteria Range indicatrs L 6 Elements Perf. Criteria Range indicatrs Evidences fr L4 Evidences Evidences Octber Prince2 registratin system TITLE CHARACTERISTICS EXAMINATION APPLICATION PRIVILEGES PRICE METHOD REQUIREMENTS Fundatin Measure capability t act as an Fundatin Exam, Nne 100 infrmed member f 2-3 days t a prject management team using PRINCE2 methd within a get t its level + 1 hur clsed-bk exam. prject envirnment (multimedia using PRINCE2 curse available t) Registered Prince2 Practitiner Measure capability t apply PRINCE2 t the running and managing f a prject within an envirnment supprting PRINCE2 Practitiner exam, 5 days preparatin curse, f which the 5 th day is fr taking bth exams + 3 hurs pen bk duratin, (a scenari backgrund and 3 questins). 61% pass rates Nne 5 years 208 validity, after which a reregistratin exam, internet and paper-based, ne hur Octber ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

23 Internatinal Prject Management Assciatin Australian Institute f Prject Management AIPM Natinal Cmpetency Standards fr Prject Management Octber AIPM Structure Intrductin Use f the standards Independent definitin f key cmpetences Design and structure f standards Appendix 2 Detailed descriptin f 9 cmpetency standards fr each f the levels 4, 5 and 6 Guidelines Evidences Assessment Prcess Assessment What thestandard will give yu Backgrund n the nature f prjects, prject management and prject managers Glssary n Cmpetency Standards and n Prject Mngmt Appendix 1 it describes generically the 8 levels f the Australian Standards Framewrk, Octber ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

24 Internatinal Prject Management Assciatin The three cmpetence levels applicable t Prject Management Respnsibili ty and accuntability Characteristic Autnmy Cmplexity f Skill and knwledge Cntext fr applicatin Chice and range f cntingencies Discretin and judgement Level Level 4 Apply Level 5 Guide Level 6 Manage The text in the cells define the different characteristics fr the three levels Octber AIPM functins, elements and perfrmance criteria, range indicatrs, evidence guides 9 Functins Integratin Scpe Time Cst Quality Human Resurces Cmmunica tins Risk Prcurement Integratin L 4 Elements fr L4 Perf. Criteria fr elements in L4 Range indicatrs fr L4 L 5 Elements Perf. Criteria Range indicatrs L 6 Elements Perf. Criteria Range indicatrs Evidences fr L4 Evidences Evidences Octber ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

25 Internatinal Prject Management Assciatin Cnsideratins t imprve ICB The cmplete Prince2 prject life cycle Prince2 prcesses and cmpnents: Business case Start up Reprting Lessns learned i.e. knwledge management Prject bard rles, respnsibilities Prince2 Stakehlder management Prject success in Prince2 Prince2 directing principles P2M definitin f a prject as a value creatin undertaking P2M Prject Strategy management P2M cncept f Prject ValueManagement P2M relatinships management Include P2M service mdel? Octber Cnsideratins t imprve ICB ICB taxnmy criteria culd PMCDF perfrmance criteria mean incrprate mst PMBOK Guide Quality in perfrming prject prcesses,tls and techniques management vs. ICB quantitative experience. Inclusin in ICB f aspects such as PMCDF 0 t 3 scre system, wrthy Prject Cmmunicatins planning t cmpare. Prject Office There are PMCDF aspects f Internatinalisatin persnal cmpetence which are nt Prcess interactins and their included in ICB custmisatin Stakehlder management is f the Prject Plan upmst imprtance fr success: Integrated change cntrl New ICB element? Quality Assurance OPM3 might be helpful t further Quality cntrl develp ICB elements Relatinships t ther management 2. Prject Management disciplines Implementatin Sme key general management 3. Management by prjects skills 5. Prject Cntext 30. Standards and regulatins 36. Organisatinal learning Octber 2004 OPM3 implementatin is an example 40 f 37. Management f Change ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

26 Internatinal Prject Management Assciatin Part 3 Additinal infrmatin abut ther standards ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

27 Internatinal Prject Management Assciatin A Guide t the Prject Management Bdy f Knwledge (PMI ) A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK Guide) 1 Authr: Francisc Pérez-Pl Accrding t PMI, the Prject Management Bdy f Knwledge cmprises the ttality f bth prven traditinal practices and innvative nes, knwn by practitiners, academics, trainers, etc. The scpe f the PMI s Guide t the Prject Management Bdy f Knwledge is a subset f that ttality. Its primary purpse is t prvide a general verview (nt an exhaustive descriptin) f the majr elements f the Bdy f Knwledge that are recgnised as gd practice as applicable t mst f the prjects mst f the times with widespread cnsensus abut their value and usefulness. Other bjectives f this dcument are: T prvide a cmmn language within the prfessin, fr all t use the same terms t name the same things. T be a reference fr all interested in the prfessin. ( Neither cmprehensive nr all inclusive ). T be a basic reference abut prject management knwledge and practices fr PMI s prfessinal develpment prgram, including Certificatin f Prject Management Prfessinal (PMP ). Certificatin f Certified Assciate in Prject Management (CAPM TM ). Accreditatin f educatinal prgrams in prject management. The PMBOK Guide des nt address neither the prject manager s persnal skills (IPMA s persnal attitudes and general impressin), nr the management f prject prtflis r prgrams. STRUCTURE OF THE GPMBOK GUIDE The PMBOK Guide describes knwledge abut Prject Life Cycle definitin, prject Organisatin and Prject cntext Five Prject Prcess Grups, applicable t bth the Prject and each phase f the Prject Life Cycle. (Initiating, planning, executing, cntrlling and clsing the phase r the prject) 1 Thse sentences between qutatin marks have been taken frm the PMI s dcument A Guide t the Prject Management Bdy f Knwledge, Editin ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

28 Internatinal Prject Management Assciatin A Guide t the Prject Management Bdy f Knwledge (PMI ) Nine Knwledge areas (Prject Integratin management, Prject Scpe Management, Prject Time Managemnt, Prject Cst Management, Prject Quality Management, Prject Human Resurce Management, Prject Cmmunicatins Management, Prject Risk Management, Prject Prcurement Management). 39 prject management prcesses. Each f the 9 knwledge areas is carried ut using sme f thse 39 prcesses. Each f the 5 prcess grups is made up f ne r mre f thse 39 prcesses. Sectin 1. The Prject Management Framewrk. Chapter 1. Intrductin. It Succintly defines and explains key terms, such as prject, prject management, prgrams, subprjects. Identifies and prvides definitin f 9 prject management knwledge areas. Identifies the knwledge required t manage prjects: Nt nly the 9 PM knwledge areas, but als sme General Management knwledge and skills, and sme Applicatin Area knwledge, standards and regulatins, knwledge f the prject envirnment, and sft skills r human relatins skills. Chapter 2. The Prject Management Cntext. It Explains the cncepts f prject phases and prject life cycle, with examples applicable t different applicatin areas. Defines the prject stakehlders, identifies different kinds f prject stakehlders. Describes rganisatinal systems, rganisatinal cultures and styles, explains different rganisatinal structures, and defines the Prject Office. Identifies key general management skills, succintly describing thse general management skills that are highly likely t affect mst prjects. (Leading, cmmunicating, negtiating, prblem slving, influencing the rganisatin). Identifies scial, ecnmic and envirnmental influences n prjects (Standards, regulatins, internatinalisatin, cultural influences, scial-ecnmic-envirnmental sustainability. Chapter 3. Prject Management Prcesses It explains hw prjects are cmpsed f prduct riented prcesses and prject management prcesses. It rganises 39 prject management prcesses int five grups f ne r mre prcesses each. It defines the 39 prcesses and identifies their interactins. (This chapter cntains just the definitin f each f the 39 prcesses) The chapter prvides a table mapping thse prcesses t grups f prcesses and t the 9 knwledge areas. ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

29 Internatinal Prject Management Assciatin A Guide t the Prject Management Bdy f Knwledge (PMI ) Sectin 2. The Prject Management Knwledge Areas Chapters 4 t 12, ne chapter fr each f the 9 knwledge areas. Each chapter prvides the definitin f the knwledge area and describes the prject management prcesses (ut f the 39 prject management prcesses defined in chapter 2 belnging t that knwledge area). The descriptin f each prcess cntains a succint definitin and a crisp descriptin when needed f: The inputs t the prcess. The tls and techniques generally recgnised as useful t carry ut the prcess. The uputs prduced by the prcess. Sectin 3. Appendixes (7) The mst significant appendix is dedicated t extensins f the Guide t the Prject Management Bdy f Knwledge t Applicatin Areas. The PMI has published sme Applicatin Areas Extensins since the Editin 2000 f the Guide was issued. Sectin 4. Glssary and Index The Glssary cntains 276 entries. ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

30 Internatinal Prject Management Assciatin A Guide t the Prject Management Bdy f Knwledge (PMI ) MAPPING ICB ELEMENTS TO PMBOK GUIDE Authrs: Hans Knöpfel and Francisc Pérez-Pl Grups f Cmpetence Elements (Nte: Relatinships within, and may be between, the grups will be elabrated later) Kinds f PM prcesses Kinds f actins with invlvement f the prject management persnnel, t be applied t all general elements and all elements cntaining the cntent f prject management ICB (PMI PMBOK Guide) 10 Start up Initiating prcesses grup, and Initiatin Prcess in Prject Scpe Management New (4) Integrated incl. supprting planning Planning prcesses grup: 21 prcesses acrss all nine Knwledge Areas (Figure 1) New? (17) Executin: Changing and detailing f plans incl. supprting Executing prcesses grup: 7 prcesses acrss 5 Knwledge Areas (Figure 2) Change management: 2 prcesses: Integrated Change Cntrl; Scpe Change Cntrl Supprting (?) 20 Integrated cntrlling incl. mnitring, fr planning and fr executin Cntrlling prcesses Grup: 8 prcesses, acrss 7 Knwledge Areas 11 Clse ut Clsing Prcesses Grup, including Administrative clsure and Cntract clseut ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

31 Internatinal Prject Management Assciatin A Guide t the Prject Management Bdy f Knwledge (PMI ) Prcess Initiating KnwledgeArea Grup Prcesses Integratin Mgmt Planning Prcesses Prject Plan Develpment Scpe Mgmt Time Mgmt Initiatin Scpe Planning Scpe Definitin Activity Definitin Activity Sequencing Activity Duratin Estimating Schedule Develpment Cst Mgmt Resurce Planning Cst Estimating Cst Budgeting Quality Mgmt Quality Planning Human Resurce Mgmt Cmmunicatins Mgmt Organisatinal Planning Cmmunicatins Planning Staff Acquisitin Risk Mgmt Risk Mgmt Planning Risk Identificatin Qualitative Risk Analysis Quantitative Risk Analysis Risk Respnse Planning Prcurement Mgmt Prcurement Planning Slicitatin Planning Figure 1. Initiating and Planning Prcesses Prcess KnwledgeArea Grup Prject Executin Prcesses Cntrl Prcesses Clsing Prcesses Integratin Mgmt Prject Plan Executin Integrated Change Cntrl Scpe Mgmt Scpe Verificatin Scpe Change Cntrl Time Mgmt Schedule Cntrl Cst Mgmt Cst Cntrl Quality Mgmt Quality Assurance Quality Cntrl Human Resurces Mgmt Team Develpment Cmmunicatins Mgmt Infrmatin Distributin Perfrmane Reprting Administrative Clsure Risk Mgmt Risk Mnitring and Cntrl Prcurement Mgmt Slicitatin Surce Selectin Cntract Administratin Cntract Clseut Figure 2. Executing, Cntrlling and Clsing Prcesses ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

32 Internatinal Prject Management Assciatin A Guide t the Prject Management Bdy f Knwledge (PMI ) PM general elements Actins f prject management persnnel; nt directly cntaining prject management cntent ICB (PMI PMBOK Guide) 1 Define (PM) 1.2 What is a prject?; 1.3 What is Prject Management? 2 Implement (PM in the prject) Part f 4.1 Prject Plan Develpment prcess 7 Develp, prmte (prject) Part f 5.1 Initiatin prcess 12 Structure 5.3 Scpe Definitin Prcess = Develp WBS 4 Think in terms f systems Nt cvered New (2, 31) Create (incl. tls, prcesses) prcedures Part f 4.1 Prject Plan Develpment Prcess 30 Standards and regulatins Standards and Regulatins 31 Slve prblems 32 Meet, negtiate 24 Lead, decide Prcesses nt defined. Included in General Management Knwledge and Perfrmance 25 Cmmunicate, reprt Prject Cmmunicatins Management Knwledge Area (4 prcesses) 7 Appraise, evaluate (prjects) Part f Initiatin prcess 36 Learn (lessns), train (team) Part f Administrative Clsure prcess and Team Develpment prcess New (4) Integrate (management activity) Prject Integratin Management Knwledge Area ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

33 Internatinal Prject Management Assciatin A Guide t the Prject Management Bdy f Knwledge (PMI ) PM cntent elements Directly cnnected t the prject management cntent (stategic and perative fr all elements f this table) ICB 3 Prject Prtflis, Prgrammes Only prgrams. Prgrams and Prtflis are thrughly treated by PMI OPM3 standard. 5 Prject cntext Cvered in sectin 2.3 Organizatinal Influences 5 Stakehlders Cvered in sectin 2.2 Prject Stakehlders 8 Objectives, strategies Cvered thrugh 5.1 Initiatin prcess; 4.1 Prject Plan Develpment prcess and 5.2 Scpe Planning prcess 13 Prject cntent / scpe 5.2 Scpe Planning prcess 17 Cnfiguratins Cnfiguratin management, a technique included in 4.3 Integrated Change Cntrl prcess 22 Prject rganisatin 9.1 Organizatinal Planning prcess 23 Team (building) 2.4 Just mentined as a key general management skill and in 9.3. Team develpment ( Team building activities) 6 Prject phases, life cycle Sectin 2.1 Prject phases and the prject life cycle 14 Time schedules Chapter 6. Prject Time Management Knwledge Area (cntaining 5 prcesses) 15 Resurces Nn-human resurces prly cvered in Chapter 7 Prject Cst Management. (4 prcesses) Human resurces well cvered in Chapter 8 Human Resurce Management (3 prcesses) 16 Cst, finance Chapter 7 Prject Cst Management Prject Finance is nt cvered 27 Prcurement, cntracts Chapter 12 Prject Prcurement ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

34 Internatinal Prject Management Assciatin A Guide t the Prject Management Bdy f Knwledge (PMI ) Management Knwledge Area (6 prcesses) 18 Risk, chances Chapter 11. Prject Risk Management (6 prcesses) 17 Prject changes 4.1 Prject Plan Develpment; 5.4 Scpe Change cntrl; 6.5 Schedule Cntrl; 7.4 Cst Cntrl; 10.3 Perfrmance Reprting; 11.6 Risk Mnitring and Cntrl 26 Cnflicts, crises 2.4 Cnflicts: Just mentined as a key general management skill. Crises are nt cvered 19 Perfrmance, satisfactin 10.3 Perfrmance reprting 9 Success, failure prject success is nt explicitly defined in the Guide. It is defined and pursued in the Prject Manager Cmpetence Develpment Framewrk standard f PMI. 28 Prject quality Chapter 8. Prject Quality Management 21 Infrmatin, dcumentatin incl. status reprts 4.1 Prject Plan Develpment 4.2 Prject Plan executin 4.3 Integrated Change Cntrl ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

35 Internatinal Prject Management Assciatin A Guide t the Prject Management Bdy f Knwledge (PMI ) Persnal attitudes Attibutes f persnnel wrking in prject management (checked with 8 Aspects f existing ICB and APM list) ICB 43 (1) Cmmunicative 43 (1) Accepted (by team, clients) 44 (2) Taking initiative (PMI PMBOK Guide) PMI treats these aspects in its Prject Management Cmpetence Develpment Framewrk. 44 (2) Engaged, mtivating, adaptable 45 (3) Open minded 45 (3) Prviding cnfidence, hnest 46 (4) Cmmitted 46 (4) Assertive 46 (4) Sensible, self-cntrlling 47 (5) Fair 47 (5) Arguing well, slving cnflicts 48 (6) Inventive, creative 48 (6) Prudent risk taker 48 (6) Reliable, prviding integrity 49 (7) Fstering cperatin 49 (7) Lyal, prviding slidarity 50 (8) Taking respnsibility 50 (8) Able t lead The Guide nly handles Leadership in Leading ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

36 Internatinal Prject Management Assciatin A Guide t the Prject Management Bdy f Knwledge (PMI ) PM elements related t general management Cnnected t the prject management cntent in relatin t the permanent rganisatins (wn, clients, suppliers, etc.) invlved in the prject. (stategic and perative fr all elements f this table) ICB (PMI PMBOK Guide) 33 Permanent rganisatins 2.3 Organisatinal influences Organisatinal systems Permanent Organisatins are treated by PMI in its OPM3 standard 34 Business prcesses The Guide includes 39 Prject Management prcesses. 38 Prduct management Nt cvered 35 Persnnel develpment Nt cvered 1.4 Relatinships t ther management disciplines 36 Organisatinal learning Nt cvered in this standard (See OPM3) 29 Infrmatics in prjects Nt cvered 39 System management Nt cvered 37 Management f the change Nt cvered in this standard (See OPM3) 38 Marketing Mentined in 2.4 as Key Management Skill 40 Safety, health, envirnment Nt cvered 41 Legal aspects the Cntract as utput f surce Selectin prcess 12.5 Cntract Administratin prcess 42 Finance and accunting Mentined in 2.4 as a Key General Management Skill Financial cntrls and accunting cdes as inputs t prject planning prcess The chart f accunts as an input t cst estimating prcess ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

37 Internatinal Prject Management Assciatin A Guide t the Prject Management Bdy f Knwledge (PMI ) General abilities Useful / necessary abilities fr any kind f prject management wrk (general impressin aspects) ICB 51 lgic (PMI PMBOK Guide) Nt cvered 52 systematic and structured way f thinking 53 absence f errrs 54 clearness 55 cmmn sense 56 transparency 57 verview 58 balanced judgement 59 hrizn f experience 60 skilfulness ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

38 Internatinal Prject Management Assciatin A Guide t the Prject Management Bdy f Knwledge (PMI ) SUMMARY COMPARISON BETWEEN PMBOK GUIDE AND ICB Ref Descriptin t PMBOK Guide chapters ICB cmpetence element ranges 1-9 General, strategic Techn. Methds, prcesses Organisatin, infrmatin, quality Related t general managemen Persnal attitudes General impressin Questin: Which chapter f the PMBOK Guide is in which cmpetence range f the ICB? (and tp line: t what extent are the cmpetence ranges f the ICB included in the PMBOK Guide?) included in ICB t a larger r smaller extent Key knwledge included in ICB. PMBOK Guide adds detailed specific descriptins f prcesses, tls, techniques, prcesses utputs, abve the bjectives f ICB. NCB's Taxnmies criteria shuld include them as needed. included in ICB t a larger extent included in ICB t a much larger extent nt in PMBOK Guide nt in PMBOK Guide Part I Prject management framewrk 1 Intrductin included in ICB, shw relatins in element 1 element in ICB fr the inf, dcu, reprts specific elements 2 Prject Management Cntext included in ICB as specific element, in PMBOK Guide: mre than "cntext" several specific elements several specific elements in the ICB in the ICB 3 Prject Management Prcesses shuld be included in the ICB t a larger extent start-up, cntrlling and clse-ut in the ICB business prcesses in the ICB Part II Prject management knwledge areas 4 Prject integratin management 5 Prject scpe management 6 Prject time management 7 Prject cst management integrated planning / prject plan shuld be included in the ICB ICB: separate plans in several elements included in ne ICB element included in ne ICB element included in tw ICB elements, ressurce mgt. in sep. elem. 8 Prject quality management included mainly in ne ICB element 9 10 Prject human resurce management Prject cmmunicatins management ne element infrmatin in the ICB included in three ICB elements, little abut rganisatin in PMBOK Guide ne element cmmunicat. in the ICB, a whle chapter in the PMBOK Guide 11 Prject risk management included in ne ICB element 12 Prject prcurement management included in three ICB elements ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

39 Internatinal Prject Management Assciatin PMI Certificatin System PROJECT MANAGEMENT INSTITUTE CERTIFICATION SYSTEM TITLE CHARACTERISTICS EXAMINATION METHOD APPLICATION REQUIREMENTS PRIVILEGES PRICE CAPM Certified Assciate in Prject Management PMP (Prject Management Prfessinal) A CAPM is a prject management practitiner wh has demnstrated fundamental prject management knwledge and experience by supprting prjects using prject management tls, techniques, and methdlgies. While participating as a member f a prject team the CAPM typically relies n experienced prject management practitiners fr guidance, directin, and apprval. Acceptable and valid level f understanding and knwledge f Prject Management Meet specific educatin and experience requirements and agree t adhere t a cde f prfessinal cnduct Submit ne Experience Verificatin frm per participated prject Knwledge-based written examinatin: 150 questins in 3 hurs. Knwledge-based written examinatin 400 questins in 4 hurs Categry 1 Bachelr r equivalent University degree 1500 hurs f PM experience in the 5 grups f PM Prcesses 24 nn verlapping mnths f PM experience in previus 5 years 23 cntact hurs f PM educatin in all 9 PM knwledge areas Categry 2 High schl diplma r equivalent 2ry schl credential 2500 hurs f PM experience in the 5 grups f PM Prcesses Rest as in Categry 1 Categry 1 Bachelr r equivalent University degree 4500 hurs f PM experience in the 5 grups f PM Prcesses 36 nn verlapping mnths f PM experience in previus 6 years 35 cntact hurs f PM educatin in all 9 PM knwledge areas Categry 2 High schl diplma r equivalent 2ry schl credential 7500 hurs f PM experience in the 5 grups f PM Prcesses 60 nn verlapping mnths f PM experience in previus 8 years 35 cntact hurs f PM educatin in all 9 PM knwledge areas Validity: 5 yrs max. N revalidatin: Apply fr PMP r retake CAPM exam. Validity: 3 yrs. Revalidatin: 60 PDU s 300 $ nnmember 225 $, member $555, nnmember $405, member ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

40 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) COMPARISON BETWEEN PMI / PMCDF AND IPMA / ICB+ICRG By Klaus Pannenbäcker, GPM Germany EXECUTIVE SUMMARY This paper cmpares PMI PMCDF with IPMA ICB/ICRG and suggest that it is nt feasible tday t harmnise these different standards. The main reasns are: PMI evaluates Prject Managers in their wn prject fr Cmpetence Imprvement thrugh educatin and training IPMA certificates Prject Managers accrding t their Cmpetencies in Prject Management ver the last 3-5 years incmparable Elements in different structures Bth PMI and IPMA use the same Dimensins f Cmpetency. PMI IPMA GPM Knwledge Knwledge Wissen Perfrmance Experience Erfahrung Persnal Persnal Attitude Persnalität Picture-1: Dimensins f Cmpetency But the structure and terms differ t much fr an ne t ne cmparisn Unit f cmpetence Cmpetency clusters Element Remarks: PMI Perfrmance criterin Picture-2: IPMA Elements f Cmpetence 3 f them are elements (Initiating, cntrlling, clsing), and tw are nt explicit in ICB (planning and executing) Taxnmy criteria Nt applicable Cmparisn Structure Levels and Terms f PMI and IPMA The fllwing expertise is an verview and nt a cmplete evaluatin f the existing material, including GPM material. The basic references are the PMI publicatin Prject Manager Cmpetency Develpment Framewrk (PMCDF), Draft 2001 as well as ICB and ICRG. This evaluatin cncentrates n PMI with detailed descriptins. The reader is expected t be familiar with the IPMA systems. ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

41 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) CONTENT 1. Situatin 2. PMCDF Architecture 3. PMCDF Element and Structure 4. PMCDF Screcard fr Prject Manager Evaluatin 5. Summary 1. Situatin PMI cncentrates its Achievement f Cmpetence t limited elements and perfrmance criteria f the prject, where their prject managers execute their wrk. Evaluated strength and weakness allws the evaluated prject manager and his/her authrity t develp the individual cmpetencies. Hw t implement PMCDF in a certificatin prgramme is nt yet described. PMI defines Cmpetency in line with Sctt Parry (1989) as a cluster f related knwledge, attitudes, skills, and ther persnal characteristics that: Affects a majr part f ne s jb (i.e. ne r mre key rles r respnsibilities) Crrelates with perfrmance n the jb Can be measured against well-accepted standards Can be imprved via training and develpment Can be brken dwn int dimensins f cmpetence IPMA created the ICB as Internatinal Cmpetence Baseline first f all t define PM elements, against which the cmpetencies f certificants can be measured. PMI: Perfrmance f Imprve IPMA GPM Prjects PM Excellence Award PM Excellence Award Prgrams PM Excellence Award PM Excellence Award Prject Persnnel 4-L-C 4-L-C (+ 4-L-Q) Organisatins PM - DELTA Prfessin (Accreditatin f PM as Prfessin) Picture-3: Cmparisn f Perfrmance Imprvement and Certificatin PMI started with the PMBOK Guide and the PMP Certificatin t Imprve Prject Persnnel. In this case the PMBOK Guide can be cmpared with the ICB, but the PMCDF is nly a detailed PMBOK Guide in rder t evaluate the cmpetencies f an individual Prject Manager in his/her running prject. IPMA develped the Internatinal Cmpetence Baseline (ICB) as Bible fr the Fur-Level- Certificatin Prgram (4-L-C) and the Internatinal Certificatin Regulatins and Guidelines (ICRG) fr prgram executin. ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

42 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) PMI fllwed a mre scientific apprach fr its PM Standard. IPMA cncentrated n the glbally accepted certificatin apprach, acknwledging that educatin and training mainly depends n natinal and cultural basics. IPMA fllws the strategy that Persnnel Certificatin shuld be glbally standardised with cntents (ICB) and prcesses (ICRG) executed n natinal basis as certificatin prgramme currently validated by IPMA nminated validatrs PMI understands PMCDF as a standard within PMI Standards, mainly f PM terms. Picture-4: Printed (available) PMI Standards 2. PMCDF Architecture The PMI Prject Management Cmpetence Develpment Framewrk (PMCDF) cmprises three different cmpetence dimensins: PM Knwledge PM Perfrmance PM Persnal, which are described belw in a flw diagram ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

43 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) Picture-5: PMCDF Architecture f PMI PMI structures the dimensins f cmpetency int units f cmpetence. IPMA calls these units PM elements, which are nt gruped (Sunflwer framewrk) GPM als calls these units PM elements, hwever grups them in 1.0 Grundlagen Kmpetenz (Basics) 2.0 Sziale Kmpetenz (Scial) 3.0 Methden Kmpetenz (Methdes) 4.0 Organisatins Kmpetenz (Organisatin) Structure f the dimensins f cmpetency Structures f the Knwledge and Perfrmance Dimensins f Cmpetency PMCDF adheres t the PMBK Guide, Editin This Guide des nt describe in much detail the applicatin f knwledge belnging t general management and t subject matter area, and PMCDF des nt cver cmpetence in thse areas. The scpe f ICB is cnsiderably wider than the scpe f PMCDF. The Guide cncentrates n the applicatin f prject management knwledge t the prject. It describes the Prject Manager activity as 39 prcesses t apply the knwledge specific t prject management ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

44 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) The Guide defines 9 Prject Management Knwledge areas (prject integratin management, prject scpe management, prject time management, prject cst management, etc.). The Prject Manager manages each knwledge area by means f sme f the 39 prcesses. Sme f the prcesses t manage each area are applied t initiating, thers t planning, thers t executing, thers t cntrlling and thers t clsing the prject and any phase f the prject. In that way each f the 39 prcesses belngs nt nly t ne f nine knwledge areas but als t ne f five prject management prcess grup, (initiating, planning, executing, cntrlling and clsing) Each f the 39 prcesses in the Guide is classified as belnging t ne Prject Management knwledge area and belnging t a grup f Prject Management Prcesses. The cmpetence required t carry ut each f thse prcesses is defined as an element in PMCDF. (PMCDF adds mre elements t thse 39, which crrespnd t prcesses missing in the PMBOK Guide, Editin 2000). The cmpetence t carry ut each f the 9 Knwledge areas prcesses is defined in PMCDF as a Unit f Cmpetence The cmpetence t carry ut each f the 5 prject management prcess grups is defined in PMCDF as a Cmpetency cluster. Similarly t the prcesses in the Guide, each PMCDF element belngs t ne Unit f cmpetence and t ne cmpetency cluster. PM Units f Cmpetence fr the Knwledge and Perfrmance cmpetency dimensins Purpse f the PM Knwledge and Perfrmance units f cmpetence Prject Integratin Management Scpe Management Time Management Cst Management Quality Management Human Resurces Management Cmmunicatins Management Risk Management Prcurement Management Cmpetency clusters fr the knwledge and perfrmance dimensins f cmpetency Each f the nine units f cmpetence is applied alng the initiatin, planning, executin, cntrlling and clsing f the prject and f any phase f the prject. The cmpetency clusters are: Initiating Planning Executing ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

45 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) Cntrlling Clsing Elements in the knwledge and perfrmance dimensins f cmpetency Any unit f cmpetence in any f the cmpetency clusters is carried ut by prcesses. The cmpetence required fr each prcess is called an element. Since cmpetency fr each element f cmpetence requires knwledge and perfrmance cmpetence, elements f cmpetence are cntemplated frm bth knwledge and perfrmance dimensins perspectives. Therefre, the Knwledge and Perfrmance dimensins f cmpetency share the same structure: The same Units f cmpetence, the same cmpetency clusters and the same elements. Hwever, each element must be evaluated frm bth different perspectives. PMI has nt cnsidered in the PMCD Framewrk any specific persnal cmpetence needed fr each element in the knwledge and perfrmance dimensins f cmpetency, althugh the persnal Dimensin is fully dedicated t that. Perfrmance criteria T demnstrate the cmpetence in any element, the Prject Manager has t cmply with a list f aspects f perfrmance, specific fr each element, defined as perfrmance criteria. Structure f the Persnal Dimensin f Cmpetency Units f cmpetence in the Persnal Dimensin f Cmpetency Purpse f the Persnal Cmpetencies Achievement and Actin Helping and Human Service Impact and Influence Managerial Cgnitive Persnal Effectiveness Each f these five units f cmpetence has a structure f persnal characteristics, named cmpetency clusters. Each cmpetency cluster is a set f persnal cmpetency elements, which have their utcmes, measured by perfrmance criteria. IPMA measures all cmpetency elements generally with the Knwledge and Experience (PMI: Perfrmance), including Scial Elements f Persnality elements. PMI measures nly the Knwledge / Perfrmance Units f Cmpetence with Knwledge and Perfrmance Elements and the Persnal Cmpetencies with specific Elements. Examples are prvided f questins t assess the knwledge and perfrmance elements. There are n questins abut the knwledge and experience/perfrmance f Persnal Cmpetencies. PMI defines the Units f Cmpetence in detail. This is shwn as a numbering scheme in the fllwing 3 tables: ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

46 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) Picture-6: Numbering scheme f PM Knwledge and Perfrmance Cmpetencies Picture-7: Numbering scheme f the PM Knwledge and Perfrmance Units f Cmpetence ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

47 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) Picture-8: Numbering scheme f PM Persnal Cmpetencies IPMA des nt detail its elements int the Knwledge and Perfrmance Cmpetency Clusters (a cmbinatin between PM functins and PM stages t manage the prject and any phase f the prject, which PMI calls 5 Prcesses Grups) which are Initiating Planning Executing Cntrlling Clsing IPMA certificates with 4 Levels a Prject Management Respnsible, wh can assist r manage a part f r a cmplete prject thrugh the whle life cycle using all needed PM elements being respnsible fr all bjectives and persnnel The mre cmplex a prject request is, the higher is his/her level f certificatin. PMI and IPMA have nearly the same Persnal Elements, but cmparable. PMI IPMA GPM Abilities 1 Ability t cmmunicate Kmmunikatinsfähigkeit Attitudes 2 Initiative, Engagement, Initiative, Engagement, ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

48 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) Enthusiasm, Ability t Mtivatin Begeisterungsfähigkeit, Mtivatinsfähigkeit Behaviur 3 Ability f Getting in Cntact, Opennes Knwledge 4 Sensibility, Self Cntrl, Ability f Value Appreciatin, Readiness fr Respnsibility, Persnal Integrity Persnality 5 Cnflict Slving, Argumentatin Culture, Fairness Skills 6 Ability f Finding Slutins, Hlistic Thinking 7 7 Lyalty, Slidarity, Readiness fr Helping Kntaktfähigkeit, Offenheit Sensibilität, Selbstkntrlle, Wertschätzungsfähigkeit, Verantwrtungsbewusstsein, persönliche Integrität Knfliktbewältigung, Streitkultur, Fairness Lösungsfindungsfähigkeit, ganzheitliches Denken Lyalität, Slidarität, Hilfsbereitschaft Picture-9: 8 8 Leadership Ability Führungseigenschaften Cmparisn f majr cmpnents f cmpetencies If Persnal Cmpetencies are part f the whle persnnel cmpetency assessment, then these Scial Elements (PMI: Persnal Cmpetencies) shuld als be apprved with Knwledge and Experience (PMI: Perfrmance) criteria. The numbers and definitins f the PMI Units f Cmpetency are partly mre detailed than the crrespnding elements in the ICB f IPMA. But the ICB wrks with a taxnmy fr each element, which assist the self assessment with a range frm 0 (nthing) t 10 excellent), based n 7 ranking examples. ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

49 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) 3. PMCDF Element and Structure Picture-10: Detailed hierarchy f PMI s PMCD Framewrk The table belw shws the PMCDF hierarchical structure. The clured lines mean single line is a change between Cmpetency Cluster triple lines is a change t the next Unit f Cmpetence Change between Knwledge/Perfrmance Cmpetency and Persnal Cmpetency Please remark that mstly 1 Element f Cmpetence describes ne Cmpetence Cluster. In this case is Element and Cluster the same. Numberi ng Unit f Cmpetence 1. Prject Integratin Management Cmpetency Cluster 1.1 Initiating Elements f Cmpetence Identify and Dcument Prject Needs. Develping Prject-Related ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

50 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) Prduct and Service Descriptin Perfrm an Initial Prject Feasibility Study and Analysis 1.2 Planning Cnduct Prject Plan Develpment (PMBOK 4.1) Executing Cnduct Prject Plan Executin (PMBOK 4.2) Cntrlling Cnduct Integrated Change Cntrl (PMBOK 4.3) 1.5 Clsing Cnduct Prject Clsure with Regards t Integratin 2. Prject Scpe Management 2.1 Initiating Prepare Prject Charter (PMBOK 5.1) 2.2 Planning Cnduct Scpe Planning (PMBOK 5.2) Cnduct Scpe Definitin (PMBOK 5.3) 2.3 Executing Execute Scpe 2.4 Cntrlling Cnduct Scpe Verificatin (PMBOK 5.4) Cnduct Scpe Change Cntrl ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

51 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) (PMBOK 5.5) 2.5 Clsing Cnduct Prject Clsure with Regards t Scpe 3. Prject Time Management 3.1 Initiating Preliminary Planning Activities 3.2 Planning Cnduct Activity Definitin (PMBOK 6.1) Cnduct Activity Sequencing (PMBOK 6.2) Cnduct Activity Duratin Estimatin (PMBOK 6.3) Cnduct Schedule Develpment (PMBOK 6.4) 3.3 Executing Implement Prject Schedule 3.4 Cntrlling Cnduct Schedule Cntrl (PMBOK 6.5) 3.5 Clsing Cnduct Prject Clsure with Regards t Time 4 Prject Cst Management 4.1 Initiating High Level Budget Develpment Preparatin ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

52 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) 4.2 Planning Cnduct Resurce Planning (PMBOK 7.1) Cnduct Cst Estimatin (PMBOK 7.2) Cnduct Cst Budgeting (PMBOK 7.3) 4.3 Executing Execute Cst Baseline 4.4 Cntrlling Cnduct Cst Cntrl (PMBOK 7.4) 4.5 Clsing Cnduct Prject Clsure with Regards t Cst 5 Prject Quality Management 5.1 Initiating Determine Quality Reqirements 5.2 Planning Cnduct Quality Planning (PMBOK 8.1) 5.3 Executing Cnduct Quality Assurance (PMBOK 8.2) 5.4 Cntrlling Cnduct Quality Cntrl (PMBOK 8.3) 5.5 Clsing Cnduct Prject Clsure with ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

53 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) Regards t Quality 6 Prject Human Resurce Management 6.1 Initiating Cnduct Organizatinal Definitin 6.2 Planning Cnduct Organizatinal Planning (PMBOK 9.1) Cnduct Stall Acquisitin (PMBOK 9.2) 6.3 Executin Cnduct Team Develpment (PMBOK 9.3) 6.4 Cntrlling Manage Human Resurces 6.5 Clsing Cndct Prject Clsure with Regards t HR Management 7 Prject Cmmunicatin Management 7.1 Initiating Preliminary Cmmunicatins Planning 7.2 Planning Cnduct Cmmunicatins Planning (PMBOK 10.1) ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

54 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) 7.3 Executin Cnduct Infrmatin Distributin (PMBOK 10.2) Implement Prject Time Reprting 7.4 Cntrlling Cnduct Prject Perfrmance Reprting (PMBOK 10.3) 7.5 Clsing Cnduct Administrative Clseut (PMBOK 10.4) 8 Prject Risk Management 8.1 Initiating Cnduct Preliminary Risk Planning 8.2 Planning Develp Risk Management Plan (PMBOK 11.1) Cnduct Risk Identificatin (PMBOK 11.2) Cnduct Qualitative Risk Analysis (PMBOK 11.3) Cnduct Quantitative Risk Analysis (PMBOK 11.4) Cnduct Risk Respnse Planning (PMBOK 11.5) 8.3 Executing Execute Risk Respnse Plan 8.4 Cntrlling Cnduct Risk Mnitring and Cntrl (PMBOK 11.6) ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

55 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) 8.5 Clsing Cnduct Prject Clsure with Regards t Risk Management 9 Prject Prcurement Management 9.1 Initiating Preliminary Prcurement Planning 9.2. Planning Cnduct Prcurement Planning (PMBOK 12.1) Cnduct Slicitatin Planning (PMBOK 12.2) 9.3 Executing Cnduct Slicitatin (PMBOK 12.3) Cnduct Surce Selectin/Cntract Develpment (PMBOK 12.4) Cnduct Cntract Administratin (PMBOK 12.5) 9.4 Cntrlling Manage and Review Cntract Perfrmance 9.5 Clsing Cnduct Cntract Clseut (PMBOK 12.6) B.1 Achievement and Actin B.1.1 Achievement Orientatin ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

56 B B B B Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) Operates with Intensity t Achieve Prject Gals Mtivates Prject Stakehlders in a Psitive Way Prvides New Slutins in Planning and Delivering Prjects Operates with Individual Integrity and Persnal Prfessinalism B.1.2 B B Cncern fr Order, Quality, and Accuracy Manages Prjects in an Ordered, Accurate Way Prvides Accurate and Truthful Infrmatin B.1.3 B B B B Initiative Takes Initiative When Required Accuntability fr and Delivers Prject Seeks New Opprtunities Strives fr Best Pratice B.1.4 B Infrmatin Seeking Ensures Infrmatin Used t Manage Prject is Cmplete and Accurate B.2 Helping and Human Service B.2.1 B B Custmer Service Orientatin Represents the Client Inside the Prject Takes Initiatives t Prvide Excellent Client Service B.2.2 Interpersnal Understanding ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

57 B B Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) Strives t Understand All Prject Stakehlders Thughts, Feelings, and Cncerns Listens and Respnds t Others B.3 Impact and Influence B.3.1 B B3.1.2 B Impact and Influence Takes Apprpriate Actins t Influence Others Influences Acrss Prjects and Organisatins Understands and Influences Prject Team Members B.3.2 B B Organizatinal Awareness Understands the Organizatin Understands the Prject B.3.3 B B Relatin Building Builds and Maintains Suitable Relatinships with Prject Stakehlders Establishes and Maintains Relatinships at the Right Level Inside and Outside The Organizatins B.4 Managerial B.4.1 B B B Teamwrk and Cperatin Builds Team Orientatin Within the Prject Mlds Cre Prject Stakehlders int a team Undertakes Team-Building Activities ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

58 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) B.4.2 B B Develping Others Builds a Prject Culture Where Persnal Develpment is Encuraged Develp Prject Members t Effectively Build Prject Culture B.4.3 B B Team Leadership Demnstrates Leadership f the Prject Leads the Prject Team B.4.4 B B Assertiveness and Use f Psitinal Pwer Use Assertiveness When Necessary Manages the Cmplete Prject B.5 Cgnitive B.5.1 B B Analytical Thinking Understands at a Suitable Level All Issues Assciated with the Prject Facilitates Slutins Acrss All Issues Related t the Prject B.5.2 Cnceptual Thinking B Sees the Prject in a Hlistic Way B.6 Persnal Effectiveness B.6.1 B Self-Cntrl Maintains Self-Cntrl B.6.2 Self-Cnfidence ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

59 B B Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) Creates an Envirnment f Cnfidence Accepts Failure Psitively B.6.3 B B Flexibility Changes t Meet the Need f the Prject Changes at the Required Pace B.6.4 B Organizatinal Cmmitment Demnstrate Cmmitment t the prject Picture-11: PMCDF Cmpetence f Unit, Cluster and Element T cmpare the PMCDF-Elements with IPMA Elements is nt pssible, because IPMA defines PM functins uniquely fr Training as well as fr Persnnel Certificatin withut differentiatin between Knwledge, Experience and Persnality PMI defines Prject Manager Characteristics fr his/her Develping Cmpetence as a Prject Manager, separately fr Cmpetencies f Knwledge, Perfrmance and Persnal The table belw shws the ICB with the German NCB 2004 and NCB 2005 ICB elements fr knwledge and experience Part f yur NCB Prjects and prject management 1.2 A1 2 Prject management implementatin 1.5 F 3 Management by prjects 2.7 D3 4 System apprach & integratin Prject cntext 1.3 A3 6 Prject phases & life cycle 1.8 B 7 Prject develpment & appraisal 8 Prject bjectives & strategies 1.6 C2, E2 9 Prject success & failure criteria 1.7 A5 10 Prject start-up 4.6 C1 11 Prject clseut 4.10 C10 12 Prject structures 3.1 C4 13 Cntent, scpe (1.6) 14 Time schedules 3.2 C5 15 Resurces 3.3 C6 Part f yur NCB 2005 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

60 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) 16 Prject cst & finance C6 17 Cnfiguratins & changes 4.4 C7 18 Prject risks 4.7 C3 19 Perfrmance measurement 3.6 C9 20 Prject cntrlling 3.7 C9 21 Infrmatin, dcumentatin, reprting C7 22 Prject rganisatin 4.1 A6 23 Teamwrk 2.4 D3 24 Leadership 2.7 D3 25 Cmmunicatin 2.2 D4 26 Cnflicts & crises 2.8 D5 27 Prcurement & cntracts 4.3 A4 28 Prject quality 4.2 C8 29 Infrmatics in prjects 4.9 C11 30 Standards & regulatins 1.9 F3 31 Prblem slving 3.10 Dxy 32 Negtiatins, meetings 2.9 A4, Dxy 33 Permanent rganisatins 34 Business prcesses B, C phases 35 Persnnel develpment 4.11 (D3) 36 Organisatinal learning 2.5 Fxy 37 Management f change 4.4 C7 38 Marketing, prduct management D 39 System management 40 Safety, health, envirnment D 41 Legal aspects 4.3 A4 42 Finance and accunting 3.5 C Picture-12: ICB in Cmparisn with NCB 2004 and NCB 2005 f GPM ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

61 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) 4. PMCDF Screcard fr Prject Manager Evaluatin Picture-13: PMCDF Screcard This screcard requires an Assessr (nt a Certificatin Assessr a la IPMA), whse tasks and cmpetencies are nwhere s far described. IPMA requires always tw Assessrs fr the cmplete certificatin prcess, whse tasks and cmpetencies are described in the ICRG. PMI defines each element with Cmplete name and reference t the PMBOK Guide, if available Perfrmance criteria Example f Assessment Guidelines IPMA describes each element with its Relevance Taxnmy Intercnnectins (PM Atlas) The prcesses f PMI Cmpetency Evaluatin and IPMA Cmpetence Certificatin differ because f different aims basically. Prcesses PMI f Cmpetency Evaluatin IPMA f Cmpetence Certificatin Stage 1 Stage 2 Determine Applicable Elements and Perfrmance Criteria Determine Desired Levels f Prficiency Applicatin with CV, Self Assessment, Prject List Examinatin, (ptinal) Wrkshp r Seminar, Prject Reprt ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

62 Internatinal Prject Management Assciatin Prject Manager Cmpetence Develpment Framewrk(PMI ) Stage 3 Assessment Interview Stage 4 Stage 5 Picture-14: Addressing Gaps in Cmpetence Prgressin Twards Cmpetence Stages Cmparisn f PMI Methdlgy fr Achieving Cmpetence and IPMA Certificatin Prcess IPMA Assessrs decide after each stage results n the next stage. 5. Summary PMI describes the strength and weakness f a prject manager in his running prject with a checklist (PM Cmpetence Develping Framewrk). Based n this spt check evaluatin PMI recmmends knwledge updating and perfrmance increasing as well as persnal cmpetence imprvement. IPMA certifies with its 4-L-C, described with ICB fr cntents and ICRG fr prcesses, the cmpetencies f a PM-Respnsible with the Knwledge thrugh a written examinatin Knwledge and Experience thrugh a transfer-prject and a wrkshp Knwledge, Experience and Persnality in ttal thrugh an interview Tday there is n chance t cmpare bth tables f Elements, because IPMA describes Elements as Tasks and Functins f Prject Management in Practice PMI describes Elements with Abilities, Attitudes, Behaviur, Knwledge, Persnality and Skills. ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

63 Internatinal Prject Management Assciatin Australian Institute f Prject Management (AIPM) OPM3 (ORGANISATIONAL PROJECT MANAGEMENT MATURITY) by Francisc Pérez-Pl OPM3 ARCHITECTURE Prject Management Institute Organisatinal Prject Management Maturity Mdel (OPM3) Purpse: t help rganisatins t implement their strategies thrugh prjects Octber OPM3 is a Prject Management Institute standard fr Organisatinal prject management and Organisatinal Prject Management maturity. It guides the users t assess their prject management maturity in relatin t the standard. It als guides rganisatins in their effrts t imprve their prject management maturity. It is valid fr rganisatins with different size and type, different cultures, in any industry. OPM3 is nt a certificatin tl. It may be cnsidered as cntaining a bdy f knwledge fr Organisatinal Prject Management Maturity. Purpse: Helping rganisatins t achieve their strategic plan thrugh prjects T that aim OPM3 helps rganisatins t imprve their prjects perfrmance thrugh increasing PM maturity in tree dmains: Individual prjects; Prgrams; Prjects prtfli The OPM3 mdel allws the Organisatin t Establish a maturity baseline Determine where it is and where it wants t be. Fllw prven methds fr effective rganizatinal imprvement ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

64 Internatinal Prject Management Assciatin Australian Institute f Prject Management (AIPM) Set up a cntinuus imprvement prgram Structure Knwledge Assessment Tl Imprvement Tl 39 Prtfli management prcesses 39 Prgram management prcesses 39 Prject management prcesses 586 best practices Fr each best practice: Capabilities Path Fr each capability: Outcmes Fr each utcme: Key Perfrmance Indicatrs Definitins. (Extracted frm OPM3 Knwledge tl). Organisatinal Prject management maturity practices rganisatinal prject management. is the degree t which an rganisatin Maturity cnntes, accrding t Kik Piney: Definitin f what defines success Understanding f what cntributes t success and failure The will and ability t d what is required Best practices: an ptimal way currently recgnised by industry t achieve a stated gal r bjective. This includes the capability t deliver prjects successfully, cnsistently and predictably t implement rganisatin strategies. OPM3 has mre than 500 best practices, cllected frm PMs wrld wide with Delphi technique. Example f best practices: Selectin f best practices cnnected t building peple s cmpetency: 1410 Manage Prject Resurce Pl 1420 Establish rle f Prject Manager 1430 Establish Prject Manager Cmpetency Prcess 5180 Educate Executives 5190 Facilitate Prject Management Develpment ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

65 Internatinal Prject Management Assciatin Australian Institute f Prject Management (AIPM) 5200 Prvide Prject Management Training 5210 Prvide Cntinuus Training 5300 Establish Training and Develpment Prgram 5620 Establish Career Paths fr all Prject-related Rles 6120 Assess Cmpetency f Key Prject ResurcesThe best practices were classified int 10 maturity areas. Maturity areas 1. Standardisatin and integratin f methds and prcesses 2. Perfrmance and metrics 3. Cmmitment t the PM prcesses 4. Business alignment and priritisatin 5. Cntinuus imprvement 6. Success criteria fr cntinuatin r culling 7. Peple and their cmpetence 8. Allcating peple t prjects 9. Organisatinal fit 10. Teamwrk An rganisatin gains maturity in a best practice thrugh successive steps, called capabilities. Capabilities are incremental states leading up t ne best practice. A capability is a specific cmpetence that must exist in an rganisatin in rder fr it t execute prject management prcesses and deliver prject management services and prducts. A prgram is a set f related prjects managed in a crdinated way, t btain benefits and cntrl nt btainable by managing them individually. A prgram may cntain related perating wrk, nt included in the prjects f the prgram. A prtfli is a set f prjects, prgrams and related wrk, managed tgether t achieve strategic rganisatinal bjectives. Managing the prtfli helps rganisatins t allcate their resurces in an effective way, in alignment with its strategic bjectives. Organisatinal prject management is the applicatin f knwledge and skills, tls and techniques t prjects and peratins t rganisatinal and prject activities t achieve the rganisatin s strategic bjectives thrugh prjects. Outcme is a tangible r intangible result f applying a capability. A capability may have ne r mre utcmes. The degree t which an utcme is achieved is measured by a Key Perfrmance Indicatr (KPI). A Key Perfrmance Indicatr is a criterin by which an rganisatin can determine, quantitatively r qualitatively, whether an utcme assciated with a capability exists r the degree t which it exists. OPM3 describes the incremental capabilities that lead t each best practice. ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

66 Internatinal Prject Management Assciatin Australian Institute f Prject Management (AIPM) OPM3 defines three dmains f prcesses: The prcesses required fr managing prjects individually, fr managing prgrams and fr managing prtflis. Each dmain has 39 prcesses, classified int initiating prcesses, planning prcesses, executing prcesses, cntrlling prcesses and clsing prcesses. Prcess2 Maturity grwth Prcess3 Prcess1 Best practice 1 Best practice 2 Best practice 3 Cap Best practice 3 Cap Cap Cap Cap Cap Cap Cap Cap Cap Cap Cap Cap The lng way t a best practice Step by step, frm where the rganisatin is nw Each step means adding a capability (The rganisatin is able t...) Each capability is well defined. The existence f a capability is demnstrated fr the results (utcmes) prduced by its applicatineach utcme can be measured by a Key Perfrmance IndicatrPrcess maturity requires maturity in a set f best practices. In sme cases maturity in a prcess requires maturity in prerequisite prcesses ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

67 Internatinal Prject Management Assciatin Australian Institute f Prject Management (AIPM) Standardise Measure Maturity grwth in a dmain Cntrl Imprve 4 prcess imprvement stages Dimensin Initiating prcesses Individual Prject Planning prcesses Octber 2004 Best Practices Each prcess ges thrugh fur maturity imprvement stages Standardise Measure Cntrl Imprve ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

68 Internatinal Prject Management Assciatin Australian Institute f Prject Management (AIPM) Maturity grwth Dimensins SMCI Dimensin 39 Prtfli management prcesses 39 Prgram management prcesses PPP Dimensin 39 Individual prjects management prcesses Octber 2004 OPM3 s prgressin t maturity ges alng several dimensins, in a multidimensinal space. Maturity grws as the rganisatin implements successive capabilities f any best practice. Best practices are mre r less established depending n the capabilities shwn (cnfirmed thrugh their utcmes, and measured by means f their key perfrmance indicatrs). Maturity grws as mre and mre prcesses are implemented in each dmain and by adding prcesses in a higher maturity dmain.maturity grws as each prcess prceeds alng its fur prcess imprvement stages (standardise, measure, cntrl, imprve).the number f pssible maturity status is huge and is nt meaningful fr OPM3. Therefre, OPM3 des nt prvide a finite number f maturity steps as sme maturity mdels d. Thse mdels shw a mn-dimensinal prgressin. ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

69 Internatinal Prject Management Assciatin Australian Institute f Prject Management (AIPM) 1. Prepare fr Assessment 4. Implement Imprvement Using OPM3 2. Perfrm Assessment 3. Plan fr Imprvement Questinnaire Decide best practices t examine further Fr each best practice, check Best practices in use Imprving Planning Directry Capabilities Outcmes KPIs Octber 2004 USING OPM3. The OPM3 prcess has 5 steps: 1. Prepare fr assessment: The rganisatins appints a team t assess its actual Prject Management maturity status. The team starts by learning OPM3. Its prcesses, its best practices, gets familiarised with the capabilities and their paths f prgressin t reach any best practice. The team understands hw t demnstrate that capabilities exist, prving it by their utcmes, measured by their key perfrmance indicatrs. 2. Perfrm prject management maturity assessment. The next step is assessing the rganisatin s current prject management maturity status. The team des that using the interactive assessment questinnaire f OPM3 s assessment facility. The team has t answer each f the questins asked abut rganisatinal prject management-related activities t infrm OPM3 whether they are in place r nt. The tl accepts it and prduces tw lists: A. The list f best practices that wuld be in place in the rganisatin if the team s answers had been crrect. B. The list f the best practices that are nt in place, accrding t the team s answer. There is an imprving planning directry with an entry assciated t each best practice. Each best practice entry shws a list f the capabilities the rganisatin must have t be certain that that best practice is indeed established. ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

70 Internatinal Prject Management Assciatin Australian Institute f Prject Management (AIPM) The assessment team starts by lking at the best practices entries crrespnding t the best practices already in place t check if it is really true that the rganisatin is mature in that best practice. The capabilities in the list f each best practice shw their utcmes and key perfrmance indicatrs f each utcme. The team cnfirms the rganisatinal maturity in nly thse best practices whse capabilities are demnstrated by their utcmes. The team may nw repeat the questinnaire with a mre slidly based knwledge f the rganisatin s reality. The OPM assessment tl prduces several assessment utputs shwing: A. The verall percentage f the actual rganisatinal prject management maturity. B. A graphical representatin f where the rganisatin is in each prject management prcesses dmain: Prject, prgram and prtfli dmains. C. A graphical representatin shwing fr each dmain, the prprtin f prcesses which are in the standardised, measured, cntrlled and in cntinuus imprvement stages. 3. Plan fr prject management maturity imprvement. A. The imprving planning directry is used t determine which best practices that are partially implemented need t be perfected by implementing mre capabilities. B. The team may decide that the rganisatin has t gain maturity in certain prcesses. The team may use the assessment questinnaire t infrm OPM3 what new prcesses are t be established, r what partially implemented prcesses need t g t their next prcess imprvement stage. C. OPM3 prduces the extended list f best practices tgether with the new imprvements dictinary. D. The team then uses trade ff analysis t plan the scpe f the next maturity imprvement the rganisatin will undertake: Analyse the list f capabilities needed fr the candidate imprvements cnsidering their attainability, strategic pririty, benefit, cst, time t implement. 4. Implement the imprvement. The rganisatin sets up a prject t implement the planned imprvement. 5. Repeat the prcess. Prject management maturity imprvement cntinues, with prgressins and regressins, thrugh repeated executins f the OPM3 prcess. ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

71 Internatinal Prject Management Assciatin Australian Institute f Prject Management (AIPM) Cnsideratins fr ICB imprvement OPM3 might be helpful t further develp ICB elements 2. Prject Management Implementatin 3. Management by prjects 5. Prject Cntext 30. Standards and regulatins 36. Organisatinal learning OPM3 is an example f applying 37. Management f Change ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

72 Internatinal Prject Management Assciatin PMCC (JAPAN) CERTIFICATION SYSTEM PMCC (JAPAN) CERTIFICATION SYSTEM by Gilles Caupin 3 levels : TITLE CHARACTERISTICS EXAMINATION METHOD APPLICATION REQUIREMENTS PRIVILEGES PRICE PM Specialist (PMS) - Sufficient knwledge t understand business practice, - sufficiently cmmunicate with members using apprpriate terminlgy, - can cntribute t prject teams Knwledge-based written examinatin - N educatinal backgrund nr business experience required - P2M Club members - validity: 5 years - Revalidatin thrugh CPU s - N infrmatin PM Registered (PMR) - Ability: - t lead prjects as key persn, - t cntrl prgress and prpse slutins, - t mtivate ther members, - t cmplete prjects while persistently maintaining human relatinships - Capability-based examinatin - 1st stage (2 days): dcument screening, essay (3 hrs), individual interview (30 min) - 2nd stage (3 mnths): curse test, 10 mdules, 2,5 hrs/mdule - PMS qualificatin - >3 yrs business experience in prjects - Business experience in 2 t 5 types f prjects (accrding t size f team) - validity: 5 years - Revalidatin thrugh CPU s - Candidates t be member f PMS examinatin preparatin cmmittee - 1st stage: 60,000 Yen (600 USD) - 2nd stage: 400,000 Yen (4,000 USD) PM Architect (PMA) - Accumulated experience as manager in large scale prjects (prgrams) - Ability t be directly invlved in creatin, executin, and management f prgrams - Ability t prpse slutins t prblems - Capability-based examinatin - PMR qualificatin - >10 yrs business experience in prjects - Business experience in 5 t 15 types f prjects (accrding t size f team) - validity: 5 years - Revalidatin thrugh CPU s - Candidates t be instructr / examiner fr PMR Nt perating yet - Ability t cnstruct relatinships in different fields and amng rganisatins with creativity, and display leadership in realizatin f prgrams ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

73 Internatinal Prject Management Assciatin PMCC (JAPAN) CERTIFICATION SYSTEM SCREENING OF COMPOUND CAPABILITY IN PRACTICAL CAPABILITY PATTERN MODEL Screening methd: 1. Hmewrk assignment given at a case study wrkshp 2. mid-term individual interview 3. term-end individual interview 4. term-end screening by dissertatins 5. questins and answers at the time f presentatin f a dissertatin Cmpund capability pattern mdel (CCP): 100 elements reduced t 10 grups f cmpund capability patterns COMPOUND CAPABILITY PATTERN CRITERIA I Overall thinking pattern Missin pursuit (Mp): able t discver prblems, take n prblems and develp a prcess t realize slutins II Strategic thinking pattern Strategic key perceptin (Sk): able t find strategic elements, priritise rders and adpt measues against bstacles III Integrated thinking pattern Value pursuit (Vp): able t learn changes, maintain value and apply ptins IV Leadership pattern Leadership fr innvatin (Li): able t take n refrms, make a decisin and change the present situatin V Deliberative behavir pattern Management in planning (Mp): able t make plans fr gals and resurces, frm rganizatin and frame rules VI Actual behavir pattern Management in executin (Me): able t understand cntracts, take systems int cnsideratin and give directins VII Adjusting behavir pattern Management in crdinatin (Mc): able t frecast prgress, learn bstacles t prgress and slve prblems ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

74 Internatinal Prject Management Assciatin PMCC (JAPAN) CERTIFICATION SYSTEM VIII Human relatinship pattern Human cmmunicatin (Hc): able t maintain teams, t mtivate their members and prvide pprtunities IX Result pursuit pattern Attitude t achievement (Aa): mind and energy seeking results, ability t feel empathy, a sense f respnsibility and ability t persuade exterir rganizatins, ability t think f value and feedback results X Lifestyle Attitude f self cntrl: self discipline, t be able t bserve ethics, take respnsibility and t have a cnstructive attitude Self assessment (fr result pursuit pattern and lifestyle ) 5 grades: 5 = excellent ; 4 = Gd ; 3 = Need t imprve capability ; 2 = Lack f experience ; 1 = unprepared RESULT PURSUIT PATTERN LIFESTYLE CRITERIA QUESTIONS POINTS CRITERIA QUESTIONS POINTS Mind pursuing results What talent is required f entrepreneurs? Faithful t ne s belief What is yur faith in life r prfessin? Please explain yur experience in which yur talent was displayed Shw an example f actin taken withut yielding t ppsing frces Energy results pursuing What type f leader are yu? Prfessinal nrm What is the mst imprtant discipline in this prfessin? Where des psychlgical energy cme frm? What d yu d in yur daily life t meet the nrm? Capacity fr empathy What is required t prduce empathy in a team? Leadership ability Please describe yur leadership ability by giving an example f yur actins What wuld yu d if yu cannt achieve empathy? Please make self-assessment f yur leadership ability ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

75 Internatinal Prject Management Assciatin PMCC (JAPAN) CERTIFICATION SYSTEM Respnsibility results fr What is respnsibility fr results? Self restraint Please describe yur methd f self-restraint by giving instances What talent is needed fr fulfilling a leaders s respnsibility? Please describe gd ways and means f cntrlling yur feelings Persuasiveness Please explain persuasin pwer inside a team Vluntary and psitive attitude Please describe hw yur psitive attitude helped yu vercme difficulties at wrk Please explain yur experience as t the persuasiveness t exterir rganizatins Please describe the imprvement f yur attitude in yur daily life, which helped yu vercme difficulties ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

76 Internatinal Prject Management Assciatin PMCC (JAPAN) CERTIFICATION SYSTEM OUTLINE OF DISSERTATION 1. Submit yur dissertatin(s) after giving an accunt f ne r mre prject(s) set frth in the business histry regarding prject management 2. Items t be included in yur dissertatin(s): i. Purpse ii. iii. iv. Missin Rle played by yu in the prject Plan and achievement v. Strategic psitining f the prject vi. vii. viii. ix. Obstacles and methds fr slving prblems in the pursuit f the prject Imprtant matters in perating an rganizatin Difficulty in cmmunicatin Display f leadership x. What results were prduced frm the standpint f value creatin set frth in bi-data? xi. Other 3. t be prepared in 10 sheets f A4 size paper ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

77 Internatinal Prject Management Assciatin PRINCE2 PRINCE 2 by Gerrit Kch PRINCE 2 Management Overview Slide 1 PRINCE 2 histry Established in 1975 (Prmpt) CCTA (nwadays OGC) PRINCE PRINCE 2 Finished in 1996 Intrductin in the Netherlands in 1997 by PinkRccade Slide 2 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

78 Internatinal Prject Management Assciatin PRINCE2 Prject Management Prcess Maturity Mdel (PMM) Slide 3 PRINCE2 characteristics Public dmain Best practice Generic: pen fr different implementatins Default N G Management by Exceptin Business Case based attitudeprduct-based planning Prcess riented apprach Rles in the prject rganisatin 3-Level Planning Slide 4 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

79 Internatinal Prject Management Assciatin PRINCE2 Essential cncepts Scpe Ttal prject lifecycle, frm initiatin upt lessns learned authrising prgress: Business Case and NO GO the prject rganisatin: three interests and rles (Owner, S upplier, User) prduct-based planning: what d we want t deliver Simple and strng reprting: Regular highlight reprt r warning by Exceptin reprt Applicable fr all scales Industry independent Slide 5 Definitin f a prject A temprary management envirnment, specifically designed t deliver ne r mre prducts accrding t a predefined Business Case Slide 6 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

80 Internatinal Prject Management Assciatin PRINCE2 Success n time, within budget, accrding t the desired quality and the deliverables have a clear added value fr the Business (Business Case) Slide 7 The scpe f PRINCE2 Prgrammes Missin Prject Strategy Operatins Expectatins Tls Techniques Peple PRINCE2 Benefits Business Slide 8 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

81 Internatinal Prject Management Assciatin PRINCE2 Exclusins f Prince2 prgramme management prject management techniques scial skills specialist wrk Slide 9 Elements f PRINCE 2 prcesses cmpnents techniques standard management prducts (templates) Slide 10 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

82 Internatinal Prject Management Assciatin PRINCE2 PRINCE2 prcess mdel Directing a Prject Prject Mandate Prject Brief PID Initiating a Prject Highlight Reprt End Stage Reprt End Prject Reprt Starting up a Prject Cntrlling a Stage Managing Stage Bundaries Clsing a Prject Initiatin Stage Plan Prject Plan Managing Prduct Delivery Team Plan Stage Plan Exceptin Plan Planning Slide 11 PRINCE2 majr decisin pints 1 Prject Mandate 2 Prject Brief Starting up a Prject 3 PID Initiating a Prject Directing a Prject Cntrlling a Stage Highlight Reprt 4 End Stage Reprt Managing Stage Bundaries 5 Clsing a Prject End Prject Reprt WHY HOW Initiatin Stage Plan Prject Plan Managing Prduct Delivery Team Plan 6 Stage Plan Exceptin Plan WHAT Planning Slide 12 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

83 Internatinal Prject Management Assciatin PRINCE2 The 8 cmpnents CHANGE CONTROL BUSINESS CASE CONFIGURATION MANAGEMENT ORGANISATION QUALITY IN PROJECT ENVIRONMENT PLANS MANAGEMENT OF RISK CONTROLS Slide 13 PRINCE 2 techniques prduct-based planning change cntrl quality review Slide 14 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

84 Internatinal Prject Management Assciatin PRINCE2 Prject rganisatin Crprate r Prgramme Management Prject Bard Prject management team Senir User Executive Senir Supplier Prject Assurance Prject Manager Team Manager Prject Supprt Slide 15 3 Plan levels Prgramme Plan Prject Plan Stage Plan Exceptin Plan Team Plan Slide 16 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

85 Internatinal Prject Management Assciatin PRINCE2 Sme Cntrls at wrk Prject Bard Stage Plan Prduct Descriptin Highlight Reprt Exceptin Reprt End Stage Reprt Prject Manager Stage Exceptin assessment End stage assessment Team Manager Wrkpackage Checkpint Reprt Specificatin Wrkpackage Quality Cntrl Design Prject Issue Change Cntrl Build Slide 17 PRINCE 2 Benefits Best practices Generic Default N G Management by Exceptin Business Case based attitude cntrl in changing envirnments Invlvement f interested parties Slide 18 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

86 Internatinal Prject Management Assciatin PRINCE2 PRINCE 2 cmpared with the ICB ICB and Prince2 are rthgnal axes f the prject management playing field Detailed cmparisn in excel sheet Mst cmpetence elements are required: nt 2-4, 23-26, 32, 33, 35, 36 and 41 nly marginal General aspects t general Scial skills nly in sme cmments addressed Prject managers rle descriptin fits the ICB very well Slide 19 Address in ICB3 abve Prince2 Stakehlder management Prject success Directing principles Slide 21 ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

87 Internatinal Prject Management Assciatin PRINCE2 PRINCE2 REGISTRATION SYSTEM TITLE Fundatin Registered Prince2 Practitiner CHARACTERISTIC S Measure capability t act as an infrmed member f a prject management team using PRINCE2 methd within a prject envirnment using PRINCE2 Measure capability t apply PRINCE2 t the running and managing f a prject within an envirnment supprting PRINCE2 EXAMINATIO N METHOD Fundatin Exam, 2-3 days t get t its level + 1 hur clsed-bk exam. (multimedia curse available t) Practitiner exam, 5 days preparatin curse, f which the 5 th day is fr taking bth exams + 3 hurs pen bk duratin, (a scenari backgrund and 3 questins). 61% pass rates APPLICATION REQUIREMENT S Nne Nne PRIVILEGES 5 years validity, after which a reregistratin exam, internet and paper-based, ne hur PRICE ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

88 Internatinal Prject Management Assciatin Australian Institute f Prject Management (AIPM) A COMPARISON BETWEEN THE ICB AND THE AIPM NATIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT. by Chris Seabury Intrductin As actin frm the Zurich meeting f the ICB Revisin Prject Cre Team, here is a brief analysis f the abve standard. General Structure f the AIPM Standard AIPM Structure Intrductin Use f the standards Independent definitin f key cmpetences Design and structure f standards Appendix 2 Detailed descriptin f 9 cmpetency standards fr each f the levels 4, 5 and 6 Guidelines Evidences Assessment Prcess Assessment What thestandard will give yu Backgrund n the nature f prjects, prject management and prject managers Glssary n Cmpetency Standards and n Prject Mngmt Appendix 1 it describes generically the 8 levels f the Australian Standards Framewrk, Octber The dcument is divided int 5 sectins; Intrductin, Guidelines, Backgrund, Annexes and Appendices. 1. Intrductin This is a single page and just explains at a very high level what the dcument is abut. 2. Guidelines This is subdivided int 4 sectins: 2.1 Use f the Standards; describing hw and where they can be used, industry transferability and training. 2.2 Design and Structure; describing what they are based n, what data they cntain, hw they align t levels 4, 5 and 6 f the Australian Standards Framewrk. ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

89 Internatinal Prject Management Assciatin Australian Institute f Prject Management (AIPM) The three cmpetence levels applicable t Prject Management Respnsibili ty and accuntability Characteristic Autnmy Cmplexity f Skill and knwledge Cntext fr applicatin Chice and range f cntingencies Discretin and judgement Level Level 4 Apply Level 5 Guide Level 6 Manage The text in the cells define the different characteristics fr the three levels Octber AIPM functins, elements and perfrmance criteria, range indicatrs, evidence guides 9 Functins Integratin Scpe Time Cst Quality Human Resurces Cmmunica tins Risk Prcurement Integratin L 4 Elements fr L4 Perf. Criteria fr elements in L4 Range indicatrs fr L4 L 5 Elements Perf. Criteria Range indicatrs L 6 Elements Perf. Criteria Range indicatrs Evidences fr L4 Evidences Evidences Octber The Assessment Prcess; describing firstly what assessment is and then the prcess itself with its underlying principles, frms f evidence, standards f the assessrs and a brief nte n applicants with special needs. 2.4 Using the Standard; describing what the standard will give yu frm the viewpint f emplyer, adviser, prject manager r prject team member, and then hw and why it is validated. 3. Backgrund ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

90 Internatinal Prject Management Assciatin Australian Institute f Prject Management (AIPM) This is a brief backgrund n the nature f prjects, prject management and prject managers. 4. Annex This is basically 2 glssaries f terms, ne relating t Cmpetency Standards and the ther relating t Prject Management. 5. Appendices Appendix 1 is a descriptin f the 8 levels f Australian Standards Framewrk, as they apply t wrk generally and nt prject management. Appendix 2 is the detailed descriptin f the cmpetency standards fr the levels 4, 5 and 6 fr prject management. AIPM functins, elements and perfrmance criteria, range indicatrs, evidence guides 9 Functins Integratin Scpe Time Cst Quality Human Resurces Cmmunica tins Risk Prcurement Integratin L 4 Elements fr L4 Perf. Criteria fr elements in L4 Range indicatrs fr L4 L 5 Elements Perf. Criteria Range indicatrs L 6 Elements Perf. Criteria Range indicatrs Evidences fr L4 Evidences Evidences Octber Cmparisn between ICB and AIPM Standard A matrix cmparing the sectins f the Standard is attached separately. The fundamental difference between them is the apprach taken by AIPM. Whereas the ICB has a taxnmy which lists the knwledge and experience required at each level and prvides a subjective analysis fr persnal attitudes and general impressins, the AIPM Standard list very specifically what and hw the cmpetences are expected t be shwn. AIPM has defined the ttally f prject management in 9 functins: scpe management, time management, cst management, quality management, human resurces, cmmunicatins management, risk management, cntracts and prcurement, integratin prcesses. ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

91 Internatinal Prject Management Assciatin Australian Institute f Prject Management (AIPM) It then defines the difference between levels 4, 5 and 6 as fllws: a cmpetent persn at level 4 wuld be able t apply skills in the functins, a cmpetent persn at level 5 wuld be able t guide the applicatin f the functins, and a cmpetent persn at level 6 wuld be able t Manage the functins. Take Scpe Management as an example: At level 4 the elements t be demnstrated are: Cntribute t prject scpe Apply prject scpe cntrls (Nte: the Integratin functin is nt a cmpetency at level 4; it is expected f levels 5 and 6 nly) At level 5 the elements t be demnstrated are: Cnduct prject authrisatin activities Cnduct prject scpe definitin activities Guide applicatin f scpe cntrls At level 6 the elements t be demnstrated are: Manage prject authrisatin Define and plan prject scpe Manage prject scpe At each level there is a definitin f the functin, (r unit as AIPM labels them). The Elements f the functin are listed tgether with the Perfrmance Criteria fr each. Fllwing this are listed the Range Indicatrs which describe the instances and situatins in which the Elements are applied. Finally there is a statement abut Evidence Guides an indicatin f the type and degree f evidence acceptable t demnstrate cmpetence in the Element being assessed. The AIPM standard defines cmpetence as bradly what is expected f PM persnnel in particular aspects f a jb, ie. it is able t stand alne as a cmplete functin in an area f emplyment. Therefre it des nt cver as skills persnal attitude and general impressin aspects. Chris Seabury August ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber

92 Internatinal Prject Management Assciatin Part 4 Detailed cmparisns between ICB and ther Prject Management Standards ICB Revisin Prject Cmparisn f ICB with ther PM standards - Octber