MANAGEMENT ENGINEERING SOCITY PROJECT MANAGEMENT CERTIFICATION...
Transcript of MANAGEMENT ENGINEERING SOCITY PROJECT MANAGEMENT CERTIFICATION...
Quality
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GUIDELINES
Code No: G-2
ISSUE NO: 5
ISSUE DATE: Dec. 2013
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MANAGEMENT ENGINEERING SOCITY
PROJECT MANAGEMENT CERTIFICATION
BODY
(MES PM -CERT)
MPC
GUIDELINES FOR CANDIDATES
Copy No. ( )
Prepared By Reviewed By Authorized By Name Mr. Mahmoud A. Aziz Eng. Mohamed Mansour Eng .Hassan Sharrawi
Job Title Document officer Quality Manager Certification Managing Director
Signature
Date
Quality
Management System
GUIDELINES
Code No: G-2
ISSUE NO: 5
ISSUE DATE: Dec. 2013
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AMENDEMENT /MODIFICATION RECORD ISSUE
NO:
SECTION
NO: PAGE
NO:
AMENDMENT AMENDE
D BY
DATE APPROVED
BY 3
All section ----- All sections of MPC G-2 Guidelines for
Candidates has been revised & restructed
to clarify the actual certification process
implemented in Egypt .
The following items have been included in
the new issue (issue No3 Jan 2009 ) to
explain the details of the certification
process .
1- Fig (1) IPMA universal four levels
certification system (page 5)
2- Table (1) process steps for each IPMA
certification level (page 9).
3- IPMA level A,B,C&D certifications
process flow charts pages
(16,17,18,19).
4- Recertification process flow chart
(page 23).
I.H Jan 2009 Prof.Dr.H.F
4
1.1
1.2
3
4
5.4
6.1
6.1
7.1
7.2
4
5
7 to 9
10
13
14/1
14/2
20
21
ICRG -3 changed to be ICRG-3.10
Notes about Training & Appeals added
The validity of level D changed to be 5
years .
The entry requirements & core
competence have been changed to suit
the condition of ICRG-3.10
Level C have to submit report / short
w.sh report table (1).
Min No. of question for levels B,C &D
has been added .
The questions may include :…..etc.
The Fig for the coverage competences
changed in table 3
Validity for level D certificate became 5
years instead of 7 years.
The responsibilities of the certificate
holder has been added (2 line)
The Interview for level D in the table
became (as required). Level D
recertification should be obtained by the
same process for the initial certificate
has been added.
Eng.
I. Habrout
Oct.2011 Eng.
H. Shaarawy
5 All section Revision to be compatible with ECRG and
ECB Eng.
M. Mansour
Aug. 2013 Eng.
H. Shaarawy 5/1 Appendices App.1 (application form), App. 3 (Code of
ethics), Fig. 1 Eng.
M. Mansour
Dec. 2013 Eng.
H. Shaarawy
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Table of Contents
S. No: Contents Page No:
1. Introduction 1.1 General Background
1.2 IPMA agreement and its objectives
1.3 Benefits of the Certification
4
2. IPMA universal Four Level certification (4-L-C) system. 6
3. Requirement for each IPMA Certificate levels 3.1 IPMA Level A
3.2 IPMA Level B
3.3 IPMA Level C
3.4 IPMA Level D
7
4. Certification process. 4.1 The initial certification process steps and certification
upgrade (table 1 shows which steps are relevant to each level )
4.1.1 Application form, Curriculum vitae , reference
4.1.2 A Curriculum vitae
4.1.3 List of projects , programmes, portfolios; references
4.1.4 Self – assessment
4.1.5 Admittance to attend the certification process
10
5. Administration to stage 2 of certification process 5.1 Workshop
5.2 Written Exam
5.3 Characteristics of written exam
5.4 Report
11
6. Administration to stage 3 of certification process 6.1 Interview
6.2 Certification decision
6.3 Final Assessment
6.4 Appeal
6.5 Keeping & maintaining records & document
6.6 process flow charts
13
7. Re-Certification & Upgrading of certificate 7.1 Recertification
7.2 Recertification process steps
7.3 Interview
7.4 Appeal
7.5 Keeping & maintaining records & document
7.6 Recertification process flow chart
7.7 Upgrading of certificate
20
8. Appendices
Appendix i - Application Form
Appendix ii -C.V
Appendix iii – S.A
Appendix iv- List of project
Appendix v- Complexity of programme or portfolio
Appendix vi- Complexity of project (IPMA level B)
Appendix vii- CPD-Log
Appendix viii- code of ethics
25
26
29
32
34
35
36
39
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1. Introduction
MES AGREEMENT FOR SETTING-UP AN IPMA CERTIFICATION VALIDATED
PROGRAM IN EGYPT
1.1 General Background
The International Management Association ( IPMA ) has established PM
Certification Validation system, based on certification programs carried out by
national associations ( or certification bodies linked to them ). Each IPMA
National Association (NA) is encouraged to set up its own programe, taking into
account the local culture and ways of doing business, or to use another MA’s
program.
The IPMA Certification Validation system calls for:
- A process following the IPMA rules
- The “MPC” Egyptian Certification Regulations and guidelines ( ECRG) Based
on (ICRG-3.1) and the Egyptian Competence base line (ECB) based on
the IPMA Competency Baseline (ICB-3),
- The International Standard ISO/IEC 17024: Conformity assessment-General
requirements for bodies operating certification of persons as well as ISO 9001-
2008 Quality Management system – Requirements
1.2 IPMA agreement and its objectives
A. An agreement for setting-up an IPMA Validated PM certification Scheme
in Egypt have been signed between MES & IPMA.
B. The objectives of this project is to establish an Egyptian PM Certification
Scheme validated by IPMA, providing the profession with a competency
improvement system and with international competency recognition, in
order to improve the competitiveness of the Egyptian industry, both
nationally and internationally.
C. According to the mentioned agreement:
MES developed and managed its project management qualification and
competence programme and established its certification body (MPC-Egypt)
and agreed to participate in IPMA's validation
MPC Applies the IPMA universal four level certification system and offers
IPMA certificates (levels A,B,C&D) recognized from all IPMA members
countries .
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Fig.1 “IPMA universal four level certification”
Back Page
Front Page
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1.3 Benefits of the Certification Enrolment in the certification programme is an incentive for the managers of projects,
programmes and portfolios and the members of the project management teams to :
expand and improve their knowledge and experience;
continue their education and training ;
improve the quality of projects management ;
last but not least-achieve the project objectives more effectively.
The benefits of the certification programmes are:
For the project management personnel: to obtain an internationally recognized
certificate acknowledging their competence in project management;
For the suppliers of project management services: a demonstration of their
employees’ professional competence;
For the customers: to increase certain that they “will receive take of the art”
services from a project manager.
For PM Public: Harmonization ,standardization comparability in project
management , Quality of project Management confidence in project management
and professional
2. IPMA's Universal Four –Level- Certification ( 4-L-C ) System (Fig 1)
The certificates awarded to individuals are based on an assessment of their
competence in typical project management activities that occur in their daily
working lives. In the IPMA Certification System, the following four categories of
people , to which the same particular standards apply, are specified:
IPMA Level A Certified Projects Director:
means that the person is able to direct an important portfolio or programme, with
the corresponding resources, methodologies and tools, that is the subject of the
certification rather than the management of a single project. To take on this
responsibility an advanced level of knowledge and experience would be required.
IPMA level B Certified Senior Project Manager:
means that the person is able to manage a complex project for which the criteria
are defined in ECB-IPMA chapter 3 Sub-projects are normal, i.e the project
manager is managing by sub-project managers rather than leading the project
team directly.
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IPMA level C Certified Project Manager: means that the person is able to lead a project with limited complexity which
signifies that he has demonstrated the corresponding level of experience in
addition to the ability to apply project management knowledge.
IPMA level D Certified Project Management Associate: means that the person is able to apply project management knowledge when he
participates in a project in any capacity and common knowledge is not sufficient
to perform at a satisfactory level of competence.
3. Requirements for each IPMA certification level:
3.1 IPMA Level A
IPMA Level A
Certified Projects Director
Has in the last eight years at least five years of experience in portfolio
management and/or programme management with strategic relevance,
of which at least three years were in a responsible leadership function
in the management of complex portfolios or programmes and has in
addition two years of experience in managing projects (entry
requirement). The time span of 8 years can be extended up to 12 years
with appropriate justification.
Entry requirements
Shall be able to manage complex portfolios or programmes Is responsible for the management of a complex portfolio of an organisation
or a branch of an organisation, or for the management of an important
programme within an organisation.
improve their competence in PM.
team.
a role of leading or directing the development of project management
competence and infrastructure (i.e. processes, methods, techniques, tools,
handbooks, guidelines for a programme or portfolio).
Core competence
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The main criteria for the complexity of a portfolio or programme are:
portfolio and number of project managers directed.
gement requirements, processes, methods,
techniques, tool, regulations and guidelines in the organisation.
d ensuring compliance
to strategy.
3.2 IPMA Level B
IPMA Level B
Certified Senior Project Manager
Has in the last eight years at least five years of project management
experience of which three years were in a responsible leadership function
of complex projects (entry requirement). The time span of 8 years can be
extended up to 12 years with appropriate justification.
Entry
requirements
Shall be able to manage complex projects
project and all project management competence elements.
sub-projects.
s,
techniques and tools.
Core
competence
The complexity of the assessed projects shall be evaluated against the following criteria:
ovation, general conditions
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3.3 IPMA Level C
IPMA Level C
Certified Project Manager
Has in the last six years at least three years of project management
experience in a responsible leadership role of projects with limited
complexity (entry requirement). The time span of 6 years can be
extended up to 9 years with appropriate justification.
Entry
requirements
Shall be able to manage projects with limited complexity, and/or to
assist the manager of a complex project in all competence elements
of project management .
all its aspects, or for managing a sub-project of a complex project.
techniques and tools.
Core
competence
3.4 IPMA Level D
IPMA Level D
Certified Project Management Associate
Experience in the project management competence elements is not
compulsory; but it is an advantage if the candidate has applied his
project management knowledge to some extent already.
Entry
requirements
Shall have knowledge in all competence elements (core competence). Can practice in any competence element.
Works as a project team member or a member of the project
management staff. Has broad project management knowledge and the ability to
apply that knowledge.
Core
competence
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4. Certification Process
4.1 The initial certification process steps and certification upgrade (table 1
shows which steps are relevant to each level )
(Table 1) process steps for each IPMA Certification level
Stage Steps IPMA Certification Level
A B C D
1 1.1 Application form, Curriculum vitae x x x x
1.2 List of projects , programmes, portfolios;
references x x x --
1.3 Self-assessment x x x x
1.4 Admittance to attend the certification
process x x x x
2 2.1 Workshop x x
2.2 Workshop report x x
2.3 Written exam I x x x
2.4 Written exam II (x) (x) x
2.5 Report x x x --
3 Interview x x x --
Certification decision : delivery , registration x x x x
x = compulsory, (x) = option
The IPMA Certification stages for Levels A,B,C&D are illustrated in (Fig.1) as well
as table (1).
The details of the item for certification process's steps in (table 1) are explained clearly in
the following section.
4.1.1 Application form, Curriculum vitae , reference The application from is intended to identify the applicant and the IPMA
certification level for which he applies. See appendix (i)
4.1.2 A Curriculum vitae is required covering his education , professional qualifications
and career details and should be attached to the application form.See appendix (ii) Further , the applicant should provide the names of two individuals who will
provide references and from whom the certification body can get further
information in the case of doubt.
The full content of the application is singed off by the applicant.
4.1.3 List of projects , programmes, portfolios; references
The list of projects, programmes and portfolios as well as the references is part of
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the application documentation . the list should show all projects, programme and
portfolios the applicant was engaged in during the period of project management
experience required for respective level , in a format provided by MPC.
For each project , programme and portfolio the individual has been engaged in,
detailed information should be given about the project, , programme and portfolio
characteristics ( such as deliverables , phases , cost, budgets, interested parties ,
management complexity ), the applicant's project management role and his
responsibilities within the project , programme or portfolio , and about the
duration and intensity of the applicant's engagement See appendix (iv,v&vi)
4.1.4 Self – assessment
The self –assessment for each level and each stage in the applicant's professional
life a common requirement in the IPMA certification system . the applicant
should be able to assess his own competence in a format provided by MPC which
include the scale of evaluation sheet . see appendix (iii)
4.1.5 Short report
The applicant for levels A, B or C shall admit a short report (3-5 pages)
for one of the projects listed in para 4.1.3.
4.1.5 Admittance to attend the certification process
The application form , the list of projects, programmes and portfolios , the
references and the self-assessment sheet are the documents used for evaluating
the eligibility of the applicant for the certification process. After a formal check
by the certification secretariat and evaluation by at least two assessors the
applicant will get written approval to participate in the certification process for
the appropriate level.
5. Admission to stage 2 of certification process (see table 1)
5.1 Workshop
The workshop is a part of the certification process for levels B & C.
The duration of the workshop is one day. The candidates show their PM
competence by working in parallel groups of not more than five members.
Starting from an outline project description, they develop the project plans
using multimedia techniques.
Two assessors observe the candidates, who manage the case study and present
their results. The assessors evaluate the project management competence of the
candidates against the representative number of competence elements.
* Level B&C candidates have to submit a short workshop report.
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5.2 Written Exam
Examination for D level certificates
Candidates for the D certificates have to show their project management
knowledge in the written {exams Part I (3 hours ) & Part II (2½ hours )}, which
will usually be done within the course of workshops for open certification rounds
for B & C level certificates ( same applies for re-examinations ).
The examination consists of three parts, comprising different fields of project
management.
Each part has to be marked separately and in each part the candidate has to
achieve a minimum of 50 % of the total number of points in order to pass the
examination. The candidate must retake all parts of the exam he failed to achieve
the 50 % benchmark. In case candidates cannot gain at least at leas 50 % of the
overall score he has to retake the entire examination.
Evaluation of the exam has to be done by two Assessors
The points achieve in each part of the exam as well as the overall points and
marking for each candidate have to be entered into a list (Results of D
Examinations ), which must be signed by the Assessor .
Examination for levels B and C certificates
The exam for B and C level certificates is a written 3 hours test -{Exam
(part I)}- which is integrated into the certification workshop.
Two Assessors according to a definite scheme do the evaluation of the test.
A candidate must achieve at least 50 % of the total score to pass the test. Otherwise
he may not be admitted to next step of the certification procedure (interview or
project report) and has to repeat the exam. In this case the assessors should give
recommendations to the candidates as to how he could improve his project
management knowledge.
* Level B&C can attend written exam part II optionally .If they pass level I&II
Exams & failed in the other steps of the certification process they may grant level
D certificate
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5.3. Characteristics of written exam
The exam may be composed of several kinds of questions:
Direct questions (multiple choice: selection of answers from a short
list; questions requiring an answer of 1-2 sentences).
Intellectual task
Table 2 : Characteristics of written exam as guideline & Min.No. of question for levels B/C/D Minimum number of competence elements to be covered in an exam at IPMA Levels B/C and D
IPMA Level B,C IPMA Level D
Direct questions 35 % of elements All elements
Intellectual tasks 2 elements per range 3 elements per range
Minimum number of questions in an exam at IPMA Levels B,C and D
IPMA Level B/C IPMA Level D
Direct questions 17 46
Open essays and/or Intellectual tasks
14 9
Duration minimum 3 hours 3 hours
5.4. Report The candidate shall submit a report describing the application of project management
competence in a real project, programme or portfolio:
Level A: for a complex portfolio or programme.
Level B: for a complex project & short workshop report.
Level C: for a project with limited complexity or short workshop report.
The scope of the report:
The project report should address the competence elements of the ECB-IPMA
Scope of report at IPMA Levels A, B and C
IPMA Level A IPMA Level B IPMA Level C
Body, pages 15 to 30 10 to 25 5 to 15 Appendices, maximum pages 20 15 10
Minimum number of competence elements addressed
Technical 14 14 12 Behavioural 11 8 5
Contextual 8 6 4
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The number of pages relates to a report produced with a font size of 11 pts.
The appendices should provide support for statements made in the report, e.g. time
schedule, and should be cross-referenced to the report.
If some competence elements were not relevant in the reported project, programme or
portfolio, the candidate should be asked in the interview why this was the case and how
they would have dealt with them in another project, programme or portfolio.
The report is an important basis for the interview. In the report, typical project
management situation tasks, actions, and results, the roles of the candidate and other
involved parties, the methods and tools applied and the experience and conclusion
gained, are described for a large number of competence elements of the ECB/ICB
Version3.
N.B: G-5 Project report guidelines and instruction gives more detail information about the
report it will be provided by MPC.
6. Admission to stage 3 of certification process (see table 1)
6.1 Interview
In the interview the assessors ask questions they have previously prepared related to the
report, the-self assessment of the candidate, and eventually the written exam answers, the
workshop out-comes.
The question may include:
nce of
the candidate.
programmes and portfolios.
Both assessors are expected to actively participate in the interview process.
The candidate may be asked to make a brief but detailed presentation to the assessors on
the outlined report.
The candidate can illustrate his answers by presenting examples of documents in addition
to the report (e.g. a handbook, status report) during the interview
Normally, a real project management situation concerning one or more competence
elements with tasks, actions, and results will be described as the background to a
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question. A situation will be selected at an appropriate point in the life-cycle of the real
project, programme or portfolio that is discussed.
The project management competence elements of the ECB/ICB version 3 that are
addressed in the interview are a sample based on the general objectives of the assessment
of the certification body and the information provided by the candidate or collected from
the references. The characteristics of the interview are shown in table 3 as a guideline.
Table 3 Characteristics of the interview at IPMA Levels A, B and C
IPMA Level A IPMA Level B IPMA Level C
Number of assessors 2 2 2
Duration 2 to 2.5 hours 1.5 to 2 hours 1 to 1.5 hours
Coverage
Technical competence elements 5 6 6
Behavioral competence elements 4 3 2
Contextual competence elements 4 3 2
Total 13 12 10
6.2 Certification decision
MPC makes a decision on whether the candidate can continue or must quit the
certification process after defined steps of the certification process on the basis of the
total evaluation of the assessors.
The assessors involved in an assessment are independent and do not respond to questions
from the candidates. They can pass on information to the candidate about missing or
insufficient information in his application that has been identified by MPC and invite him
to add it during the next step in the process. MPC provides the information about the
certification process to the candidate and answers any questions he may have.
An assessor normally evaluates the knowledge and experience component per
competence element in common.
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MPC has rules for the situation where the two assessors do not reach a common view on
the outcome. As an exception, guest assessors can be invited to observe or to participate
in the interview (trainee assessor, quality manager of MPC, foreign guest assessors).The
management of MPC decides on the outcome based on the information gathered during
the certification process. Those who make the final decision have not participated in the
assessment of the candidate.
If a candidate wants to know the reasons for a failure, the lead assessor responds to the
candidate, accompanied by a representative of MPC .
6.3 Final Assessment
The Final assessment/evaluation of each certification level ( A, B, C & D) should take
inconsideration the over all performance of the candidate during all the steps of the
certification procedure. The rules of final evaluation are included in MPC Procedure
No.5 : Candidate assessment
All certificates will be registered by MPC as well as the international Project
Management association IPMA.
6.4 Appeal
An applicant or candidate who has not been allowed to enter or complete the process
may file an appeal for reconsideration of the decision within four weeks. Such an
appeal must be made in writing to the MPC and must include reasons for the appeal
Ref. to MPC procedure (P-15) appeals & complaints .
6.5 Keeping & maintaining records & documents
All documentation shall be archived in hard copy and/or electronically for at least six
years from the date of the certificate to cover the recertification period. Local
requirements may extend this period. Ref. to MPC procedure (P-03) Records.
6.6 Process flow chart
The process flow charts are illustrated in the following section :
6.6.1 IPMA level A Certification process flow chart .
6.6.2 IPMA level B Certification process flow chart .
6.6.3 IPMA level C Certification process flow chart .
6.6.4 IPMA level D Certification process flow chart .
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Level A
Interview
- Granting of IPMA
Level A Certificate
- Delivery
- Registration
6.6.1 IPMA Level A Certification process flow chart
Activities Action By:
Document
Review /check
Check
Eligibility
Identify Level
- Application Form
- C.V
- List of Projects ,
Programme ,
Portfolios , References
- Self Assessment
Applicant Submit
Admitted to
attend the
certification
process
MPC Administration office
Secretary + assessors
Assessors
Candidate submit
Candidate + assessors
Certification Committee
+
MPC Management + IPMA
Projects
Director
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Interview
Level B
Work Shop &
Workshop report
W Ex I
W Ex II
Option
Report
- Granting of IPMA
Level B Certificate
- Delivery
- Registration
- Granting of IPMA
Level D Certificate
- Delivery
- Registration
6.6.2 IPMA Level B Certification process flow chart
Activities Action By:
Document
Review /check
Check
Eligibility
Identify Level
6.6.3 IPMA Level C Certification process flow chart
- Application Form
- C.V
- List of Projects ,
References
- Self Assessment
Applicant Submit
MPC Administration office
Secretary + assessors
Assessors
Admitted to
attend the
certification
process
Candidates + Assessors
Assessors
Certification Committee
+
MPC Management + IPMA
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Interview
Level B
Work Shop &
Workshop report
W Ex I
W Ex II
Option
- Granting of IPMA
Level C Certificate
- Delivery
- Registration
- Granting of IPMA
Level D Certificate
- Delivery
- Registration
Activities Action By:
Document
Review /check
Check
Eligibility
Identify Level
6.6.4 IPMA Level D Certification process flow chart
- Application Form
- C.V
- List of Projects ,
References
- Self Assessment
Applicant Submit
MPC Administration office
Secretary + assessors
Assessors
Admitted to
attend the
certification
process
Candidates + Assessors
Assessors
Certification Committee
+
MPC Management + IPMA
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Level D
W Ex I
W Ex II
- Granting of IPMA
Level D Certificate
- Delivery
- Registration
Activities Action By:
Document
Review /check
Check
Eligibility
Identify Level
- Application Form
- C.V + Supporting
Document
- Self Assessment
Applicant Submit
MPC Administration office
Secretary + assessors
Assessors
Assessors
Assessors
Certification Committee +
MPC Management + IPMA
Admitted to attend
the certification
process
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7. Recertification and upgrading of certificates
7.1 Recertification
As the Validity of certificates is time limited (level A, B, C & D Certificates five years) .
The holder of such certificate has to apply for recertficatoin to extend the validity period
by another five years.
It is the responsibility of the certificate holder to monitor the expiry date of their
certificate and to initiate the recertification process.
MPC will inform the certificate holder as well in advance of the recertification date.
Basically a valid certificate is a prerequisite for recertfication. In case not more than one
year has passed from the date of expiry and all requirements set have been fullfilled
durning that time, a candidate can apply for “revival of the certificate” and recertification.
Otherwise he has to go through the complete certfication procedure again to obtain a new
cerificate.
An applicant for recertification has to furnish in writing information concerning his:
Ongoing professional activity as a project manager
Continunig development of project management knoledge in order to keep it at
actual “state of art” (literature study, trainings, seminars …etc.)
The documents will be passed on to two Assessors who will carfully check, whether the
candidate can met the requirements set with regard to the above points , and will inform
the certification office respectively .
In case all requirements have been met by the applicant , the certification office sends the
certificate to the assessors , who will sign it and return it to MPC for passing it on to the
candidate .
Should the holder of the certificate not be able to meet the requirements .set or should
have failed to apply for recertification in time, the certificate will expire at the indicated
date.
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7.2 Recertification process steps
Compulsory and optional steps in the re- certification process & required document:
Recertification process steps IPMA Certification Level
A B C D
Expiry information × × × ×
Application form ,Curriculum vitae, references × × × ×
Updated project, programmes and portfolios List × × × (×) Updated Self-assessment × × × ×
PM activities and assignments × × × ×
Continuing professional development evidence / record "CPDLog Form" × × × ×
Complaints , references × × × ×
Interview (where the individual is on the pass /fail borderline) A A A A
Certificate decision : delivery , registration × × × ×
IPMA Level D recertification should be obtained by the same process as for the
initial certification
×=compulsory (×( = option A= as required
The steps of the re-certification process are as follows:
a- In the application form re-certification, the re-certification candidate also declares that
he is well aware of conditions of the re-certification process and status of an individual
certified in project management. As an attachment, an updated Curriculum vita is
required.
b- The project , programme and portfolio list is updated and presented according to the
level of re- certification.
c- The self-assessment is updated .
d- The professional activities that have occurred during the period of certificate validity
are reported for the (function) , responsibilities and tasks of the re-certification
candidate in projects, programme and portfolio , the complexity of the projects,
programmes and portfolios and the time the certificate holder (as a percentage of total
work time) was involved in them.
e- If any justified and proven complaints were made in writing against the project
management competence or the professional conduct of the recertification candidate,
these should be listed in the candidate's application with details of
the project concerned, the subject and reasons for the complaint and the
person making the complaint, together with their contact details
f- The continuing education of the re-certification candidate to maintain and improve his
level of competence in project management during the equal period which the
certificate was valid is reported in tne CPDLog Form. This includes any training he has
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under gone , experience gained , and any contributions he has made to his own ongoing
development in project management . see appendix (vii).
g- The re-certification candidate provides a list of individuals who can provide reference,
who are certification body if necessary. if there were complaints in writing about his
project management competence or professional conduct they should be listed in his
re-certification application.
h- In a case where there is doubt about the renewal of a certificate, the assessors prepare
questions to clarifying whether the re-certification candidate still fulfils the
requirements for his IPMA competence level. The re-certification candidate can
provide additional evidence on his competence level , his development and
professional conduct .
i- The certification committee makes a decision on whether the certificate can be
renewed or not on the basis of the total evaluation of the assessors.
7.3 Interviews
If the persons who assess the candidate find it necessary, they shall recommend an
interview and the MPC shall make the decision as to whether it will take place.
The persons who assess the candidate shall prepare the interview questions in order to
clarify whether the recertification candidate still fulfils the requirements for his level.
The candidate can provide additional evidence on the maintenance or development of his
competence and/or on his professional conduct.
If the candidate does not participate in the interview, the certificate shall not be renewed.
The final evaluation, decision , issue of certificates &assessment Method
are available in P-14 Page 6
7.4 Appeal
A recertification candidate who has been denied renewal of the certificate may, within
four weeks, file an appeal for reconsideration of the decision. Such an appeal must be
made in writing to the MPC and must include a rationale for the appeal .Ref to: Ref. to:
MPC procedure No (15) appeals & complaints.
7.5 Keeping & maintaining records & document
All documentation shall be archived either in hard copy and/or electronically for at least
six years from the date of the certificate to cover the recertification period. Local
requirements may extend this Period. Ref to: MPC procedure No (3) Record.
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Reviewed
Evaluation
Interview
(*)
- Certification decision
- Delivery
- Registration
7.6 Process flow
Rectification Process flow chart diagram
Activities Action By:
Document
Review /check
(*) Candidate is notified of the assessor's decision and date of interview where
applicable
- Application Form
- C.V
- List of Projects ,
Programme ,
Portfolios , References
- Self Assessment
- Professional
Development Record
"CPD"
Applicant Submit
MPC Administration office
Assessors
Assessors
Certification Committee
+
MPC Management + IPMA
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7.7 Upgrading of certificate
Candidate has to submit an application for an upgrade of his certificate, provided that – in
the meantime – he has become able to meet the requirements set for the desired higher
level certificate.
Prerequisites for an upgrade in certificate:
Candidate can meet the requirements set for the desired higher level certificate
Application documents:
- Official application form for certification at the desired level
- supporting documents as described in table 1.
Upgrading process
The upgrading process is the same as the initial certificate process.
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Application Form Appendix (i) [Check √ on which you are applying for]
o Level (A) Certified Projects Director Certification
o Level (B) Certified Senior Project Manager Recertification
o Level (C) Certified Project Manager Professional Upgrading
o Level (D) Certified Project Management Associate
Personal Data [Please write in block letters, as data will be copied out into your official certificate]
Mr./Ms./Mrs.
Surname First Name Title
Street/ House Number Telephone number
Postal Code City Fax
Country E-mail
Date of Birth Place of Birth
Employer Data (If different from A)
Employer name
Street/House number Telephone number Country
Postal Code Domicile Fax E-mail
III. Statement of the Applicant I know that:
- Incorrect data or misuse of the certificate entails the withdrawal of the certificate.
- The certificate becomes not valid as soon as the professional activities in the field of project management are ceased (Interruption of
activities exceeding six months must be notified to MPC).
- MPC will review the performance of project management activities of the certificated person within the period of validity of the
certificate, e.g. By personal questionnaire.
- The granted certificate (and the subject of the project report) will be published and held in a list with open access.
- Changes in address must be notified to MPC without delay.
- MPC will raise a fee for the certification. This fee will become due also in case of the certification procedure not being successfully
passed or being broken off by the applicant before the official end.
- For Recertification: professional development of candidates (as minimum 35 hours of trainings, workshops lectures etc. per annum)
- I have read and accept all terms of the MPC Code of ethics (professional conduct)
I accept the above conditions and assure that all statements made are correct and in accordance with the truth.
D. References* The following persons may confirm my experience (as stated in the attached C.V.) in the field of project management.
. MR./Ms./Mrs. Telephone Company
. MR./Ms./Mrs. Telephone Company
Date Signature
*Does not apply to “ Certificated Project Management Practitioner”
28 Ramsis st, Cairo, Egypt. Tel.:5790050-5748169 Fax: 5790050-5740569 Website http://www.ese.eg.net/manage_main.html
F/P-04/1
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CURRICULUM VITAE
PERSONAL INFORMATION Appendix (ii)/1
Name:
Date of Birth:
Marital Status:
Nationality:
Mailing Address:
E-Mail Address:
Mobile Phone:
Telephone:
Fax:
QUALIFICATION
CAREER SUMMARY
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TRAINING COURSES Appendix (ii)/2 [
LANGUAGES
EXPERIENCE
F/P – 04/3/2
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CONT. Appendix (ii)/3
F/P – 04/3/3
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Appendix (iii)/1
Self – assessment sheet
Name of Candidate:
Knowledge Experience
0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 6 7 8 9 10
1 Technical
Competence
1.01 Project Management
Success.
1.02 Interest Parties 1.03 Project Requirement
& Objectives
1.04 Risk & Opportunity 1.05 Quality 1.06 Project Organization 1.07 Team Work 1.08 Problem resolution 1.09 Project structures 1.10 Scope & deliverables 1.11 Time & Project
phases
1.12 Resources 1.13 Cost & finance 1.14 Procurement &
Contract
1.15 Changes 1.16 Control & reports 1.17 Information &
Documentation
1.18 Communication 1.19 Start up 1.20 Close out AVERAGE 1
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F/P-04/5/2
Appendix (iii)/3 Description of the scale of valuation as a guide for compiling the self assessment sheet
Experience Knowledge
01 9 8 7 6 5 4 3 2 0 1 01 9 8 7 6 5 4 3 2 0 1
2 Behavioral Competence
2.01 Leadership 2.02 Engagement &
Motivation 2.03 Self control 2.04 Assertiveness 2.05 Relaxation
2.06 Openness
2.07 Creativity
2.08 Result orientation
2.09 Efficiency
2.10 Consultation
2.11 Negotiation
2.12 Conflict & crisis
2.13 Reliability
2.14 Values appreciation
2.15 Ethics
AVERAGE 2
Experience Knowledge
01 9 8 7 6 5 4 3 2 0 1 01 9 8 7 6 5 4 3 2 0 1
3 Contextual Competence
3.01 Project orientation
3.02 Programme
orientation
3.03 Portfolio orientation
3.04 PPP implementation
3.05 Permanent organization
3.06 Business
3.07 Systems, products
& technology 3.08 Personnel management
3.09 Health, safety
& security environment
3.10 Finance
3.11 Legal
AVERAGE 3
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Values Knowledge characteristics Experience characteristics
(0) none none
1
2 low (i)
3
The candidate knows the element and is
able to present and explain known criteria for
this element.
Verbs: Recognise, name, count-up,
structure, describe, define, explain, lookup,
reproduce.
Nouns: Terms, denominations, facts,
criteria, standards, rules, methods, processes,
relations.
The candidate has some experience which he
has obtained from a project management role
in a few projects in one sector of the
economy or unit of an organisation during
one or several phases of these projects.
Description: Some experience, from being
involved as an assistant, in some phases, of
afew projects, with a good awareness of
project management.
4
5 medium (m)
6
The candidate has a solid level of knowledge
and is able to recognise and to apply the
relevant criteria as well as check the results
Verbs: Apply, use, implement, calculate,
verify, interpret, differentiate, solve.
Nouns: Situations, applications, principles,
criteria, rules, methods, conclusions
The candidate has an average level of
experience and an average record which he
obtained from many important project
management areas of several projects in at
least one important sector of the economy
during most phases of these projects
Description: Considerable experience, in a
responsible project management position, in
most phases, of several different projects,
with limited complexity, with a good
awareness of project management.
7
8 high (h)
9
The candidate understands the role in detail
and is able to evaluate, to create and to
integrate the relevant criteria and can interpret
and evaluate the results.
Verbs: Analyze, derive, design, develop,
combine, compose, investigate, evaluate,
assess, propose, decide.
Nouns: Situations, conditions, assumptions,
ideas, opinions, cases, models, alternatives,
problems, results, procedures, judgments
The candidate has a broad range of
experience and a good track record which he
has gained from responsible project
management roles in many different kinds of
projects, during most or all phases of these
projects.
Description: Extensive experience in project
management positions with high level of
responsibility, in most phases, of several
different projects and / or programmes or
portfolios, with a thorough understanding of
project management.
(10) Absolute maximum Absolute maximum
The extreme values of the scale are very rarely used in real assessments. The coarse evaluation, for example
"medium (m)" can be fine tuned to :
· 4: low medium
· 5: medium medium
· 6: high medium
In a similar way ’low (l)’ and ’high (h)’ can be fine tuned. The values from 0 to 10 represent a
continuous linear scale which means that the competence difference of 6 (high medium) to 7 (low
high) is one point. The competence difference between 7 (low high) and 8 (medium high) is also one point, i.e.
the same amount. F/P-04/5/3
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Appendix (IV)
LIST OF PROJECTS"L.P" INVOLVED
From To Project Name My
Function Full/Temp.
Reference for
the attached
evidences (*)
../../.. ../../..
(*) See Over (Back of this page) for guidance Note.
Photocopy of this document may be used .
F/P -04/4/1
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* Guidance Note for Filling last column of the List of Projects “L.P”-
04/4 )-Involved Form (F/P
1- Verified Evidences:
a) Verified Evidence should be submitted for each project mentioned on the
list.
b) Each evidence should be given a reference number, this number should be
written on the last column of the form.
2- Organization & Project Charts:
a) Candidate should submit an organization chart for his Organization
showing clearly his position on it.
b) Candidate should select a project that he managed and draw an organization
chart for the project showing clearly his Position on the chart.
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Appendix (v) Complexity of a programme or portfolio
Guideline, template
The main criteria for a portfolio or programme (IPMA Level A) manager are:
An important group of projects is contained in the portfolio or programme, and the candidate is responsible for coordinating and directing them.
The candidate proposes to the overseeing body for their decision (or where appropriate
decides himself) the start, priority, continuation or interruption and termination of the projects of his portfolio or programme.
The candidate is responsible for the selection and continuing development of project management requirements, processes, methods, techniques, tools, regulations and guidelines in the organisation as well as for the implementation of project management in general, in his range of projects.
The candidate coordinates and influences (or is responsible for) the selection, training and employment of the project managers who manage his range of projects as well as for their performance appraisal and remuneration.
The candidate is responsible for the coordination of all projects of his portfolio or programme and ensuring their compliance to the strategy of the business/organisation, as well as for establishing professional control and reporting mechanisms for his range of projects.
The number, variety and complexity of active projects in the portfolio or programme and the number of project managers he controls.
The portfolio or programme must be important enough to provide evidence of competent management. The important parameters to consider are:
Amount of time the candidate dedicates to the portfolio or programme
Number of active projects
Different kinds and sizes of projects
Complexity of projects
Number of project managers and size of organisational unit
Annual amount of investment in the portfolio or programme
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Appendix (vi) Complexity of a project (IPMA Level B) Guideline, template
This scheme is used to assess the complexity of project management in a project. Each indicator is rated according to four
Identification of Certification Cycle …………......................................................... levels of complexity (4 = very high complexity, 3 = high
complexity, 2 = low complexity, 1 = very low complexity).
If the total complexity value is equal or exceeding 25points,
a project is appropriate to be used in a certification process
on IPMA Level B.
Candidate (Last name, first name) ............................................................... Ratings between 23 and 27 points need a careful verification.
For a complete evaluation all criteria have to be rated. Criteria Description of criteria Comments/justification
Significant complexity Limited complexity
Val
ue
complexity
very high (4)
complexity high
(3)
complexity
low (2)
complexity very low (1)
1. Objectives, Assessment of
Results
Mandate and objective
Conflicting objectives
Transparency of mandate and
objectives Interdependence
of objectives
Number and assessment of results
uncertain, vague
many conflicts
hidden
very interdependent
large, multidimensional
defined, obvious few conflicts
quite transparent quite independent
low, monodimensional
Rating □ □ □ □
2. Interested Parties, Integration
Interested parties, lobbies
Categories of stakeholders
Stakeholder interrelations
Interests of involved parties
numerous parties
many different
unknown relations
divergent interests
few parties few uniform categories
few and well known relations
comparable interest
Rating □ □ □ □
3. Cultural and social context
Diversity of context
Cultural variety
Geographic distances
Social span
Diverse
multicultural, unknown
distant, distributed
large, demanding
homogeneous
uniform, well known
close, concentrated
small, easy to handle
Rating □ □ □ □
4. Degree of innovation, general conditions
Technological degree of innovation
Demand of Creativity
Scope for Development
Significance on public agenda
Unknown technology
innovative approach
large
large public interest
known and proven technology repetitive approach
limited
public interest low
Rating □ □ □ □
5. Project structure, demand for
coordination
Structures to be coordinated
Demand of coordination
Structuring of phases Demand
for reporting
numerous structures
demanding, elaborate
overlapping, simultaneous
multidimensional,
comprehensive
few structures
simple, straightforward sequential
uni-dimensional, common
Rating □ □ □ □
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6. Project organisation
Number of interfaces
Demand for
communication
Hierarchical structure
Relations with permanent
organisations
many
indirect, demanding, manifold
multidimensional, matrix structure
intensive mutual relations
few
direct, not demanding, uniform
uni-dimensional, simple
few relations
Rating □ □ □ □
7. Leadership, teamwork,
decisions
Number of sub-ordinates
Team structure
Leadership style
Decision-making
processes
many, large control span
dynamic team structure
adaptive and variable many
important decisions
Few small control span
static team structure
constant and uniform
few important decisions
Rating □ □ □ □
8. Ressources incl.
finance
Availability of people,
material, etc.
Financial resources
Capital investment
Quantity and diversity of
staff
uncertain, changing
many investors and kinds of
resources
large (relative to project of the
same kind)
high
available, known
one investor and few
kinds of resources
low (relative to project of the
same kind)
low
Rating □ □ □ □
9. Risk and opportunities
Predictability of risks and
opportunities
Risk probability,
significance of impacts
Potential of opportunities
Options for action to
minimize risks
low, uncertain
high risk potential, large impact
limited options for actions
large potential of opportunities
high, quite certain
low risk potential, low impact
many options for actions
low potential of opportunities
Rating □ □ □ □
10. PM methods, tools and
techniques Variety of
methods and tools applied
Application of standards
Availability of support
Proportion of PM to total
project work
numerous, manifold
few common standards applicable
no support available
high percentage
few, simple
common standards applicable
much support available
low percentage
Rating □ □ □ □
Total complexity value 0
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CONFIDENTIAL WHEN COMPLETE Appendix (vii) See over for guidance Notes Photocopy of this document may be used CONTINUING PROFESSIONAL DEVELOPMENT (CPDL) LOG Name & Initial Certification No. Sheet of Date
(Day
Month
&
Year)
CPDL
hours
Claimed
Type of
activity
(Cat.I,and
Cat.II )
Details of activity
(Title & duration
of Training
courses or
Conferences, Type
.. etc.)
Description of
activity and how it
meets the CPDL
requirements
( Remember to attach
copies of relevant
documents)
Validation of
CPDL Activity
where applicable
(Signature of
Tutor/Lecturer/Org
aniser/Manager
etc.)
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Appendix (viii)
MPC
CODE OF ETHICS
(Professional Conduct)
Purpose:
The purpose of this Code of Ethics is to define and clarify the ethical responsibilities for
present and future MPC Applicants, Certified Persons, or PM Association Members .
Preamble:
In the pursuit of the project management profession, it is vital that MPC Certified
Persons conduct their work in an ethical manner in order to earn and maintain the
confidence of team members, colleagues, employees, employers, customers/clients, the
public, and global community.
CODE OF ETHICS:
As a professional in the field of project management, MPC Certified Person pledges to
uphold and abide by the following:
I will maintain high standards of integrity and professional conduct
I will accept responsibility for my actions
I will continually seek to enhance my professional capabilities
I will practice with fairness and honesty
I will encourage others in the profession to act in an ethical and professional manner
I will not misuse the certification in a misleading manner
Applicant: Candidate: PM Association Members:
Name:
Signature:
Date: / /
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MPC ETHICAL STANDARDS CONDUCT
The following MPC Applicants/Certified Persons/PM Association Members
Standards of Conduct describes the obligations and expectations they conduct their
activities consistent with the ethical Standards of Conduct.
Professional Obligations.
1. MPC (Applicants/Certified Persons/PM Association Members) will fully and
accurately disclose any professional or business-related conflicts or potential
conflicts of interest in a timely manner.
2. MPC (Applicants/Certified Persons/PM Association Members) will refrain from
offering or accepting payments or other forms of compensation or tangible benefits,
which will do the following:
a. Abide by the By-laws, policies, rules, requirements, and procedures of the
MES PM-CERT, and will not knowingly engage or assist in any activities
intended to compromise the integrity, reputation, property, and/or legal
rights of MPC.
b. Abide by the laws, regulations, and other requirements of their respective
communities and nations, and will not knowingly engage in, or assist in any
activities intended to have negative implications, including criminal conduct,
professional misconduct, or malfeasance.
c. Cooperate with the MPC concerning the review of possible ethics violations,
and other MPC matters, completely, consistent with applicable policies and
requirements.
d. Accurately, completely, and truthfully represent information to MPC.
MPC Quality Manager MPC Managing Director
F/P-16/3