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

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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…)

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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