View
4
Download
0
Category
Preview:
Citation preview
IPMA and Project Management moving forward....
Brigitte SchadenIPMA President
Bratislava, October 21st, 2010
IPMA Overview
• Founded 1965 as a Non-Profit-Organisation• Legally registered in Switzerland (Legislation)• INTERNET until 1994
History
• 50 member associations• Promotor for International Project Management• IPMA World Congress
Worldwide
• Quality standard for certifications• ICB – IPMA Competence Baseline• IPMA Young Crew / Expert Seminars / Advanced
Courses / Research /Events / JournalsServices
Mission Statement:
• Offices in Nijkerk, Brussels, Warsaw and Beijing• www.ipma.ch
IPMA is a world leading non-profit making project management organisation. IPMA represents 50 national project management associations internationally
International Project Management Association – IPMA
IPMA - NING Family
• Communication • Networking• Sharing Knowledge
• Blogging • Being up to date• Sharing Pictures
1185513305
1625118358
2203223553
26780
29942 3029032769
3818740785
53338 53655
0
10000
20000
30000
40000
50000
60000
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
IPMA Growth 1997-2010 (members)
IPMA‘s World
• Mastering IT• Language skills• Ability to work in a cross cultural environment• Thriving in virtual organisation – working around the clock - around
the globe• Working in matrix contexts, less and less in the line organisation
Tomorrow’s requirements
• Business understanding – Knowing our customers, suppliers, competitors, internal
processes, logistics etc.:
Superior Project Management Competencies
is the (- only?) key to survive in this ocean of threats and opportunities
„There is nothing so useless as doing efficiently that which should not be done at all.“
Peter Drucker - writer, management consultant
Project portfolio
• The projects are within an organization or belong to a part of an organization
• They are comparable• There exists a dependency/connection/relation
between the projects (as regards content, resources or project owner)
• Together (integrated) they generate synergies/potentials
It is recommended to bundle those projects of organizations which meet the following criteria/circumstances:
Project portfolio management
Duties/Responsibilities/Functions:
• Permanent planning– Definition of projects and programs to enhance the realization of super-
ordinate organizational goals and objectives – Evaluation of submitted projects
• Prioritization– The approval, deferral and rejection of project proposals
• Comprehensive control (overlapping)– comprehensive project- and quality management of comprehensive
project- and quality management functions as well as – comprehensive information- and knowledge-management
• Continuous surveillance of all projects within an organization
McKinsey Global Survey (2007)
21%
21%
58%
1
2
3
Should not have been authorized
Should have been cancelled
40%
60%
1
2
Should have been authorized
Authorized Projects Rejected Projects
Why do we need standards ?
First Draft ISO 21500 „A Guide to Project Management“
Miles Shepherd, IPMA Chairman of the Council, Chairman of the Project Committee
Strong Involvement of IPMA MAs and individual members from MAs and NSBs (National Standard Bodies)
The standard should be published in November 2012
The standard is valid for Project management-beginners and also for experienced Project managers. It includes several ProjectManagement Processes but no methodologies.
ISO 21500
20Standards - Prof. Dr. Nino Grau - CoD 26.9.2010 Reykjavik
Standards - Prof. Dr. Nino Grau - CoD 26.9.2010 Reykjavik
The ICB 3
1.01 Project management success 2.01 Leadership 3.01 Project orientation
1.02 Interested parties 2.02 Engagement & motivation 3.02 Programme orientation
1.03 Project requirements & objectives 2.03 Self-control 3.03 Portfolio orientation
1.04 Risk & opportunity 2.04 Assertiveness 3.04 Project, programme & portfolio implementation
1.05 Quality 2.05 Relaxation 3.05 Permanent organisation
1.06 Project organisation 2.06 Openness 3.06 Business
1.07 Teamwork 2.07 Creativity 3.07 Systems, products & technology
1.08 Problem resolution 2.08 Results orientation 3.08 Personnel management
1.09 Project structures 2.09 Efficiency 3.09 Health, security, safety & environment
1.10 Scope & deliverables 2.10 Consultation 3.10 Finance
1.11 Time & project phases 2.11 Negotiation 3.11 Legal
1.12 Resources 2.12 Conflict & crisis
1.13 Cost & finance 2.13 Reliability
1.14 Procurement & contract 2.14 Values appreciation
1.15 Changes 2.15 Ethics
1.16 Control & reports
1.17 Information & documentation
1.18 Communication
1.19 Start-up
1.20 Close-out
The eye of competence
The purpose of the GLOBAL ALLIANCE FOR PROJECT PERFORMANCE STANDARDS initiative is to develop agreed frameworks as a basis for review, development, and recognition of local standards that will facilitate mutual recognition and transferability of project management qualifications. It is intended that the framework and associated standards be freely available for use by businesses, academic institutions, professional associations, and government standards and qualifications bodies globally.
Mappings to Other Standards
As part of our work in the GAPPS to promote transportability & mutual recognition, we mapped
various global standards to the GAPPS standards. Based on the GAPPS standard this mapping
exercise is done to show which core and commonset of topics the various standards have.
Up until now the following standards have been mapped to the GAPPS standards:
• ANC SPM• ICB3• P2M• PRINCE2 2009• PMBOK 2008• AIPM
• “Mutual recognition”
• Co operations and alliances
• Cultural diversity„If you cross the border, the game is still the same but the rules are different“
• Certification: – Bidding systems, customer requirements– Qualification, career path
The future….
27th–28th of March 2010 Council of Delegates The Hague
• APM Group
Project Management Certification
Assessment of project managers’ competence in management of projects, carried out through assessment of knowledge, experience and leadership behaviour
4 level Certification System
Development of International Certification Numbers
in total 2009: 110.000
IPMA certification advantages
• How the knowledge is acquired is irrelevant• Assessment by human beings (assessors)• Assessment of behaviour• Feedback regarding areas for improvement• 4 levels of certificates• National language (cultural diversity)
Senior Project Manager
8 PDCs or 4 Days
Certified Senior Project Manager
(Level B)
Assistant Project Manager
Certified Project Manager (Level C)
Certified Projects Director (Level A)
Project Manager
Certified Project Management
Associate (Level D)
Coffey Projects
Job Title
Minimum Certification
Level Required
Project Director
pmExcellence Credits Required p.a.
(1 PDC = 0.5 day)
6 PDCs or 3 Days
10 PDCs or 5 Days
12 PDCs or 6 Days
pmExcellence
COFFEY PROJECTS –IPMA ICB3
IPMA Individual Matrix
IPMA Office Summaries Matrices
IPMA Skill Matrices Summaries by Position APMs
IPMA Matrices Summaries of Skill Rankings by Position APMs
• Project managers are taking over leadership functions in organizational change processes
• Challenges regarding the communication of virtual teams• Acquisition of PM certifications• Controlling the overlapping functions between project
managers and business analysts• Effects of „Talent Management“ on ROI
ESI International: Diane Johnson
Top Ten Trends in Project Management (6-10)
Top Ten Trends in Project Management (1-5)
• Investment in PM training as counter-effect in economicallydifficult times
• Better and faster decisions on and in projects• Critical thinking as a core PM competency• Increasing relevance of the PMO• Mutual dependencies between PM and business analytics
ESI International: Diane Johnson
IPMA & the development of PM
• ISO 21.500 fundamental PM standard• Cooperations with World Bank, EU and other
important institutions and organisations • World Congresses & Seminars (Expert
Seminar, Advanced Courses)• GAPPS (standardization & mappings, mutual
recognition)• Awards
45
• Virtual PM-Networks (NING, Xing, LinkedIn…)• Supporting PM in developing countries (LACC,
C4D)• Research & publications• Young Crew• Projects (REG, Assessment of Organizations,
Certification of Consultants…)
46
IPMA & the development of PM
„One should never believe, that one knows
everything about football“
Sven Göran Eriksson about leadership:
Never give up
Contact data
Mag. Brigitte Schaden
IPMA president
Brigitte.Schaden@ipma.ch
Mobil: +43 664 632 81 97
www.ipma.ch
Recommended