Prjects Directr Reprt Guidelines IPMA Level A Cntents 1. GENERAL PROVISIONS.. 2 2. PROJECT PORTFOLIO / PROGRAMME DESCRIPTION...2 3. PROJECTS DIRECTOR REPORT 5 4. ANNEXES..7 Authr Classificatin Status Electrnic file Alex Jalalian PMAC-AGPC, public Versin 1.1 Released 5125-A-PROC-Prjects-Directr-Reprt-Guidelines-11 Released by Last name Date Signature PMAC-AGPC CB management Selver December 21, 2012 Versin Changes By Date 1.1 Updated file structure & added IPMA lg Selver December 21, 2012 2012 PMAC-AGPC 1 Versin 1.1
1. General prvisins 1.1. Object The Prjects Directr Reprt is an pprtunity fr candidates t shw that they have sufficient cmpetence t crdinate and mnitr all f the prjects and prject management f a cmpany r ther rganisatin, rganisatinal unit r prgramme verall, and that they are able t adpt a crrect technical and methdlgical apprach t management by prjects. 1.2. Basis The Prjects Directr Reprt is based n the prject prtfli/prgramme descriptin submitted alng with the self-assessment frm and evaluated by the assessrs. 1.3. Cnfidentiality All infrmatin and dcuments submitted by candidates are treated in strict cnfidence by the certificatin bdy. The dcuments are accessible nly t authrised individuals at the certificatin bdy, the assigned assessrs (and the appeals cmmittee, in the event f an appeal), but nt t the candidate. 1.4. Rights The candidate authrises the certificatin bdy and assessrs t btain supplementary infrmatin n statements frm the referees listed (emplyer, custmer, etc). The candidate is persnally respnsible fr all cpyright and similar issues relating t his r her rganisatin, prjects and the dcuments used. 1.5. Signature The candidate cnfirms by signing that all details prvided are accurate and that he r she accepts the general prvisins. 1.6. Administrative prvisins The prject prtfli/prgramme descriptin and the Prjects Directr Reprt must be submitted t the PMAC-AMPC CB ffice in duplicate by the date stated. Any delay in submitting the dcuments is subject t the prvisins f sectin 5.7 f the Guidelines (Delays and extensins). 2. Prject prtfli / prgramme descriptin 2.1. Intrductin "Management by prjects" is a central management cncept that is applied by parent rganisatins, especially prject-riented cmpanies. A large number f different prjects are started, managed and cmpleted in parallel. Management by prjects cmprises prject prtfli management (r multi-prject management) and prgramme directin. 2012 PMAC-AGPC 2 Versin 1.1
Where prjects are crdinated and mnitred verall by a single persn r ffice (such as the Prjects Directr), the cnstellatin is described as a prject prtfli. Examples f prject prtflis include all majr custmer rders in a wide-ranging cmpany divisin, all f a cmpany's wn prjects r all f a city administratin's cnstructin investments. Prject prtflis may cmprise cmplex prjects and prgrammes in additin t prjects f limited cmplexity. A prgramme is made up f a whle array f assciated plans, as well as further actin t achieve an verarching bjective (strategy). Examples here include the rerganisatin f a prduct area, a campaign t cmbat addictin, measures t reduce nise emissins thrughut a rail netwrk r the standardisatin, cllectin and evaluatin f infrmatin in a cmplex specialist field. Unlike a cmplete prject (with sub-prjects), deliverables, deadlines and csts are initially left pen. Furthermre, in sme cases prjects are nt defined until the prgramme is actually in prgress. Hwever, an verall utcme in line with strategic bjectives must be achieved within a set perid and the prgramme cncluded. The prject prtfli/prgramme descriptin helps assessrs decide if: The prject prtfli r prgramme which the candidate wishes t address in his r her Prjects Directr Reprt is sufficiently cmplex and imprtant The candidate has exercised the lead management functins f crdinatin and mnitring in this prject prtfli, r he r she has acted as prgramme manager r as lead prject management cnsultant fr this prgramme. The requirement that a prject prtfli r prgramme be "cmplex" is assessed accrding t the fllwing criteria: An imprtant grup f prjects is cntained in the prtfli r prgramme, and the candidate is respnsible fr crdinating and directing them. The candidate prpses t the verseeing bdy fr their decisin (r where apprpriate decides himself) the start, pririty, cntinuatin r interruptin and terminatin f the prjects f his prtfli r prgramme. The candidate is respnsible fr the selectin and cntinuing develpment f prject management requirements, prcesses, methds, techniques, tls, regulatins and guidelines in the rganisatin as well as fr the implementatin f prject management in general, in his range f prjects. The candidate crdinates and influences (r is respnsible fr) the selectin, training and emplyment f the prject managers wh manage his range f prjects as well as fr their perfrmance appraisal and remuneratin. The candidate is respnsible fr the crdinatin f all prjects f his prtfli r prgramme and ensuring their cmpliance t the strategy f the business/rganisatin, as well as fr establishing prfessinal cntrl and reprting mechanisms fr his range f prjects. The number, variety and cmplexity f active prjects in the prtfli r prgramme and the number f prject managers he cntrls. The prtfli r prgramme must be imprtant enugh t prvide evidence f cmpetent management. The imprtant parameters t cnsider are: Amunt f time the candidate dedicates t the prtfli r prgramme Number f active prjects Different kinds and sizes f prjects Cmplexity f prjects Number f prject managers and size f rganisatinal unit Annual amunt f investment in the prtfli r prgramme 2012 PMAC-AGPC 3 Versin 1.1
2.2. Chice f prject prtfli r prgramme In chsing the prject prtfli r prgramme, the fllwing pints must be cnsidered: It must be a real area f cmpetence in which the candidate has exercised a lead prject prtfli management functin r a real prgramme in which he r she has acted as prgramme manager r lead prject management cnsultant A large number f prjects f different types shuld have been in prgress in the rganisatin r rganisatinal unit, r in the prgramme, with it being the task f the candidate t crdinate and mnitr them The prject prtfli r prgramme shuld be a recent ne (as a rule nt cncluded mre than tw years ag) and the candidate must have been invlved in it fr at least 3 years The candidate shuld have prpsed the initiatin, priritisatin, cntinuatin r cancellatin and the cnclusin f the prjects in his r her prject prtfli r prgramme t the management f the rganisatin r rganisatinal unit, r the prgramme client (r decided n such matters him r herself) The candidate shuld have been respnsible fr the selectin and nging develpment f prject management requirements, prcesses, methds, tls and regulatins, as well as fr the use f prject management skills in general, in his r her prject area The candidate shuld have crdinated and influenced the training and deplyment f the prject managers, as well as salary plicy and staff develpment as it related t these persns, and the candidate shuld als have been invlved in prject manager staff reviews and setting bjectives with them. The candidate shuld have been respnsible fr inter-prject crdinatin and shuld als have been in charge f ensuring prfessinal cntrlling and reprting fr the prjects cvered by his r her prject prtfli r prgramme, bearing in mind the strategy f the rganisatin, rganisatinal unit r prgramme The rganisatin, rganisatinal unit r prgramme cvered by the Prjects Directr Reprt may nt previusly have been submitted fr any similar frm f certificatin, neither may the Prjects Directr Reprt be circulated in a similar frm fr publicatin in any ther way. 2.3. Cntent f the prject prtfli/prgramme descriptin The prject prtfli/prgramme descriptin must clearly shw that the Prjects Directr Reprt demnstrates the applicatin f prject management skills, cmprising a very large number f experience and knwledge elements frm varius sectins f the ICB. The prject prtfli/prgramme descriptin shuld include the fllwing infrmatin: Industry, type f prject, list f prjects Scpe and imprtance f the prject prtfli/prgramme, and its prject management culture Management f the rganisatin r rganisatinal unit, r the prgramme custmer, cntact persns Structure fr crdinating and mnitring the prject prtfli/prject management, candidate's psitin Business case, business plan, business decisin: feasibility, viability and fundability f the prjects Recmmendatins t management r the prject cmmissin r steering cmmittee: initiatin, priritisatin, evaluatin, cntinuatin, cancellatin and cnclusin f prjects Requirements, prcesses, methds, tls and regulatins fr prject management, including their prvisin, maintenance and nging develpment 2012 PMAC-AGPC 4 Versin 1.1
Training, deplyment, develpment and supprt fr prject management persnnel, planning and crdinatin f additinal resurces (specialists, netwrks, infrmatin and cmmunicatin, etc.) Crdinatin between prjects and their alignment with the strategy r develpment/ master plan f the rganisatin, as well as with the prject cntext Planning, presentatin, cmmunicatin, mnitring and cntrlling f prjects Cnnectin with general management areas. The prject prtfli r prgramme itself shuld merely be utlined in brief. The bjective is t assess hw the prject prtfli r prgramme was managed. The prject prtfli/prgramme descriptin shuld be between 4 and max. 5 Letter frmat pages lng. 2.4. References Give at least tw peple as references, prviding the fllwing infrmatin: Last name First name Cmpany name, address Current telephne number Psitin/rle f the reference persn in this prject prtfli r prgramme. 3. Prjects Directr Reprt 3.1. Cntents The Prjects Directr Reprt shws the applicatin f prject management skills, cmprising a large number f experience and knwledge elements frm varius sectins f the ICB. The fllwing figures are intended as a guideline: Area Applicatin f PM in Interview cverage Technical Minimum f 14 elements Minimum f 5 elements Behaviural Minimum f 11 elements Minimum f 4 elements Cntextual Minimum f 8 elements Minimum f 4 elements TOTAL Minimum f 33 elements Minimum f 13 elements The reprt must be rganised s that the applicatin f prject management cmpetencies is clearly evident in terms f the different elements f the ICB (referenced in the Prjects Directr Reprt). The fllwing shuld als be clearly shwn: The circumstances leading t the prject prtfli r prgramme The candidate's wn activities, respnsibilities and experience The prject management team and management respnsibility The ability t ask the right questins and get answers. 3.2. Reprt structure The fllwing is an example f hw t structure a Prjects Directr Reprt, with particular reference t the candidate s cntributin t prject prtfli / prgramme management. 2012 PMAC-AGPC 5 Versin 1.1
This structure is t be regarded as a prpsal and may be adapted where circumstances s require. 1. Intrductin r summary 2. Scpe and imprtance f the prject prtfli/prgramme 3. Organisatinal chart fr the custmer and prject prtfli/prgramme; candidate's duties and respnsibilities 4. Prvisin, maintenance and nging develpment f requirements, prcesses, methds, tls and regulatins fr prject management; use f manuals, standards and guidelines 5. Develpment and implementatin f prject management methds and aids 6. Management by prjects fr the prject prtfli/prgramme, benchmarking 7. Business plans/business cases fr the prject prtfli/prgramme 8. Prject develpment, prject evaluatin, priritisatin, milestnes, cngruence with strategy and cntext 9. Prject gals and strategies, prject task definitin and success mnitring 10. Frms f rganisatin fr prjects; rles, respnsibilities, cntracts 11. Management and decisin-making systems, cnflict and crisis management, negtiatins 12. Training and selectin f prject management persnnel, including staff develpment and supprt 13. Prject structures and delineatin between prjects 14. Annual prgramme fr the management team f the prject prtfli r prgramme, and recmmendatins t the next higher bdy 15. Planning and cntrlling f deliverables, deadlines, csts, resurces and finances 16. Change systems, risks and security 17. Links t parent rganisatin, marketing, accunting, quality management, legal affairs 18. System management, life cycles, change management 19. Prject infrmatin and dcumentatin, cmmunicatins, reprting 20. Special features f the management by prjects apprach in the present case 21. Prject management status in the candidate's area f respnsibility, results and analysis f the candidate's wn management by prjects 22. Cnclusins 3.3. Frmat The cver and last page f the Prjects Directr Reprt must be in the same frmat as the enclsed samples (annexes 1 & 2). The cver page must be fllwed by a table f cntents indicating the structure f the dcument. The text shuld cmprise between 15 t 30 Letter frmat pages, plus a maximum f 20 pages f annexes. The number f pages relates t a reprt prduced with a fnt size f 11 pts. At the end f the reprt there must be a list f references shwing the technical literature used, including internal manuals, directives and guidelines, whether these are cited in the reprt r nt. In the case f published dcuments, a citatin r inclusin in the list f references is sufficient. Internal cmpany dcuments used in prducing the Prjects Directr Reprt shuld, under certain circumstances, be brught t the interview. 3.4. Use Bth cpies are distributed t the assessrs. They are subsequently filed at the PMAC- AMPC CB ffices with the candidate's ther dcuments. The certificatin ffice may nly 2012 PMAC-AGPC 6 Versin 1.1
make use f the cntent r make further cpies with the candidate s cnsent. In the event f an appeal, the appeals cmmittee will refer t the candidate s file in its deliberatins. 2012 PMAC-AGPC 7 Versin 1.1
4. Annexes 4.1. Annex 1 Cver page fr Prjects Directr Reprt Last name, first name: Prjects Directr Reprt fr certificatin f prjects directrs (IPMA Level A) Place, date: 2012 PMAC-AGPC 8 Versin 1.1
4.2. Annex 2 Last page f Prject Directrs Reprt I declare that I have prduced the present dcument withut utside help, identified the literature used, and that the prject prtfli/prgramme it describes has nt been submitted elsewhere fr cmpetence certificatin r published in this frm. Place, date: Signature: 2012 PMAC-AGPC 9 Versin 1.1