Informe de La Comparacion.29

International Project Management Association
Comparison between ICB

and other
Project Management
Standards
ICB Revision Project Core team members
Gilles Caupin (Project Manager)
Hans Knpfel
Gerrit Koch
Klaus Pannenbcker
Francisco Prez-Polo
Chris Seabury
October 2004
ICB Revision Project Comparison of ICB with other PM standards - October 2004 1

TABLE OF CONTENTS
table of contents..................................................................................................................1
Purpose of this document:....................................................................................................2
Part 1 Global Comparison between ICB and other Project Management
Standards ........................................................................................................................ 3
Part 2 Presentation of Other Project Management Standards................................. 6
Part 3 Additional information about other standards................................................. 25
A Guide to the Project Management Body of Knowledge....................................................... 26
Structure of the GPMBOK
Guide.................................................................................. 26
Mapping ICB elements to PMBOK

Guide...................................................................... 29
Summary Comparison between PMBOK
guide and ICB...................................................... 37

Project Management Institute Certification System................................................................ 38
Comparison between PMI / PMCDF and IPMA / ICB+ICRG .................................................. 39
Executive Summary ..................................................................................................... 39
Content ....................................................................................................................... 40
1. Situation.........................................................................................................................................................40
2. PMCDF Architecture.....................................................................................................................................41
3. PMCDF Element and Structure...................................................................................................................48
4. PMCDF Scorecard for Project Manager Evaluation.................................................................................60
OPM3 (Organisational Project Management Maturity)........................................................... 62
OPM3 Architecture....................................................................................................... 62
Using OPM3. ............................................................................................................... 68
PMCC (Japan) Certification System.................................................................................... 71
PRINCE 2 ........................................................................................................................ 76
PRINCE2 RegisTration System..................................................................................... 86
Part 4. A Comparison between the ICB and the AIPM National
Competency Standards for Project Management.......................................... 87

PURPOSE OF THIS DOCUMENT:
October 2004 2
Purpose
To briefly explain other PM reference
documents
To identify suggestions for ICB
improvement
October 2004 3
Documents analysed
Project Management Institute:
A Guide to the Project Management Body of Knowledge,
2000 Edition (PMBOK
Guide)
Project Manager Competence Development Framework
(PMCDF)
OPM3: Organisational Project Management Maturity Model
AI PM: AIPM National Competency Standards for
Project Management
PRINCE2
Project Management Certification Center(J apan): A
Guidebook of Project and ProgramManagement for
Enterprise Innovation (P2M). (Uncompletely
translatedinto English).

Part 1
Global Comparison between ICB
and other Project Management
Standards
Copy of a presentation to the CVM Panel in Bilbao, on October 10
th
, 2004.

October 2004 5
None May be used
as reference
document
It should be
used as
referent
document
Totally
oriented
Oriented towards individual PM certification
ICB
PMBOK Gui de
PMCDF
OPM3
AI PM
PRINCE 2
P2M
Oriented towards individual PM practice
ICB
PMBOK Gui de
PMCDF
OPM3
AI PM
PRINCE 2
P2M
Ori ented towards Organi zati on' s PM maturi ty
ICB
PMBOK Gui de
PMCDF
OPM3
AI PM
PRINCE 2
P2M
October 2004 6
Number of projects focused Single
project
Program Projects
portfolios
ICB
PMBOK Guide
PMCDF
OPM3
AIPM
PRINCE 2
P2M
Shows
them
Tells what
to do to be
competent
Defines the
processes
to do them
Describes
the
processes
to do them
Details how
to apply
tools and
techniques
Hard aspects (Tools, techniques, methods) a PM has to be competent in
ICB
PMBOK Guide
PMCDF
OPM3
AIPM
PRINCE 2
P2M
"Soft" aspects (Personal attitudes and behaviour)
ICB
PMBOK Guide
PMCDF
OPM3
AIPM
PRINCE 2
P2M

Assessment: Individual No means to
assess
individual
competency
Competency
is
subjectively
assessed
Competency
is objectively
assessed
Helps to set
improved
objectives
Describes
how to reach
improved
objectives
Project Manager assessment in hard aspects (e.g. ICB 42 elements of competence)
ICB
PMBOK
Guide
PMCDF
OPM3
AIPM
PRINCE 2
P2M
Project Manager assessment in soft aspects (personal attitude and attributes)
ICB
PMBOK
Guide
PMCDF
OPM3
AIPM
PRINCE 2
P2M
No means to
assess
organisation
al
competency
Helps to
evaluate
actual
position
Contains
tool to
evaluate
organisation
al position
Helps to set
improved
objectives
Describes
how to reach
improved
objectives
ICB
PMBOK
Guide
PMCDF
OPM3
AIPM
PRINCE 2
P2M
Organisational project management
asessment

Part 2
Presentation of
Other Project Management
Standards

October 2004 8
A Guide to the Project
Management Body of Knowledge
(PMBOK
Guide)
To identify and describe that
subset of the PMBOK
that is
generally accepted
Project Management Institute
9
PMBOK
Guide Architecture
Detailed descriptions
Project phases and life cycle
Project stakeholders
Organisational influences
Key management skills
Social - Economic influences
Succint descriptions ICB
style
PM Context
PM
Processes
PM Processes groups to manage
a project or a project phase
Initiating processes
Planning processes
Executing processes
Controlling processes
Closing processes
Definitions of 39 processes
Allocation of each to a group of processes
Identification of their interactions
PM
Knowledge
Areas
Definition of 9 Project Management knowledg areas and
description of those processes, out of the 39 processes,
belonging to each PM area
Project Integration Mgmt processes
Project Scope Mgmt processes
Project Time Mgmt processes
Project Cost Mgmt processes
Project Quality Mgmt processes
Project Human Resources Mgmt processes
Project Communications Mgmt processes
Project Risk Mgmt processes
Project Procurement Mgmt processes
For each of the 39 processes
Definition & succint description
of
Inputs to the process
Tools and techniques to carry
out the process
Outputs of process
Appendices
Glossary

October 2004 10
PMI
Certification
System
CAPM
TITLE CHARACTERISTICS EXAMINATION
METHOD
APPLICATION
REQUIREMENTS
PRIVILEGES PRICE
CAPM
Certified
Associate in
Project
Management
A CAPM is a
project
management
practitioner who
has demonstrated
fundamental
project
management
knowledge and
experience by
supporting
projects using
project
management
tools, techniques,
and
methodologies.
While participating
as a member of a
project team the
CAPM typically
relies on
experienced
project
management
practitioners for
guidance,
direction, and
approval.
Acceptable and
valid level of
understanding
and knowledge of
Project
Management
Submit one
Experience
Verification
form per
participated
project
Knowledge-
based
written
examination:
150
questions in
3 hours.
Category 1
Bachelor or
equivalent
University degree
1500 hours of PM
experience in the 5
groups of PM
Processes
24 non
overlapping months
of PM experience in
previous 5 years
23 contact hours
of PM education in
all 9 PM knowledge
areas
Category 2
High school
diploma or
equivalent 2ry
school credential
2500 hours of PM
experience in the 5
groups of PM
Processes
Rest as in
Category 1
Validity: 5
yrs max.
No
revalidatio
n: Apply
for PMP or
re-take
CAPM
exam.
300 $
non-
memb
er
225
$,
memb
er

October 2004 11
PMI
Certification
System
PMP
TITLE CHARACTERISTICS EXAMINATION
METHOD
APPLICATION
REQUIREMENTS
PRIVILEGES PRICE
PMP
(Project
Management
Professional)
Meet specific
education and
experience
requirements and
agree to adhere to
a code of
professional
conduct
Knowledge-
based
written
examination
400
questions in
4 hours
Category 1
Bachelor or
equivalent
University degree
4500 hours of
PM experience in
the 5 groups of
PM Processes
36 non
overlapping
months of PM
experience in
previous 6 years
35 contact
hours of PM
education in all 9
PM knowledge
areas
Category 2
High school
diploma or
equivalent 2ry
school credential
7500 hours of
PM experience in
the 5 groups of
PM Processes
60 non
overlapping
months of PM
experience in
previous 8 years
35 contact
hours of PM
education in all 9
PM knowledge
areas
Validity: 3
yrs.
Revalidation:
60 PDUs
$555,
non-
memb
er
$405,
memb
er


October 2004 12
Project Manager Competence
Development Framework
PMCDF
Guidance on defining project manager competence.
A standard to provide individuals and organisations
with
guidance on how to manage the professional
development
of the project manager
October 2004 13
PMCDF Structure - 1
Foreword and Preface
Section 1 Competency Framework Overview
Purpose of the Project Manager Competency Framework
What Is Competence?
A Working Definition
Project Manager Competency and Organisational Maturity
PM Competence and Specific Application Competence
Design and Structure of the PMCD Framework
Design of the PMCD Framework
Structure of the Overall PMCD Framework
Structure of the PM Knowledge and Performance Competencies
Numbering Scheme for PM Knowledge and Performance Competencies
Structure of the PM Personal Competencies
Numbering Scheme for PM Personal Competencies
A Graphical View of the Overall PMCD Framework Structure
Using the PMCD Framework
What the PMCD Framework Provides
Tailoring the Project Manager Competency Framework

October 2004 14
PMCDF Structure - 2
Section 2 - PM Knowledge / Performance Competencies
Purposeof the PM Knowledge & Performance Competencies
Unit of Competence Project Integration Management
Unit of Competence Project Scope Management
Unit of Competence Project Time Management
Unit of Competence Project Cost Management
Unit of Competence Project Quality Management
Unit of Competence Project Human Resources Management
Unit of Competence Project Communications Management
Unit of Competence Project Risk Management
Unit of Competence Project Procurement Management
Section 3 - Personal Competencies
Purposeof the Personal Competencies
Unit of Competence Achievement and Action
Unit of Competence Helping and Human Service
Unit of Competence Impact and Influence
Unit of Competence Managerial
Unit of Competence Cognitive
Unit of Competence Personal Effectiveness
October 2004 15
Example
of a K/P
Element:
_1.2.1
_. 1 Unit of Competence Project Integration Management
_. 1.2 COMPETENCY CLUSTER: Planning
Elements Performance Criteria
_. 1.2.1 Conduct
Project Plan
Development
(PMBOK
4.1)

.1 Determine the project plan development methodology
.2 Identify the project stakeholders and project / organization responsibility
relationships
.3 Identify the interface points with other projects in the organisation
.4 Develop a stakeholder management plan
.3 Define and utilize a Project Management Information System to assist
in the gathering, integration, interpretation, and dissemination of the
inputs and outputs of all project processes
.4 Identify and develop an integrated project plan, including the project
charter, the scope statement, the WBS, responsibility assi gnments,
schedules, milestones, key staffing requirements, budgets,
performance measurement baselines, lists of key risks, risk response
plans, management review plans outlining the project management
approach, the project execution plan, and other subsidiary
management plans
.5 Determine the overall project management plan for use in
managing and controlling project execution
.6 Describe the difference between dynamically updating the project
plan and preserving the project performance measurement baseline
Examples of Self-Assessment Guidelines
KNOWLEDGE COMPETENCIES
Demonstrate a knowledge and understanding of:
The inputs to project plan development
The tools and techniques utilised for the
development of the project plan

The outputs of project plan development
PERFORMANCE COMPETENCIES
Demonstrate an ability to develop a:

Project management plan
Stakeholder management plan

October 2004 16
B.4. Managerial
B.4.3 Team Leadership
Team Leadership is the intention to take a role as leader of a team or other group. It implies a desire to
lead others.
Element Performance Criteria
B.4.3.1 Demonstrates
leadership of the
project.
.1 Informs a person affected by a decision about what is
happening, ensuring the group has all of the necessary
information.
.2 Uses authority fairly making a personal effort to treat all team
members equitably.
.3 Promotes project team effectiveness by using strategies to
promote morale and improve productivity.
.4 Takes care of the project team protecting it and its reputation
vis--vis the larger organisation, or community at large.
Ensures that the practical needs of the project team are met.
B.4.3.2 Leads the project
team.
.1 Leads directly those project team members with a direct
reporting relationship to the project manager.
.2 Invests extra time and effort over an extended period of time to
lead the project team.

Example
of a
Personal
Competency
Cluster:
Team
Leadership
PMCD Framework
Structure

October 2004 18
PMCDF Structure - 3
Section 4 Developing Competence as a Project Manager
Introduction
Tailoring Assessment
Methodology for Achieving Competence
Stage 1. Developing Applicable Elements and Performance Criteria
Stage 2. Determine Desired Levels of Proficiency
Stage 3. Assessment
Stage 4. Addressing Gaps in Competence
Stage 5. Progression toward Competence
Project Manager Competency Summary Scorecard
Appendix A - The Project Management Institute Standards Setting Process
Appendix B - Evolution of the PMCD Framework
Appendix C Contributors and Reviewers
Project Manager Competency Glossary
References
Index
October 2004 19
P
r
o
j
e
c
t

M
a
n
a
g
e
m
e
n
t

C
o
m
p
e
t
e
n
c
y

S
u
m
m
a
r
y

S
c
o
r
e
c
a
r
d

-
1
PM Knowl edge and Per f or mance Compet enci es Pr oj ect Manager : Assessment Dat e: Assessor :
Knowl edge Perf ormance Knowl edge Perf ormance Knowl edge Perf ormance Knowl edge Perf ormance Knowl edge Perf ormance
I nt egr at i on Management
Scope Management
Ti me Management
Cost Management
Qual i t y Management
HR Management
Communi cat i ons Management
Ri sk Management
Pr ocur ement Management
# ar eas wi t h no gaps
#area wi t h margi nal gaps
# ar eas wi t h si gni f i cant gaps
Tr ai t s Score Score
Ac hi ev ement and Ac t i on 0
Achi evement Or i ent at i on 1
Concer n f or Or der , Qual i t y,
and Accur acy 2
Initiative 3
I nf ormat i on Seeki ng
Hel pi ng and Human Ser vi ce Score
I nt erpersonal Underst andi ng 0
Cust omer Ser vi ce Or i ent at i on 1
I mpact and I nf l uence 2
Or gani zat i onal Awar eness
Rel at i onshi p Bui l di ng Score
Manager i al 0
Devel opi ng Ot her s 1
Di r ect i veness; Asser t i veness
and Use of Posi t i onal Power
2
Teamwor k and Cooper at i on 3
Team Leadershi p
Cognati ve
Anal yt i cal Thi nki ng
Concept ual Thi nki ng
Per sonal Ef f ect i veness
Sel f - cont r ol
Sel f - conf i dence
Fl exi bi l i ty
Or gani zat i onal Commi t ment
#area wi t h margi nal gaps
Proj ect Manager Competency Summary Scorecard
Component
P MB OK
Knowl edge Ar eas)

I ni t i at i on Pl anni ng Ex ec ut i on Cont r ol l i ng Cl osi ng
PM Per f or mance Compet enci es ( Demonst r abl e Per f or mance)
Per sonal Comet enci es ( Behavi or s and Mot i vat or s)
Not Rat ed
Not Rat ed
Hi ghl y Ef f ect i ve - Exhi bi t s a ver y good exampl e of t hi s compet ency acr oss al l si t uat i ons.
Mi ni mal l y Ef f ect i ve - Bar el y exhi bi t s t hi s compet ency t he way we expect of PMs.
Ef f ect i ve - Exhi bi t s an adequat e exampl e of t hi s compet ency acr oss most si t uat i ons.
Co mme n t s
Has not had oppor t uni t y t o demonst r at e one or mor e at t r i but es of t hi s compet ency.
Has not f ul l y demonst r at ed t hi s compet ency as descr i bed.
Has f ul l y demonst r at ed t hi s compet ency as descr i bed.
Per sonal Compet enci es Ra t i n g Sc a l e s
Not Rat ed
Exposed t o Concept s - Fami l i ar wi t h t er ms and concept s.
Pr of i ci ent - Exhi bi t s an accept abl e l evel of knowl edge and under st andi ng of t hi s ar ea.
Devel opment Needed - Exhi bi t s a l i mi t ed l evel of t he knowl edge and under st andi ng expect ed.
PM Knowl edge Compet enci es ( Knowl edge & Under st andi ng)

Project Management Competency
Summary Scorecard- 2
PM Knowl edge and Per f or mance Compet enci es Pr oj ect Manager : Assessment Dat e: Assessor :
Knowl edge Performance Knowl edge Performance Knowl edge Performance Knowl edge Performance Knowl edge Performance
I nt egr at i on Management
Scope Management
Ti me Management
Cost Management
Qual i t y Management
HR Management
Communi cat i ons Management
Ri sk Management
Pr ocur ement Management
#ar ea wi t h mar gi nal gaps
Component
PMBOK
Knowl edge Ar eas)

I ni t i at i on Pl anni ng Execut i on Cont rol l i ng Cl osi ng
Sc or e
0
1
2
3
Sc or e
0
1
2
3
Not Rat ed
PM Knowl edge Compet enc i es ( Knowl edge & Under s t andi ng)
PM Per f or manc e Compet enc i es ( Demons t r abl e Per f or manc e)
Not Rat ed
October 2004 21
Project Management Competency
Summary Scorecard- 3
Trai t s Scor e Scor e
Achi evement and Act i on 0
Achi evement Or i ent at i on 1
Concer n f or Or der , Qual i t y,
and Ac c ur ac y 2
Initiative 3
I nf or mat i on Seeki ng
Hel pi ng and Human Ser vi ce Scor e
I nt er per sonal Under st andi ng 0
Cust omer Ser vi ce Or i ent at i on 1
Or gani zat i onal Awar eness
Rel at i onshi p Bui l di ng Scor e
Manager i al 0
Devel opi ng Ot her s 1
Di r ect i veness; Asser t i veness
and Use of Posi t i onal Power
2
Teamwor k and Cooper at i on 3
Team Leader shi p
Cognat i ve
Anal yt i cal Thi nki ng
Concept ual Thi nki ng
Per sonal Ef f ect i veness
Sel f - cont r ol
Sel f - conf i dence
Fl exi bi l i t y
Or gani zat i onal Commi t ment
#ar ea wi t h mar gi nal gaps
PM Per f or mance Compet enci es ( Demonst r abl e Per f or mance)
Per sonal Comet enci es ( Behavi or s and Mot i vat or s)
Not Rat ed
Not Rat ed
Hi ghl y Ef f ect i ve - Exhi bi t s a ver y good exampl e of t hi s compet ency acr oss al l si t uat i ons.
Mi ni mal l y Ef f ect i ve - Bar el y exhi bi t s t hi s compet ency t he way we expect of PMs.
Ef f ect i ve - Exhi bi t s an adequat e exampl e of t hi s compet ency acr oss most si t uat i ons.
Co mme n t s
Pe r s ona l Compe t e nc i e s Ra t i n g Sc a l e s
Not Rat ed
PM Knowl edge Compet enci es ( Knowl edge & Under st andi ng)

October 2004 22
PMCD Framework Glossary
36 definitions of terms used in the
PMCD Framework.
Example:
Elements of Competence: The basic
building blocks of the Unit of
Competency. They describe, in output
terms, actions or outcomes, which are
demonstrable and assessable.

October 2004 23
Organisational
Project Management Maturity Model
(OPM3)
Purpose: to help organisations to
implement their strategies
through projects
October 2004 24
OPM3 Structure
Assessment Tool
39 Program management processes
39 Portfolio management processes
39 Project management processes
586 best practices
For eachbest practice:
Capabilities Path
For each capability: Outcomes
For each outcome: Key Performance Indicators
Improvement Tool
Knowledge

October 2004 25
A Guidebook of Project and Program
Management for Enterprise
Innovation
(P2M)
A Guide to enable mission-performer
professionals to acquire a unique knowledge
system of program and project management
Fundamental referendum to qualify mission-
performer professionals
Project Management Professional Certification Center (PMCC)
- J apan
I. Entry
Project Communications Management
Project Relationships Management Value Management
Project Risk Management Information Technology Management
Project Objectives Management Project Resources Management
Project Systems Management Project Organisation Management
Project Strategy Management Project Finance Management
Pr oj ect Segment Management
1) Definition, Basic Attributes, Frames
2) Program Platform
3) Profiling Management
4) Program Strategy Management
5) Architecture Management
6) Platform Management
7) Program Lifecycle Management
3) Integration Management
4) Project Management Segments
5) Integrative Management Skills
Pr o j e c t Ma n a g e me n t To we r
IV. Frame elements of Project Management
II. Project Management
III. Program Mangement
8) Value Management
Pr ogr am Management
Pr oj ect Management
1) Definition, Basic Attributes, Frames
2) Project Management Common View
Ent r y
P2M
Architec
ture

October 2004 27
Segment Management Common Pattern
Knowledge
database
Practical
Guidelines
It is necessary to plan, organize, adjust and control resources such as workforce, materials,
finances, time, fundamental resources, and intellectual resources in an integrated manner
Objective Work process Results
Resource plan
Achievement of requirements
specification
Basic plan for budget control
Establishment of delivery time and
securing
Improvement in earningsfrom the project
Resource securing (necessary
quality at necessary time within
the budget)
Improvement in project results
and productivity
Customer satisfaction
Identification of resources
Drafting of plans
Check on implantation
Improve measures
Accumulation of resources
Resources (material resources, intellectual / technique resources, information resources
Cost data
Data on suppliers
Management data
PROJECT RESOURCES MANAGEMENT
Environmental
Changes
Constraint
conditions
Change in economic environment
Shortage of human resources, particularly those with appropriate experience
Budget
Shortening of development and project schedules
Development of technique
Sophistication of requirements specifications
P2M
TITLE CHARACTERISTICS EXAMINATIONMETHOD APPLICATION
REQUIREMENTS
PM
Specialist
(PMS)
- Sufficient knowledge to
- understand business practice,
sufficiently communicatewith
members using appropriate
terminology, can contribute to
project teams
Knowledge-based written
examination
- No educational background
nor business experience
required
PM
Registered
(PMR)
Ability: to lead projects as key
person, to control progress and
proposed solutions, to motivate
other members, to complete
projects whilepersistently
maintaining human relationships
Capability-basedexamin.
- 1
st
stage (2days): document
screening, essay (3hrs),
individual interview(30min)
- 2
nd
stage (3months): course
test, 10modules, 2,5hrs/module
- PMS qualification
- >3yrs business experience
in projects
- Business experience in 2to
5types of projects (according
to size of team)
PM
Architect
(PMA)
- Accumulated experienceas mgr in
largescaleprojects / programs
Ability to be directly involved in
creation, execution, management of
programs ; to proposesolutions to
problems ; to construct relationships
in different fields and among
organisations with creativity, and
display leadership in realization of
programs
- Capability-based examination - PMRqualification
- >10yrs business
experience in projects
- Business experience in 5to
15types of projects (according
to size of team)
Three levels of competence

CAPABILITY PATTERN CRITERIA
I Overall thinking pattern Missionpursuit (Mp): ableto discover problems, takeonproblems and
developaprocess to realizesolutions
II Strategic thinking
pattern
Strategic key perception (Sk): ableto find strategic elements,prioritize
orders andadoptmeasuesagainst obstacles
III Integrated thinking
pattern
Valuepursuit (Vp): ableto learn changes, maintain valueand apply options
IV Leadership pattern Leadership for innovation (Li): ableto takeon reforms, makeadecisionand
changethepresent situation
V Deliberativebehavior
pattern
Management in planning (Mp): ableto makeplans for goals and resources,
formorganization and framerules
VI Actual behaviorpattern Management in execution (Me): ableto understandcontracts, takesystems
into consideration and give directions
VII Adjustingbehavior
pattern
Management in coordination (Mc): ableto forecast progress, learnobstacles
to progress and solveproblems
VIII Human relationship
pattern
Human communication (Hc): ableto maintain teams, to motivatetheir
members and provideopportunities
IX Result pursuit pattern Attitudeto achievement (Aa): mindandenergy seekingresults, ability to feel
empathy, asenseof responsibility and ability to persuadeexterior
organizations, ability to think of valueandfeedback results
X Lifestyle Attitudeof self control: self discipline, to beableto observeethics, take
responsibility and to haveaconstructiveattitude

October 2004 30
PRINCE2
TM
PRINCE (PRojects IN Controlled Environments) is a
structured method for effective project management.
It is a de facto standard used extensively by the UK
Government and is widely recognised and used in the
private sector, both in the UK and internationally.
October 2004 31
PRINCE2
Project
Tools
Techniques
People
Expectations
Programmes
Mission
Strategy
Operations
Benefits
Business
The scope of PRINCE2

October 2004 32
Elements of PRINCE 2
Processes
Components
Techniques
Product based
planning
Change control
Quality review
Standard management products (templates)
PLANS
CONTROLS
MANAGEMENT
OF RISK
QUALITY IN
PROJECT
ENVIRONMENT
CONFIGURATION
MANAGEMENT
CHANGE
CONTROL
BUSINESS CASE
ORGANISATION
October 2004 33
Directing a Project
Planning
Starting up
a Project
Initiating
a Project
Controlling
a Stage
Managing
Stage
Boundaries
Closing a
Project
Managing
Product
Delivery
PRINCE2 process model
Project
Mandate
Project
Brief
Initiation
Stage
Plan
Project
Plan
PID
Team Plan
Stage Plan
End Stage Report
Highlight
Report
End
Project
Report
Exception Plan

October 2004 38
Integration
Elements
Perf. Criteria
Evidences
Range
indicators
L 5
Elements
Perf. Criteria
Evidences
Range
indicators
L 6
Elements
for L4
Perf. Criteria
for elements
in L4
Evidences
for L4
Range
indicators
for L4
L 4
AIPM functions, elements and performance
criteria, range indicators, evidence guides
9 Functions
Integration
Scope
Time
Cost
Quality
Human
Resources
Communica
tions
Risk
Procurement
October 2004 34
Prince2 registration system
TITLE CHARACTERISTICSEXAMINATION
METHOD
APPLICATION
REQUIREMENTS
PRIVILEGES PRICE
Foundation Measure capability
to act as an
informed member of
a project
management team
using PRINCE2
method within a
project environment
using PRINCE2
Foundation
Exam,
2-3 days to
get to its level
+ 1 hour
closed-book
exam.
(multimedia
course
available too)
None 100
Registered
Prince2
Practitioner
Measure capability
to apply PRINCE2
to the running and
managing of a
project within an
environment
supporting
PRINCE2
Practitioner
exam,
5 days
preparation
course, of
which the 5
th

day is for
taking both
exams
+ 3 hours
open book
duration, (a
scenario
background
and 3
questions).
61% pass
rates
None 5 years
validity, after
which a re-
registration
exam,
internet and
paper-based,
one hour
208


October 2004 35
AIPM National Competency
Standards for Project Management
Australian Institute of Project Management
October 2004 36
AIPMStructure
Introduction
Background
on the nature of projects,
project management
and project managers
Glossary
on Competency Standards
and on Project Mngmt
Guidelines
Use of the standards
Design and structure
of standards
Appendix 1
it describes generically
the 8 levels of the
Australian
Standards Framework,
Independent definition
of key competences
Assessment Process
Evidences
What theStandard
will give you
Assessment
Appendix 2
Detailed description of
9 competency standards
for each of the
levels 4, 5 and 6

October 2004 37
The three competence levels applicable to
Project Management
Level 6
Manage
Level 5
Guide
Level 4
Apply
Discretion
and
judgement
Choice and
range of
contingen-
cies
Context for
application
Complexity
of Skill and
knowledge
Responsibili
ty and
accounta-
bility
Autonomy Charac-
teristic
Level
The text in the cells define the
different characteristics for the
three levels
October 2004 38
Integration
Elements
Perf. Criteria
Evidences
Range
indicators
L 5
Elements
Perf. Criteria
Evidences
Range
indicators
L 6
Elements
for L4
Perf. Criteria
for elements
in L4
Evidences
for L4
Range
indicators
for L4
L 4
9 Functions
Integration
Scope
Time
Cost
Quality
Human
Resources
Communica
tions
Risk
Procurement

October 2004 41
Considerations to improve I CB
The complete Prince2 project life cycle
Prince2 processes and components:
Business case
Start up
Reporting
Lessons learned i.e. knowledge management
Project board roles, responsibilities
Prince2 Stakeholder management
Project success in Prince2
Prince2 directing principles
P2M definitionof a project as a value creation undertaking
P2M Project Strategy management
P2M concept of Project ValueManagement
P2M relationships management
IncludeP2M service model?
October 2004 40
Considerations to improve I CB
ICB taxonomy criteria could
incorporate most PMBOK Guide
processes,tools and techniques
Inclusion in ICB of aspects such as
Project Communications planning
Project Office
I nternationalisation
Process interactions and their
customisation
Project Plan
I ntegrated change control
Quality Assurance
Quality control
Relationships to other management
disciplines
Some key general management
skills
PMCDF performance criteria mean
Qualityin performing project
management vs. ICB quantitative
experience.
PMCDF 0 to3 score system, worthy
to compare.
Thereare PMCDF aspects of
personal competence which are not
included in ICB
Stakeholder management is of the
upmost importance for success:
NewICB element?
OPM3 might be helpful to further
developICB elements
2. Project Management
I mplementation
3. Management by projects
5. Project Context
30. Standards and regulations
36. Organisational learning
OPM3 implementation is an example
of 37. Management of Change

Part 3
Additional information about
other standards
International Project Management Association A Guide to the Project Management Body of Knowledge (PMI
)

A GUIDE TO THE PROJECT MANAGEMENT BODY OF
KNOWLEDGE
(PMBOK

Guide)
1
Author: Francisco Prez-Polo
According to PMI
, the Project Management Body of Knowledge comprises the totality of

both proven traditional practices and innovative ones, known by practitioners, academics,
trainers, etc.
The scope of the PMIs Guide to the Project Management Body of Knowledge is a subset
of that totality.
Its primary purpose is to provide a general overview (not an exhaustive description) of the
major elements of the Body of Knowledge that are recognised as good practice as
applicable to most of the projects most of the times with widespread consensus about their
value and usefulness.
Other objectives of this document are:
To provide a common language within the profession, for all to use the same terms
to name the same things.
To be a reference for all interested in the profession. (Neither comprehensive nor all
inclusive).
To be a basic reference about project management knowledge and practices for
PMIs professional development program, including
Certification of Project Management Professional (PMP
).
Certification of Certified Associate in Project Management (CAPM
TM
).
Accreditation of educational programs in project management.
The PMBOK
Guide does not address neither the project managers personal skills (IPMAs
personal attitudes and general impression), nor the management of project portfolios or
programs.
STRUCTURE OF THE GPMBOK
GUIDE
The PMBOK

Guide describes knowledge about
Project Life Cycle definition, project Organisation and Project context
Five Project Process Groups, applicable to both the Project and each phase
of the Project Life Cycle. (Initiating, planning, executing, controlling and
closing the phase or the project)

1
Those sentences between quotation marks have been taken from the PMIs document A Guide to
the Project Management Body of Knowledge, Edition 2000.
)

Nine Knowledge areas (Project Integration management, Project Scope
Management, Project Time Managemnt, Project Cost Management, Project
Quality Management, Project Human Resource Management, Project
Communications Management, Project Risk Management, Project
Procurement Management).
39 project management processes. Each of the 9 knowledge areas is carried
out using some of those 39 processes. Each of the 5 process groups is
made up of one or more of those 39 processes.
Section 1. The Project Management Framework.
Chapter 1. Introduction. It
Succintly defines and explains key terms, such as project, project management,
programs, subprojects.
Identifies and provides definition of 9 project management knowledge areas.
Identifies the knowledge required to manage projects: Not only the 9 PM knowledge
areas, but also some General Management knowledge and skills, and some
Application Area knowledge, standards and regulations, knowledge of the project
environment, and soft skills or human relations skills.
Chapter 2. The Project Management Context. It
Explains the concepts of project phases and project life cycle, with examples
applicable to different application areas.
Defines the project stakeholders, identifies different kinds of project stakeholders.
Describes organisational systems, organisational cultures and styles, explains
different organisational structures, and defines the Project Office.
Identifies key general management skills, succintly describing those general
management skills that are highly likely to affect most projects. (Leading,
communicating, negotiating, problem solving, influencing the organisation).
Identifies social, economic and environmental influences on projects (Standards,
regulations, internationalisation, cultural influences, social-economic-environmental
sustainability.
Chapter 3. Project Management Processes
It explains how projects are composed of product oriented processes and project
management processes .
It organises 39 project management processes into five groups of one or more processes
each.
It defines the 39 processes and identifies their interactions. (This chapter contains just the
definition of each of the 39 processes)
The chapter provides a table mapping those processes to groups of processes and to the 9
knowledge areas.
)

Section 2. The Project Management Knowledge Areas
Chapters 4 to 12, one chapter for each of the 9 knowledge areas.
Each chapter provides the definition of the knowledge area and describes the project
management processes (out of the 39 project management processes defined in chapter 2
belonging to that knowledge area).
The description of each process contains a succint definition and a crisp description when
needed of:
The inputs to the process.
The tools and techniques generally recognised as useful to carry out the
process.
The ouputs produced by the process.
Section 3. Appendixes (7)
The most significant appendix is dedicated to extensions of the Guide to the Project
Management Body of Knowledge to Application Areas. The PMI has published some
Application Areas Extensions since the Edition 2000 of the Guide was issued.
Section 4. Glossary and Index
The Glossary contains 276 entries.
)

MAPPING ICB ELEMENTS TO PMBOK

GUIDE
Authors: Hans Knpfel and Francisco Prez-Polo
Groups of Competence Elements
(Note: Relationships within, and may be between, the groups will be elaborated later)
Kinds of PM processes
Kinds of actions with involvement of the project management personnel, to be applied to all
general elements and all elements containing the content of project management
ICB
(PMI PMBOK Guide)
10 Start up Initiating processes group, and
Initiation Process in Project Scope
Management
New
(4)
Integrated planning
incl. supporting
Planning processes group: 21
processes across all nine Knowledge
Areas (Figure 1)
New?
(17)
Execution:
Changing and detailing of plans
incl. supporting
Executing processes group: 7
processes across 5 Knowledge Areas
(Figure 2)
Change management: 2 processes:
Integrated Change Control; Scope
Change Control
Supporting (?)
20 Integrated controlling
incl. monitoring,
for planning and for execution
Controlling processes Group: 8
processes, across 7 Knowledge
Areas
11 Close out Closing Processes Group, including
Administrative closure and Contract
closeout
)

Cost
Budgeting
Schedule
Development
Cost
Estimating
Activity Duration Estimating
Resource
Planning
Activity Sequencing
Activity
Definition
Integration
Mgmt
Scope
Mgmt
Time Mgmt
Cost Mgmt
Quality
Mgmt
Human
Resource
Mgmt
Communications
Mgmt
Risk Mgmt
Procurement
Mgmt
Initiating
Processes Planning Processes
Initiation
Scope
Planning
Scope
Definition
Project Plan
Development
Quality
Planning
Organisational
Planning
Communications
Planning
Procurement
Planning
Staff Acquisition
Solicitation
Planning
Risk Response
Planning
Process
Group Know-
ledgeArea
Risk Mgmt
Planning
Risk Identi-
fication
Qualitative Risk Analysis
Quantitative Risk Analysis
Figure 1. Initiating and Planning Processes
Integration
Mgmt
Scope
Mgmt
Time
Mgmt
Cost
Mgmt
Quality
Mgmt
Human
Resources
Mgmt
Communications
Mgmt
Risk Mgmt
Procurement
Mgmt
Project Execution Processes
Closing
Processes
Quality Assurance
Team Development
Information Distribution
Project Plan Execution
Scope Verification
Scope Change Control
Control
Processes
Integrated
Change Control
Schedule Control
Cost Control
Quality Control
Performane Reporting
Risk Monitoring
and Control
Solicitation
Source
Selection
Contract
Administration
Contract
Closeout
Administrative
Closure
Process
Group
Know-
ledgeArea
Figure 2. Executing, Controlling and Closing Processes
)

PM general elements
Actions of project management personnel; not directly containing project management
content
ICB (PMI PMBOK Guide)
1 Define (PM) 1.2 What is a project?; 1.3 What is
Project Management?
2 Implement (PM in the project) Part of 4.1 Project Plan Development
process
7 Develop, promote (project) Part of 5.1 Initiation process
12 Structure 5.3 Scope Definition Process =
Develop WBS
4 Think in terms of systems Not covered
New
(2, 31)
Create procedures
(incl. tools, processes)
Part of 4.1 Project Plan Development
Process
30 Standards and regulations 2.5.1 Standards and Regulations
31 Solve problems
32 Meet, negotiate
24 Lead, decide
Processes not defined. Included in
General Management Knowledge and
Performance
25 Communicate, report Project Communications
Management Knowledge Area (4
processes)
7 Appraise, evaluate (projects) Part of Initiation process
36 Learn (lessons), train (team) Part of Administrative Closure process
and Team Development process
New
(4)
Integrate
(management activity)
Project Integration Management
Knowledge Area
)

PM content elements
Directly connected to the project management content
(stategic and operative for all elements of this table)
ICB
3 Project Portfolios, Programmes Only programs. Programs and
Portfolios are thoroughly treated by
PMI OPM3 standard.
5 Project context Covered in section 2.3 Organizational
Influences
5 Stakeholders Covered in section 2.2 Project
Stakeholders
8 Objectives, strategies Covered through 5.1 Initiation
process; 4.1 Project Plan
Development process and 5.2 Scope
Planning process
13 Project content / scope 5.2 Scope Planning process
17 Configurations Configuration management, a
technique included in 4.3 Integrated
Change Control process
22 Project organisation 9.1 Organizational Planning process
23 Team (building) 2.4 Just mentioned as a key general
management skill
and in 9.3. Team development
(9.3.2.1. Team building activities)
6 Project phases, life cycle Section 2.1 Project phases and the
project life cycle
14 Time schedules Chapter 6. Project Time Management
Knowledge Area (containing 5
processes)
15 Resources Non-human resources poorly covered
in Chapter 7 Project Cost
Management. (4 processes)
Human resources well covered in
Chapter 8 Human Resource
Management (3 processes)
16 Cost, finance Chapter 7 Project Cost Management
Project Finance is not covered
27 Procurement, contracts Chapter 12 Project Procurement
)

Management Knowledge Area (6
processes)
18 Risk, chances Chapter 11. Project Risk Management
(6 processes)
17 Project changes 4.1 Project Plan Development; 5.4
Scope Change control; 6.5 Schedule
Control; 7.4 Cost Control; 10.3
Performance Reporting; 11.6 Risk
Monitoring and Control
26 Conflicts, crises 2.4 Conflicts: Just mentioned as a key
general management skill.
Crises are not covered
19 Performance, satisfaction 10.3 Performance reporting
9 Success, failure project success is not explicitly
defined in the Guide. It is defined and
pursued in the Project Manager
Competence Development
Framework standard of PMI.
28 Project quality Chapter 8. Project Quality
Management
21 Information, documentation
incl. status reports
4.1 Project Plan Development
4.2 Project Plan execution
4.3 Integrated Change Control
)

Personal attitudes
Attibutes of personnel working in project management
(checked with 8 Aspects of existing ICB and APM list)
ICB (PMI PMBOK
Guide)
43 (1) Communicative
43 (1) Accepted (by team, clients)
44 (2) Taking initiative
44 (2) Engaged, motivating, adaptable
45 (3) Open minded
45 (3) Providing confidence, honest
46 (4) Committed
46 (4) Assertive
46 (4) Sensible, self-controlling
47 (5) Fair
47 (5) Arguing well, solving conflicts
48 (6) Inventive, creative
48 (6) Prudent risk taker
48 (6) Reliable, providing integrity
49 (7) Fostering cooperation
49 (7) Loyal, providing solidarity
50 (8) Taking responsibility
50 (8) Able to lead
PMI treats these aspects in its Project
Management Competence
Development Framework.
The Guide only handles Leadership in
2.4.1 Leading
)

PM elements related to general management
Connected to the project management content in relation to the permanent organisations
(own, clients, suppliers, etc.) involved in the project.
(stategic and operative for all elements of this table)
33 Permanent organisations 2.3 Organisational influences
2.3.1. Organisational systems
Permanent Organisations are treated
by PMI in its OPM3 standard
34 Business processes
The Guide includes 39 Project
Management processes.
1.4 Relationships to other
management disciplines
38 Product management Not covered
35 Personnel development Not covered
36 Organisational learning Not covered in this standard (See
OPM3)
29 Informatics in projects Not covered
39 System management Not covered
37 Management of the change Not covered in this standard (See
OPM3)
38 Marketing Mentioned in 2.4 as Key Management
Skill
40 Safety, health, environment Not covered
41 Legal aspects 12.4.3.1 the Contract as output of
source Selection process
12.5 Contract Administration process
42 Finance and accounting Mentioned in 2.4 as a Key General
Management Skill
4.1.1 Financial controls and
accounting codes as inputs to project
planning process
7.2.1.7 The chart of accounts as an
input to cost estimating process
)

General abilities
Useful / necessary abilities for any kind of project management work
(general impression aspects)
51 logic
52 systematic and structured
way of thinking
53 absence of errors
54 clearness
55 common sense
56 transparency
57 overview
58 balanced judgement
59 horizon of experience
60 skilfulness
Not covered
)

SUMMARY COMPARISON BETWEEN PMBOK
GUIDE AND ICB

Ref Description 1
-
9

G
e
n
e
r
a
l
,

s
t
r
a
t
e
g
i
c
1
0
-
2
1

T
e
c
h
n
.

M
e
t
h
o
d
s
,

p
r
o
c
e
s
s
e
s
2
2
-
3
0

O
r
g
a
n
i
s
a
t
i
o
n
,

i
n
f
o
r
m
a
t
i
o
n
,

q
u
a
l
i
t
y
3
1
-
4
2

R
e
l
a
t
e
d

t
o

g
e
n
e
r
a
l

m
a
n
a
g
e
m
e
n
t4
3
-
5
0

P
e
r
s
o
n
a
l

a
t
t
i
t
u
d
e
s
5
1
-
6
0

G
e
n
e
r
a
l

i
m
p
r
e
s
s
i
o
n
included in ICB to a
larger or smaller extent
Key knowledge included
in ICB. PMBOK
Guide
adds detailed specific
descriptions of proces-
ses, tools, techniques,
processes outputs,
above the objectives of
ICB. NCB's Taxonomies
criteria should include
them as needed.
larger extent
much larger extent
not in
PMBOK

Guide
not in
PMBOK
Guide
Part I Project management framework
1 Introduction
included in ICB, show
relations in element 1
element in ICB for the
info, docu, reports
specific elements
2 Project Management Context
included in ICB as
specific element, in
PMBOK Guide: more
than "context"
several specific elements
in the ICB
several specific elements
in the ICB
3 Project Management Processes
should be included in the
ICB to a larger extent
start-up, controlling and
close-out in the ICB
business processes in
the ICB
Part II
Project management knowledge
areas
4 Project integration management
integrated planning /
project plan should be
included in the ICB
ICB: separate plans in
several elements
5 Project scope management
included in one ICB
element
6 Project time management
included in one ICB
element
7 Project cost management
included in two ICB
elements, ressource
mgt. in sep. elem.
8 Project quality management
included mainly in one
ICB element
9
Project human resource
management
included in three ICB
elements, little about
organisation in PMBOK
Guide
10
Project communications
management
one element information
in the ICB
one element
communicat. in the ICB,
a whole chapter in the
PMBOK
Guide
11 Project risk management
included in one ICB
element
12
Project procurement
management
included in three ICB
elements
PMBOK Guide chapters ICB competence element ranges
Question: Which chapter of the
PMBOK Guide is in which
competence range of the ICB?
(and top line: to what extent are
the competence ranges of the
ICB included in the PMBOK
Guide?)
International Project Management Association PMI
Certification System
ICB Revision Project Comparison of ICB with other PM standards - October 2004
38

PROJECT MANAGEMENT INSTITUTE CERTIFICATION SYSTEM
TITLE CHARACTERISTICS EXAMINATION METHOD APPLICATION REQUIREMENTS PRIVILEGES PRICE
CAPM
Certified Associate in
Project Management
A CAPM is a project management
practitioner who has demonstrated
fundamental project management
knowledge and experience by
supporting projects using project
management tools, techniques, and
methodologies. While participating as
a member of a project team the CAPM
typically relies on experienced project
management practitioners for
guidance, direction, and approval.
Acceptable and valid level of
understanding and knowledge of
Project Management
Submit one
Experience Verification
form per participated
project
Knowledge-based
written examination:
150 questions in 3
hours.
Category 1
Bachelor or equivalent University
degree
1500 hours of PM experience in the 5
groups of PM Processes
24 non overlapping months of PM
experience in previous 5 years
23 contact hours of PM education in all
9 PM knowledge areas
Category 2
High school diploma or equivalent 2ry
school credential
Rest as in Category 1
Validity: 5 yrs max.
No revalidation:
Apply for PMP or re-
take CAPM exam.
300 $ non-
member
225 $, member
PMP (Project
Management
Professional)
Meet specific education and
experience requirements and agree to
adhere to a code of professional
conduct
Knowledge-based
written examination
400 questions in 4
hours
Category 1
Bachelor or equivalent University
degree
Category 2
High school diploma or equivalent 2ry
school credential
Validity: 3 yrs.
Revalidation: 60
PDUs
$555, non-
member
$405, member
International Project Management Association Project Manager Competence Development Framework(PMI
)
39

COMPARISON BETWEEN PMI / PMCDF AND IPMA / ICB+ICRG
By Klaus Pannenbcker, GPM Germany
EXECUTIVE SUMMARY
This paper compares PMI PMCDF with IPMA ICB/ICRG and suggest that it is not feasible today
to harmonise these different standards. The main reasons are:
o PMI evaluates Project Managers in their own project for Competence
Improvement through education and training
o IPMA certificates Project Managers according to their Competencies in Project
Management over the last 3-5 years
o incomparable Elements in different structures
Both PMI and IPMA use the same Dimensions of Competency.
PMI IPMA GPM
Knowledge Knowledge Wissen
Performance Experience Erfahrung
Personal Personal Attitude Personalitt
Picture-1: Dimensions of Competency
But the structure and terms differ too much for an one to one comparison
PMI IPMA
Unit of competence Elements of Competence
Competency clusters 3 of them are elements (Initiating,
controlling, closing), and two are not
explicit in ICB (planning and executing)
Element Taxonomy criteria
Performance criterion Not applicable
Picture-2: Comparison Structure Levels and Terms of PMI and IPMA
Remarks:
o The following expertise is an overview and not a complete evaluation of the
existing material, including GPM material.
o The basic references are the PMI publication Project Manager Competency
Development Framework (PMCDF), Draft 2001 as well as ICB and ICRG.
o This evaluation concentrates on PMI with detailed descriptions. The reader is
expected to be familiar with the IPMA systems.
)
40

CONTENT
1. Situation
2. PMCDF Architecture
3. PMCDF Element and Structure
4. PMCDF Scorecard for Project Manager Evaluation
5. Summary
1. Situation
PMI concentrates its Achievement of Competence to limited elements and performance
criteria of the project, where their project managers execute their work. Evaluated strength
and weakness allows the evaluated project manager and his/her authority to develop the
individual competencies. How to implement PMCDF in a certification programme is not yet
described.
PMI defines Competency in line with Scott Parry (1989) as a cluster of related knowledge,
attitudes, skills, and other personal characteristics that:
o Affects a major part of ones job (i.e. one or more key roles or responsibilities)
o Correlates with performance on the job
o Can be measured against well-accepted standards
o Can be improved via training and development
o Can be broken down into dimensions of competence
IPMA created the ICB as International Competence Baseline first of all to define PM elements,
against which the competencies of certificants can be measured.
PMI: Improve
Performance of
IPMA GPM
Projects PM Excellence Award PM Excellence Award
Programs PM Excellence Award PM Excellence Award
Project Personnel 4-L-C 4-L-C (+ 4-L-Q)
Organisations PM - DELTA
Profession (Accreditation of PM as
Profession)
Picture-3: Comparison of Performance Improvement and Certification
PMI started with the PMBOK
Guide and the PMP Certification to Improve Project Personnel. In

this case the PMBOK
Guide can be compared with the ICB, but the PMCDF is only a detailed
PMBOK

Guide in order to evaluate the competencies of an individual Project Manager in his/her
running project.
IPMA developed the International Competence Baseline (ICB) as Bible for the Four-Level-
Certification Program (4-L-C) and the International Certification Regulations and Guidelines
(ICRG) for program execution.
)
41

PMI followed a more scientific approach for its PM Standard.
IPMA concentrated on the globally accepted certification approach, acknowledging that education
and training mainly depends on national and cultural basics.
IPMA follows the strategy that Personnel Certification should be
o globally standardised with contents (ICB) and processes (ICRG)
o executed on national basis as certification programme
o currently validated by IPMA nominated validators
PMI understands PMCDF as a standard within PMI Standards, mainly of PM terms.
Picture-4: Printed (available) PMI Standards
2. PMCDF Architecture
The PMI Project Management Competence Development Framework (PMCDF) comprises three
different competence dimensions:
o PM Knowledge
o PM Performance
o PM Personal,
which are described below in a flow diagram
)
42

Picture-5: PMCDF Architecture of PMI
PMI structures the dimensions of competency into units of competence.
IPMA calls these units PM elements, which are not grouped (Sunflower framework) GPM also
calls these units PM elements, however groups them in
1.0 Grundlagen Kompetenz (Basics)
2.0 Soziale Kompetenz (Social)
3.0 Methoden Kompetenz (Methodes)
4.0 Organisations Kompetenz (Organisation)
Structure of the dimensions of competency
Structures of the Knowledge and Performance Dimensions of Competency
PMCDF adheres to the PMBK

Guide, Edition 2000.
This Guide does not describe in much detail the application of knowledge belonging to
general management and to subject matter area, and PMCDF does not cover
competence in those areas. The scope of ICB is considerably wider than the scope of
PMCDF. The Guide concentrates on the application of project management knowledge to
the project. It describes the Project Manager activity as 39 processes to apply the
knowledge specific to project management
)
43

The Guide defines 9 Project Management Knowledge areas (project integration
management, project scope management, project time management, project cost
management, etc.). The Project Manager manages each knowledge area by means of
some of the 39 processes.
Some of the processes to manage each area are applied to initiating, others to planning,
others to executing, others to controlling and others to closing the project and any phase
of the project.
In that way each of the 39 processes belongs not only to one of nine knowledge areas but
also to one of five project management process group, (initiating, planning, executing,
controlling and closing)
Each of the 39 processes in the Guide is classified as belonging to one Project
Management knowledge area and belonging to a group of Project Management
Processes.
The competence required to carry out each of those processes is defined as an element
in PMCDF. (PMCDF adds more elements to those 39, which correspond to processes
missing in the PMBOK
Guide, Edition 2000).

The competence to carry out each of the 9 Knowledge areas processes is defined in
PMCDF as a Unit of Competence
The competence to carry out each of the 5 project management process groups is
defined in PMCDF as a Competency cluster.
Similarly to the processes in the Guide, each PMCDF element belongs to one Unit of
competence and to one competency cluster.
PM Units of Competence for the Knowledge and Performance competency
dimensions
Purpose of the PM Knowledge and Performance units of competence
o Project Integration Management
o Scope Management
o Time Management
o Cost Management
o Quality Management
o Human Resources Management
o Communications Management
o Risk Management
o Procurement Management
Competency clusters for the knowledge and performance dimensions of competency
Each of the nine units of competence is applied along the initiation, planning, execution,
controlling and closing of the project and of any phase of the project. The competency
clusters are:
o Initiating
o Planning
o Executing
)
44

o Controlling
o Closing
Elements in the knowledge and performance dimensions of competency
Any unit of competence in any of the competency clusters is carried out by processes. The
competence required for each process is called an element.
Since competency for each element of competence requires knowledge and performance
competence, elements of competence are contemplated from both knowledge and
performance dimensions perspectives. Therefore, the Knowledge and Performance
dimensions of competency share the same structure: The same Units of competence, the
same competency clusters and the same elements. However, each element must be
evaluated from both different perspectives.
PMI has not considered in the PMCD Framework any specific personal competence
needed for each element in the knowledge and performance dimensions of competency,
although the personal Dimension is fully dedicated to that.
Performance criteria
To demonstrate the competence in any element, the Project Manager has to comply with a
list of aspects of performance, specific for each element, defined as performance criteria.
Structure of the Personal Dimension of Competency
Units of competence in the Personal Dimension of Competency
Purpose of the Personal Competencies
o Achievement and Action
o Helping and Human Service
o Impact and Influence
o Managerial
o Cognitive
o Personal Effectiveness
Each of these five units of competence has a structure of personal characteristics,
named competency clusters.
Each competency cluster is a set of personal competency elements, which have their
outcomes, measured by performance criteria.
IPMA measures all competency elements generally with the Knowledge and Experience (PMI:
Performance), including Social Elements of Personality elements.
PMI measures only the Knowledge / Performance Units of Competence with Knowledge and
Performance Elements and the Personal Competencies with specific Elements. Examples are
provided of questions to assess the knowledge and performance elements. There are no
questions about the knowledge and experience/performance of Personal Competencies.
PMI defines the Units of Competence in detail. This is shown as a numbering scheme in the
following 3 tables:
)
45

Picture-6: Numbering scheme of PM Knowledge and Performance Competencies
Picture-7: Numbering scheme of the PM Knowledge and Performance Units of Competence
)
46

Picture-8: Numbering scheme of PM Personal Competencies
IPMA does not detail its elements into the Knowledge and Performance Competency Clusters
(a combination between PM functions and PM stages to manage the project and any phase of
the project, which PMI calls 5 Processes Groups) which are
o Initiating
o Planning
o Executing
o Controlling
o Closing
IPMA certificates with 4 Levels a Project Management Responsible, who can assist or
manage a part of or a complete project
o through the whole life cycle
o using all needed PM elements
o being responsible for all objectives and personnel
The more complex a project request is, the higher is his/her level of certification.
PMI and IPMA have nearly the same Personal Elements, but comparable.
PMI IPMA GPM
Abilities 1 Ability to communicate Kommunikationsfhigkeit
Attitudes 2 Initiative, Engagement, Initiative, Engagement,
)
47

Enthusiasm, Ability to
Motivation
Begeisterungsfhigkeit,
Motivationsfhigkeit
Behaviour 3 Ability of Getting in Contact,
Opennes
Kontaktfhigkeit, Offenheit
Knowledge 4 Sensibility, Self Control, Ability
of Value Appreciation,
Readiness for Responsibility,
Personal Integrity
Sensibilitt, Selbstkontrolle,
Wertschtzungsfhigkeit,
Verantwortungsbewusstsein,
persnliche Integritt
Personality 5 Conflict Solving,
Argumentation Culture,
Fairness
Konfliktbewltigung, Streitkultur,
Fairness
Skills 6 Ability of Finding Solutions,
Holistic Thinking
Lsungsfindungsfhigkeit,
ganzheitliches Denken
7 7 Loyalty, Solidarity ,
Readiness for Helping
Loyalitt, Solidaritt,
Hilfsbereitschaft
8 8 Leadership Ability Fhrungseigenschaften
Picture-9: Comparison of major components of competencies
If Personal Competencies are part of the whole personnel competency assessment, then
these Social Elements (PMI: Personal Competencies) should also be approved with
Knowledge and Experience (PMI: Performance) criteria.
The numbers and definitions of the PMI Units of Competency are partly more detailed than the
corresponding elements in the ICB of IPMA. But the ICB works with a taxonomy for each
element, which assist the self assessment with a range from 0 (nothing) to 10 excellent),
based on 7 ranking examples.
)
48

3. PMCDF Element and Structure

Picture-10: Detailed hierarchy of PMIs PMCD Framework
The table below shows the PMCDF hierarchical structure. The coloured lines mean
o single line is a change between Competency Cluster
o triple lines is a change to the next Unit of Competence
o Change between Knowledge/Performance Competency and Personal
Competency
Please remark that mostly 1 Element of Competence describes one Competence Cluster. In
this case is Element and Cluster the same.
Numberi
ng
Unit of
Competence
Competency
Cluster
Elements of Competence
1. Project Integration
Management
1.1 Initiating
1.1.1 Identify and Document Project
Needs. Developing Project-Related
)
49

Product and Service Description
1.1.2 Perform an Initial Project Feasibility
Study and Analysis
. . . ..
1.2 Planning
1.2.1 Conduct Project Plan Development
(PMBOK 4.1)
............. . . ..
1.3 Executing
1.3.1 Conduct Project Plan Execution
(PMBOK 4.2)
. .... . ..
1.4 Controlling
1.4.1 Conduct Integrated Change Control
(PMBOK 4.3)
. . . ..
1.5 Closing
1.5.1 Conduct Project Closure with
Regards to Integration
. . . ..
. . . ..
. . . ..
2. Project Scope
Management
2.1 Initiating
2.1.1 Prepare Project Charter (PMBOK
5.1)
. . . ..
2.2 Planning
2.2.1 Conduct Scope Planning (PMBOK
5.2)
2.2.2 Conduct Scope Definition (PMBOK
5.3)
. . . ..
2.3 Executing
2.3.1 Execute Scope
. . . ..
2.4 Controlling
2.4.1 Conduct Scope Verification
(PMBOK 5.4)
2.4.2 Conduct Scope Change Control
)
50

(PMBOK 5.5)
. . . ..
2.5 Closing
Regards to Scope
. . . ..
. . . ..
. . . ..
3. Project Time
Management
3.1 Initiating
3.1.1 Preliminary Planning Activities
. . . ..
3.2 Planning
3.2.1 Conduct Activity Definition (PMBOK
6.1)
3.2.2 Conduct Activity Sequencing
(PMBOK 6.2)
3.2.3 Conduct Activity Duration
Estimation (PMBOK 6.3)
3.2.4 Conduct Schedule Development
(PMBOK 6.4)
. . . ..
3.3 Executing
3.3.1 Implement Project Schedule
. . . ..
3.4 Controlling
3.4.1 Conduct Schedule Control
(PMBOK 6.5)
. . . ..
3.5 Closing
Regards to Time
. . . ..
. . . ..
. . . ..
4 Project Cost
Management
4.1 Initiating
4.1.1 High Level Budget Development
Preparation
)
51

. . . ..
4.2 Planning
4.2.1 Conduct Resource Planning
(PMBOK 7.1)
4.2.2 Conduct Cost Estimation (PMBOK
7.2)
4.2.3 Conduct Cost Budgeting (PMBOK
7.3)
. . . ..
4.3 Executing
4.3.1 Execute Cost Baseline
. . . ..
4.4 Controlling
4.4.1 Conduct Cost Control (PMBOK 7.4)
. . . ..
4.5 Closing
Regards to Cost
. . . ..
. . . ..
. . . ..
5 Project Quality
Management
5.1 Initiating
5.1.1 Determine Quality Reqirements
. . . ..
5.2 Planning
5.2.1 Conduct Quality Planning (PMBOK
8.1)
. . . ..
5.3 Executing
5.3.1 Conduct Quality Assurance
(PMBOK 8.2)
. . . ..
5.4 Controlling
5.4.1 Conduct Quality Control (PMBOK
8.3)
. . . ..
5.5 Closing
)
52

Regards to Quality
. . . ..
. . . ..
. . . ..
6 Project Human
Resource
Management
6.1 Initiating
6.1.1 Conduct Organizational Definition
. . . ..
6.2 Planning
6.2.1 Conduct Organizational Planning
(PMBOK 9.1)
6.2.2 Conduct Stall Acquisition (PMBOK
9.2)
. . . ..
6.3 Execution
6.3.1 Conduct Team Development
(PMBOK 9.3)
. . . ..
6.4 Controlling
6.4.1 Manage Human Resources
. . . ..
6.5 Closing
6.5.1 Condct Project Closure with
Regards to HR Management
. . . ..
. . . ..
. . . ..
7 Project
Communication
Management
7.1 Initiating
7.1.1 Preliminary Communications
Planning
. . . ..
7.2 Planning
7.2.1 Conduct Communications Planning
(PMBOK 10.1)
)
53

. . . ..
7.3 Execution
7.3.1 Conduct Information Distribution
(PMBOK 10.2)
7.3.2 Implement Project Time Reporting
. . . ..
7.4 Controlling
7.4.1 Conduct Project Performance
Reporting (PMBOK 10.3)
. . . ..
7.5 Closing
7.5.1 Conduct Administrative Closeout
(PMBOK 10.4)
. . . ..
. . . ..
. . . ..
8 Project Risk
Management
8.1 Initiating
8.1.1 Conduct Preliminary Risk Planning
. . . ..
8.2 Planning
8.2.1 Develop Risk Management Plan
(PMBOK 11.1)
8.2.2 Conduct Risk Identification
(PMBOK 11.2)
8.2.3 Conduct Qualitative Risk Analysis
(PMBOK 11.3)
8.3.4 Conduct Quantitative Risk Analysis
(PMBOK 11.4)
8.2.5 Conduct Risk Response Planning
(PMBOK 11.5)
. . . ..
8.3 Executing
8.3.1 Execute Risk Response Plan
. . . ..
8.4 Controlling
8.4.1 Conduct Risk Monitoring and
Control (PMBOK 11.6)
. . . ..
)
54

8.5 Closing
Regards to Risk Management
. . . ..
. . . ..
. . . ..
9 Project
Procurement
Management
9.1 Initiating
9.1.1 Preliminary Procurement Planning
. . . ..
9.2. Planning
9.2.1 Conduct Procurement Planning
(PMBOK 12.1)
9.2.2 Conduct Solicitation Planning
(PMBOK 12.2)
. . . ..
9.3 Executing
9.3.1 Conduct Solicitation (PMBOK 12.3)
9.3.2 Conduct Source Selection/Contract
Development (PMBOK 12.4)
9.3.3 Conduct Contract Administration
(PMBOK 12.5)
. . . ..
9.4 Controlling
9.4.1 Manage and Review Contract
Performance
. . . ..
9.5 Closing
9.5.1 Conduct Contract Closeout
(PMBOK 12.6)
. . . ..
. . . ..
. . . ..
. . . ..
. . . ..
B.1 Achievement and
Action
B.1.1 Achievement
Orientation
)
55

B.1.1.1 Operates with Intensity to Achieve
Project Goals
B.1.1.2 Motivates Project Stakeholders in a
Positive Way
B.1.1.3 Provides New Solutions in Planning
and Delivering Projects
B.1.1.4 Operates with Individual Integrity
and Personal Professionalism
. . . ..
B.1.2 Concern for Order,
Quality, and
Accuracy
B.1.2.1 Manages Projects in an Ordered,
Accurate Way
B.1.2.2 Provides Accurate and Truthful
Information
. . . ..
B.1.3 Initiative
B.1.3.1 Takes Initiative When Required
B.1.3.2 Accountability for and Delivers
Project
B.1.3.3 Seeks New Opportunities
B.1.3.4 Strives for Best Pratice
. . . ..
B.1.4 Information
Seeking
B.1.4.1 Ensures Information Used to
Manage Project is Complete and
Accurate
. . . ..
. . . ..
. . . ..
B.2 Helping and
Human Service
B.2.1 Customer Service
Orientation
B.2.1.1 Represents the Client Inside the
Project
B 2.1.2 Takes Initiatives to Provide
Excellent Client Service
. . . ..
B.2.2 Interpersonal
Understanding
)
56

B.2.2.1 Strives to Understand All Project
Stakeholders Thoughts, Feelings,
and Concerns
B.2.2.2 Listens and Responds to Others
. . . ..
. . . ..
. . . ..
B.3 Impact and
Influence
B.3.1 Impact and
Influence
B.3.1.1 Takes Appropriate Actions to
Influence Others
B3.1.2 Influences Across Projects and
Organisations
B.3.1.3 Understands and Influences Project
Team Members
. . . ..
B.3.2 Organizational
Awareness
B.3.2.1 Understands the Organization
B.3.2.2 Understands the Project
. . . ..
B.3.3 Relation Building
B.3.3.1 Builds and Maintains Suitable
Relationships with Project
Stakeholders
B.3.3.2 Establishes and Maintains
Relationships at the Right Level
Inside and Outside The
Organizations
. . . ..
. . . ..
. . . ..
B.4 Managerial
B.4.1 Teamwork and
Cooperation
B.4.1.1 Builds Team Orientation Within the
Project
B.4.1.2 Molds Core Project Stakeholders
into a team
B.4.1.3 Undertakes Team-Building
Activities
)
57

. . . ..
B.4.2 Developing Others
B.4.2.1 Builds a Project Culture Where
Personal Development is
Encouraged
B.4.2.2 Develop Project Members to
Effectively Build Project Culture
. . . ..
B.4.3 Team Leadership
B.4.3.1 Demonstrates Leadership of the
Project
B.4.3.2 Leads the Project Team
. . . ..
B.4.4 Assertiveness and
Use of Positional
Power
B.4.4.1 Use Assertiveness When
Necessary
B.4.4.2 Manages the Complete Project
. . . ..
. . . ..
. . . ..
B.5 Cognitive
B.5.1 Analytical Thinking
B.5.1.1 Understands at a Suitable Level All
Issues Associated with the Project
B.5.1.2 Facilitates Solutions Across All
Issues Related to the Project
. . . ..
B.5.2 Conceptual
Thinking
B. 5.2.1 Sees the Project in a Holistic Way
. . . ..
. . . ..
. . . ..
B.6 Personal
Effectiveness
B.6.1 Self-Control
B.6.1.1 Maintains Self-Control
. . . ..
B.6.2 Self-Confidence
)
58

B.6.2.1 Creates an Environment of
Confidence
B.6.2.2 Accepts Failure Positively
. . . ..
B.6.3 Flexibility
B.6.3.1 Changes to Meet the Need of the
Project
B.6.3.2 Changes at the Required Pace
. . . ..
B.6.4 Organizational
Commitment
B.6.4.1 Demonstrate Commitment to the
project
. . . ..
Picture-11: PMCDF Competence of Unit, Cluster and Element
To compare the PMCDF-Elements with IPMA Elements is not possible, because
o IPMA defines PM functions uniquely for Training as well as for Personnel
Certification without differentiation between Knowledge, Experience and
Personality
o PMI defines Project Manager Characteristics for his/her Developing
Competence as a Project Manager, separately for Competencies of
Knowledge, Performance and Personal
The table below shows the ICB with the German NCB 2004 and NCB 2005
ICB elements for knowledge and
experience
Part of your
NCB 2004
Part of your
NCB 2005
1 Projects and project management 1.2 A1
2 Project management implementation 1.5 F
3 Management by projects 2.7 D3
4 System approach & integration 1.4
5 Project context 1.3 A3
6 Project phases & life cycle 1.8 B
7 Project development & appraisal
8 Project objectives & strategies 1.6 C2, E2
9 Project success & failure criteria 1.7 A5
10 Project start-up 4.6 C1
11 Project closeout 4.10 C10
12 Project structures 3.1 C4
13 Content, scope (1.6)
14 Time schedules 3.2 C5
15 Resources 3.3 C6
)
59

16 Project cost & finance 3.4 + 3.5 C6
17 Configurations & changes 4.4 C7
18 Project risks 4.7 C3
19 Performance measurement 3.6 C9
20 Project controlling 3.7 C9
21 Information, documentation, reporting 4.5 + 4.8 C7
22 Project organisation 4.1 A6
23 Teamwork 2.4 D3
24 Leadership 2.7 D3
25 Communication 2.2 D4
26 Conflicts & crises 2.8 D5
27 Procurement & contracts 4.3 A4
28 Project quality 4.2 C8
29 Informatics in projects 4.9 C11
30 Standards & regulations 1.9 F3
31 Problem solving 3.10 Dxy
32 Negotiations, meetings 2.9 A4, Dxy
33 Permanent organisations
34 Business processes B, C phases
35 Personnel development 4.11 (D3)
36 Organisational learning 2.5 Fxy
37 Management of change 4.4 C7
38 Marketing, product management D
39 System management
40 Safety, health, environment D
41 Legal aspects 4.3 A4
42 Finance and accounting 3.5 C
Picture-12: ICB in Comparison with NCB 2004 and NCB 2005 of GPM
)
60

4. PMCDF Scorecard for Project Manager Evaluation
Picture-13: PMCDF Scorecard
This scorecard requires an Assessor (not a Certification Assessor a la IPMA), whose tasks
and competencies are nowhere so far described.
IPMA requires always two Assessors for the complete certification process, whose tasks and
competencies are described in the ICRG.
PMI defines each element with
o Complete name and reference to the PMBOK
Guide, if available
o Performance criteria
o Example of Assessment Guidelines
IPMA describes each element with its
o Relevance
o Taxonomy
o Interconnections (PM Atlas)
The processes of PMI Competency Evaluation and IPMA Competence Certification differ
because of different aims basically.
Processes PMI of Competency Evaluation IPMA of Competence
Certification
Stage 1 Determine Applicable Elements and
Performance Criteria
Application with CV, Self
Assessment, Project List
Stage 2 Determine Desired Levels of
Proficiency
Examination, (optional)
Workshop or Seminar, Project
Report
)
61

Stage 3 Assessment Interview
Stage 4 Addressing Gaps in Competence
Stage 5 Progression Towards Competence
Picture-14: Stages Comparison of PMI Methodology for Achieving Competence
and IPMA Certification Process
IPMA Assessors decide after each stage results on the next stage.
5. Summary
PMI describes the strength and weakness of a project manager in his running project with a
checklist (PM Competence Developing Framework). Based on this spot check evaluation
PMI recommends knowledge updating and performance increasing as well as personal
competence improvement.
IPMA certifies with its 4-L-C, described with ICB for contents and ICRG for processes, the
competencies of a PM-Responsible with the
o Knowledge through a written examination
o Knowledge and Experience through a transfer-project and a workshop
o Knowledge, Experience and Personality in total through an interview
Today there is no chance to compare both tables of Elements, because
o IPMA describes Elements as Tasks and Functions of Project Management in
Practice
o PMI describes Elements with Abilities, Attitudes, Behaviour, Knowledge,
Personality and Skills.
International Project Management Association Australian Institute of Project Management (AIPM)
62

OPM3 (ORGANISATIONAL PROJECT MANAGEMENT MATURITY)
by Francisco Prez-Polo
OPM3 ARCHITECTURE
October 2004 23
Organisational
Project Management Maturity Model
(OPM3)
Purpose: to help organisations to
implement their strategies
through projects
OPM3 is a Project Management Institute standard for Organisational project management
and Organisational Project Management maturity.
It guides the users to assess their project management maturity in relation to the standard.
It also guides organisations in their efforts to improve their project management maturity.
It is valid for organisations with different size and type, different cultures, in any industry.
OPM3 is not a certification tool. It may be considered as containing a body of knowledge for
Organisational Project Management Maturity.
Purpose: Helping organisations to achieve their strategic plan through projects
To that aim OPM3 helps organisations to improve their projects performance through
increasing PM maturity in tree domains: Individual projects; Programs; Projects portfolio
The OPM3 model allows the Organisation to
Establish a maturity baseline
Determine where it is and where it wants to be.
Follow proven methods for effective organizational improvement
63

Set up a continuous improvement
program
Structure
Knowledge
Assessment Tool
39 Project management processes
586 best practices
For each best practice:
Capabilities Path
For each capability: Outcomes
For each outcome: Key Performance Indicators
Improvement Tool
Definitions. (Extracted from OPM3 Knowledge tool).
Organisational Project management maturity is the degree to which an organisation
practices organisational project management.
Maturity connotes, according to Kik Piney:
Definition of what defines success
Understanding of what contributes to success and failure
The will and ability to do what is required
Best practices:
an optimal way currently recognised by industry to achieve a stated goal or objective. This
includes the capability to deliver projects successfully, consistently and predictably to
implement organisation strategies.
OPM3 has more than 500 best practices, collected from PMs world wide with Delphi
technique.
Example of best practices: Selection of best practices connected to building peoples
competency:
1410 Manage Project Resource Pool
1420 Establish role of Project Manager
1430 Establish Project Manager Competency Process
5180 Educate Executives
5190 Facilitate Project Management Development
64

5200 Provide Project Management Training
5210 Provide Continuous Training
5300 Establish Training and Development Program
5620 Establish Career Paths for all Project-related Roles
6120 Assess Competency of Key Project ResourcesThe best practices were
classified into 10 maturity areas.
Maturity areas
1. Standardisation and integration of methods and processes
2. Performance and metrics
3. Commitment to the PM processes
4. Business alignment and prioritisation
5. Continuous improvement
6. Success criteria for continuation or culling
7. People and their competence
8. Allocating people to projects
9. Organisational fit
10. Teamwork
An organisation gains maturity in a best practice through successive steps, called
capabilities.
Capabilities are incremental states leading up to one best practice. A capability is a specific
competence that must exist in an organisation in order for it to execute project management
processes and deliver project management services and products.
A program is a set of related projects managed in a coordinated way, to obtain benefits and
control not obtainable by managing them individually. A program may contain related
operating work, not included in the projects of the program.
A portfolio is a set of projects, programs and related work, managed together to achieve
strategic organisational objectives. Managing the portfolio helps organisations to allocate
their resources in an effective way, in alignment with its strategic objectives.
Organisational project management is the application of knowledge and skills, tools and
techniques to projects and operations to organisational and project activities to achieve the
organisations strategic objectives through projects.
Outcome is a tangible or intangible result of applying a capability. A capability may have one
or more outcomes. The degree to which an outcome is achieved is measured by a Key
Performance Indicator (KPI).
A Key Performance Indicator is a criterion by which an organisation can determine,
quantitatively or qualitatively, whether an outcome associated with a capability exists or the
degree to which it exists.
OPM3 describes the incremental capabilities that lead to each best practice.
65

OPM3 defines three domains of processes: The processes required for managing projects
individually, for managing programs and for managing portfolios. Each domain has 39
processes, classified into initiating processes, planning processes, executing processes,
controlling processes and closing processes.
Maturity growth
Cap
Cap
Cap
Cap
Cap
Cap
Cap
Cap
Best
practice1
Best
practice 3
Process1
Process3
Cap
Cap
Cap
Best
practice 3
Cap
Best
practice 2
Process2
Cap
The long way to a best practice
Step by step, from where the organisation is now
Each step means adding a capability (The organisation is able to...)
Each capability is well defined.
The existence of a capability is demonstrated for the results (outcomes) produced by
its applicationEach outcome can be measured by a Key Performance
IndicatorProcess maturity requires maturity in a set of best practices. In some cases
maturity in a process requires maturity in prerequisite processes
66

October 2004
Maturity growth in a domain
Individual Project
Standardise
Measure
Control
Improve
I
n
it
ia
t
in
g
p
r
o
c
e
s
s
e
s
P
la
n
n
in
g
p
r
o
c
e
s
s
e
s
4

p
r
o
c
e
s
s

i
m
p
r
o
v
e
m
e
n
t

s
t
a
g
e
s

D
i
m
e
n
s
i
o
n
Best Practices
Each process goes through four maturity improvement stages
Standardise
Measure
Control
Improve
67

October 2004
Maturity growth Dimensions
39 Individual projects management processes
P
P
P

D
i
m
e
n
s
i
o
n
S
M
C
I

D
im
e
n
s
io
n
OPM3s progression to maturity goes along several dimensions, in a multidimensional
space. Maturity grows as the organisation implements successive capabilities of any best
practice. Best practices are more or less established depending on the capabilities
shown (confirmed through their outcomes, and measured by means of their key
performance indicators). Maturity grows as more and more processes are
implemented in each domain and by adding processes in a higher maturity
domain.Maturity grows as each process proceeds along its four process
improvement stages (standardise, measure, control, improve).The number of
possible maturity status is huge and is not meaningful for OPM3. Therefore, OPM3 does not
provide a finite number of maturity steps as some maturity models do. Those models show a
mono-dimensional progression.
68

October 2004
Using OPM3
Questionnaire
Decide best practices
to examine further
Best practices
in use
For each best practice,
check
Capabilities
Outcomes
KPIs
3. Plan for Improvement
4. Implement
Improvement
1. Prepare for
Assessment
2. Perform
Assessment
Improving
Planning
Directory
USING OPM3.
The OPM3 process has 5 steps:
1. Prepare for assessment: The organisations appoints a team to assess its actual
Project Management maturity status.
The team starts by learning OPM3. Its processes, its best practices, gets
familiarised with the capabilities and their paths of progression to reach any best
practice. The team understands how to demonstrate that capabilities exist,
proving it by their outcomes, measured by their key performance indicators.
2. Perform project management maturity assessment. The next step is assessing the
organisations current project management maturity status.
The team does that using the interactive assessment questionnaire of OPM3s
assessment facility. The team has to answer each of the questions asked about
organisational project management-related activities to inform OPM3 whether they
are in place or not.
The tool accepts it and produces two lists:
A. The list of best practices that would be in place in the organisation if the
teams answers had been correct.
B. The list of the best practices that are not in place, according to the teams
answer.
There is an improving planning directory with an entry associated to each best
practice. Each best practice entry shows a list of the capabilities the organisation
must have to be certain that that best practice is indeed established.
69

The assessment team starts by looking at the best practices entries corresponding to
the best practices already in place to check if it is really true that the organisation is
mature in that best practice. The capabilities in the list of each best practice show
their outcomes and key performance indicators of each outcome. The team confirms
the organisational maturity in only those best practices whose capabilities are
demonstrated by their outcomes.
The team may now repeat the questionnaire with a more solidly based knowledge of
the organisations reality.
The OPM assessment tool produces several assessment outputs showing:
A. The overall percentage of the actual organisational project management
maturity.
B. A graphical representation of where the organisation is in each project
management processes domain: Project, program and portfolio domains.
C. A graphical representation showing for each domain, the proportion of
processes which are in the standardised, measured, controlled and in
continuous improvement stages.
3. Plan for project management maturity improvement.
A. The improving planning directory is used to determine which best practices
that are partially implemented need to be perfected by implementing more
capabilities.
B. The team may decide that the organisation has to gain maturity in certain
processes. The team may use the assessment questionnaire to inform
OPM3 what new processes are to be established, or what partially
implemented processes need to go to their next process improvement stage.
C. OPM3 produces the extended list of best practices together with the new
improvements dictionary.
D. The team then uses trade off analysis to plan the scope of the next maturity
improvement the organisation will undertake: Analyse the list of capabilities
needed for the candidate improvements considering their attainability,
strategic priority, benefit, cost, time to implement.
4. Implement the improvement. The organisation sets up a project to implement the
planned improvement.
5. Repeat the process.
Project management maturity improvement continues, with progressions and
regressions, through repeated executions of the OPM3 process.
70

Considerations for ICB improvement
OPM3 might be helpful to further develop ICB elements
2. Project Management Implementation
3. Management by projects
5. Project Context
30. Standards and regulations
36. Organisational learning
OPM3 is an example of applying 37. Management of Change
International Project Management Association 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 knowledge to understand
business practice,
- sufficiently communicate with members
using appropriate terminology,
- can contribute to project teams
Knowledge-based written examination - No educational background nor
business experience required
- P2M Club members
- validity: 5 years
- Revalidation through
CPUs
- No information
PM
Registered
(PMR)
- Ability:
- to lead projects as key person,
- to control progress and propose
solutions,
- to motivate other members,
- to complete projects while persistently
maintaining human relationships
- Capability-based examination
- 1st stage (2 days): document
screening, essay (3 hrs), individual
interview (30 min)
- 2nd stage (3 months): course test,
10 modules, 2,5 hrs/module
- PMS qualification
- >3 yrs business experience in
projects
- Business experience in 2 to 5
types of projects (according to
size of team)
- validity: 5 years
CPUs
- Candidates to be member
of PMS examination
preparation committee
- 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 projects (programs)
- Ability to be directly involved in creation,
execution, and management of
programs
- Ability to propose solutions to problems
- Ability to construct relationships in
different fields and among organisations
with creativity, and display leadership in
realization of programs
- Capability-based examination - PMR qualification
- >10 yrs business experience in
projects
- Business experience in 5 to 15
types of projects (according to
size of team)
- validity: 5 years
CPUs
- Candidates to be
instructor / examiner for
PMR
Not operating yet

SCREENING OF COMPOUND CAPABILITY IN PRACTICAL CAPABILITY PATTERN MODEL
Screening method:
1. Homework assignment given at a case study workshop
2. mid-term individual interview
3. term-end individual interview
4. term-end screening by dissertations
5. questions and answers at the time of presentation of a dissertation
Compound capability pattern model (CCP): 100 elements reduced to 10 groups of compound capability patterns
COMPOUND CAPABILITY PATTERN CRITERIA
I Overall thinking pattern Mission pursuit (Mp): able to discover problems, take on problems and develop a process to realize
solutions
II Strategic thinking pattern Strategic key perception (Sk): able to find strategic elements, prioritise orders and adopt measues against
obstacles
III Integrated thinking pattern Value pursuit (Vp): able to learn changes, maintain value and apply options
IV Leadership pattern Leadership for innovation (Li): able to take on reforms, make a decision and change the present situation
V Deliberative behavior pattern Management in planning (Mp): able to make plans for goals and resources, form organization and frame
rules
VI Actual behavior pattern Management in execution (Me): able to understand contracts, take systems into consideration and give
directions
VII Adjusting behavior pattern Management in coordination (Mc): able to forecast progress, learn obstacles to progress and solve
problems

VIII Human relationship pattern Human communication (Hc): able to maintain teams, to motivate their members and provide
opportunities
IX Result pursuit pattern Attitude to achievement (Aa): mind and energy seeking results, ability to feel empathy, a sense of
responsibility and ability to persuade exterior organizations, ability to think of value and feedback results
X Lifestyle Attitude of self control: self discipline, to be able to observe ethics, take responsibility and to have a
constructive attitude
Self assessment (for result pursuit pattern and lifestyle)
5 grades: 5 = excellent ; 4 = Good ; 3 = Need to improve capability ; 2 = Lack of experience ; 1 = unprepared
RESULT PURSUIT PATTERN LIFESTYLE
CRITERIA QUESTIONS POINTS CRITERIA QUESTIONS POINTS
What talent is required of
entrepreneurs?
What is your faith in life or profession? Mind pursuing results
Please explain your experience in
which your talent was displayed
Faithful to ones belief
Show an example of action taken without yielding
to opposing forces
What type of leader are you? What is the most important discipline in this
profession?
Energy pursuing
results
Where does psychological energy
come from?
Professional norm
What do you do in your daily life to meet the
norm?
What is required to produce empathy
in a team?
Please describe your leadership ability by giving
an example of your actions
Capacity for empathy
What would you do if you cannot
achieve empathy?
Leadership ability
Please make self-assessment of your leadership
ability

What is responsibility for results? Please describe your method of self-restraint by
giving instances
Responsibility for
results
What talent is needed for fulfilling a
leaderss responsibility?
Self restraint
Please describe good ways and means of
controlling your feelings
Please explain persuasion power
inside a team
Please describe how your positive attitude helped
you overcome difficulties at work
Persuasiveness
Please explain your experience as to
the persuasiveness to exterior
organizations
Voluntary and positive
attitude
Please describe the improvement of your attitude
in your daily life, which helped you overcome
difficulties

OUTLINE OF DISSERTATION
1. Submit your dissertation(s) after giving an account of one or more project(s) set forth in the business history regarding project management
2. Items to be included in your dissertation(s):
i. Purpose
ii. Mission
iii. Role played by you in the project
iv. Plan and achievement
v. Strategic positioning of the project
vi. Obstacles and methods for solving problems in the pursuit of the project
vii. Important matters in operating an organization
viii. Difficulty in communication
ix. Display of leadership
x. What results were produced from the standpoint of value creation set forth in bio-data?
xi. Other
3. to be prepared in 10 sheets of A4 size paper
International Project Management Association PRINCE2

PRINCE 2
by Gerrit Koch
Slide 1
PRINCE 2 Management Overview
Slide 2
PRINCE 2 history
Established in 1975 (Prompt)
CCTA (nowadays OGC)
PRINCE
PRINCE 2 Finished in 1996
Introduction in the Netherlands in 1997 by
PinkRoccade

Slide 3
Project Management Process Maturity
Model (PMM)
Slide 4
PRINCE2 characteristics
Public domain
Best practice
Generic: open for different implementations
Default No Go
Management by Exception
Business Case based attitudeProduct-based planning
Process oriented approach
Roles in the project organisation
3-Level Planning

Slide 5
Essential concepts
Scope
Total project lifecycle, from initiation upto lessons learned
authorising progress:
Business Case and NO GO
the project organisation:
three interests and roles (Owner, Supplier, User)
product-based planning:
what do we want to deliver
Simple and strong reporting:
Regular highlight report or warning by Exception report
Applicable for all scales
Industry independent
Slide 6
A temporary management environment,
specifically designed to deliver one or more products
according to a predefined Business Case
Definition of a project

Slide 7
on time, within budget, according to the desired
quality
and
the deliverables have a clear added value for the
Business (Business Case)
Success
Slide 8
PRINCE2
Project
Tools
Techniques
People
Expectations
Programmes
Mission
Strategy
Operations
Benefits
Business
The scope of PRINCE2

Slide 9
project
management
techniques
programme
management
specialist
work
social
skills
Exclusions of Prince2
Slide 10
Elements of PRINCE 2
processes
components
techniques
standard management products (templates)

Slide 11
Directing a Project
Planning
Starting up
a Project
Initiating
a Project
Controlling
a Stage
Managing
Stage
Boundaries
Closing a
Project
Managing
Product
Delivery
PRINCE2 process model
Project
Mandate
Project
Brief
Initiation
Stage
Plan
Project
Plan
PID
Team Plan
Stage Plan
End Stage Report
Highlight
Report
End
Project
Report
Exception Plan
Slide 12
Directing a Project
Planning
Starting up
a Project
Initiating
a Project
Controlling
a Stage
Managing
Stage
Boundaries
Closing a
Project
Managing
Product
Delivery
Project
Mandate
Project
Brief
Initiation
Stage
Plan
Project
Plan
PID
Team Plan
Stage Plan
End Stage Report
Highlight
Report
End
Project
Report
Exception Plan
5
4
1
6
WHY
HOW
WHAT
2
3
PRINCE2 major decision points

Slide 13
PLANS
CONTROLS
MANAGEMENT
OF RISK
QUALITY IN
PROJECT
ENVIRONMENT
CONFIGURATION
MANAGEMENT
CHANGE
CONTROL
BUSINESS CASE
ORGANISATION
The 8 components
Slide 14
PRINCE 2 techniques
product-based planning
change control
quality review

Slide 15
Project organisation
Project Board
Project Assurance
Project Manager
Team Manager
Project
Support
Corporate or Programme Management
Project
management
team
Senior User Executive Senior Supplier
Slide 16
Programme Plan Project Plan
Exception Plan Stage Plan
Team Plan
3 Plan levels

Slide 17
Stage
Some Controls at work
Specification
Design
Build
Project Board
Project Manager
Team Manager
Stage Plan
Product Description
Workpackage Workpackage
Checkpoint
Report
Exception
Report
End Stage
Report
Highlight
Report
Exception
assessment
End stage
assessment
Project Issue
Change Control
Quality
Control
Slide 18
PRINCE 2 Benefits
Best practices
Generic
Default No Go
Management by Exception
Business Case based attitude
control in changing environments
Involvement of interested parties

Slide 19
PRINCE 2 compared with the ICB
ICB and Prince2 are orthogonal axes of the project
management playing field
Detailed comparison in excel sheet
Most competence elements are required:
38-39 not
2-4, 23-26, 32, 33, 35, 36 and 41 only marginal
General aspects too general
Social skills only in some comments addressed
Project managers role description fits the ICB very
well
Slide 21
Address in ICB3 above Prince2
Stakeholder management
Project success
Directing principles

PRINCE2 REGISTRATION SYSTEM
TITLE CHARACTERISTIC
S
EXAMINATIO
N METHOD
APPLICATION
REQUIREMENT
S
PRIVILEGES PRICE
Foundation
Measure capability to act
as an informed member
of a project management
team
using PRINCE2 method
within a project
environment using
PRINCE2
Foundation
Exam,
2-3 days to
get to its level
+ 1 hour
closed-book
exam.
(multimedia
course
available too)
None
100
Registered
Prince2
Practitioner
Measure capability to
apply PRINCE2 to the
running and managing of
a project within an
environment supporting
PRINCE2
Practitioner
exam,
5 days
preparation
course, of
which the 5
th
day is for
taking both
exams
+ 3 hours
open book
duration, (a
scenario
background
and 3
questions).
61% pass
rates
None
5 years
validity, after
which a re-
registration
exam,
internet and
paper-based,
one hour
208

A COMPARISON BETWEEN THE ICB AND THE AIPM NATIONAL
COMPETENCY STANDARDS FOR PROJECT MANAGEMENT.
by Chris Seabury
Introduction
As action from the Zurich meeting of the ICB Revision Project Core Team, here is a brief analysis of the
above standard.
General Structure of the AIPM Standard
October 2004 36
AIPMStructure
Introduction
Background
on the nature of projects,
project management
and project managers
Glossary
on Competency Standards
and on Project Mngmt
Guidelines
Use of the standards
Design and structure
of standards
Appendix 1
it describes generically
the 8 levels of the
Australian
Standards Framework,
Independent definition
of key competences
Assessment Process
Evidences
What theStandard
will give you
Assessment
Appendix 2
Detailed description of
9 competency standards
for each of the
levels 4, 5 and 6
The document is divided into 5 sections; Introduction, Guidelines, Background, Annexes and Appendices.
1. Introduction
This is a single page and just explains at a very high level what the document is about.
2. Guidelines
This is subdivided into 4 sections:
2.1 Use of the Standards; describing how and where they can be used, industry transferability and
training.
2.2 Design and Structure; describing what they are based on, what data they contain, how they align to
levels 4, 5 and 6 of the Australian Standards Framework.

October 2004 37
The three competence levels applicable to
Project Management
Level 6
Manage
Level 5
Guide
Level 4
Apply
Discretion
and
judgement
Choice and
range of
contingen-
cies
Context for
application
Complexity
of Skill and
knowledge
Responsibili
ty and
accounta-
bility
Autonomy Charac-
teristic
Level
The text in the cells define the
different characteristics for the
three levels
October 2004 38
Integration
Elements
Perf. Criteria
Evidences
Range
indicators
L 5
Elements
Perf. Criteria
Evidences
Range
indicators
L 6
Elements
for L4
Perf. Criteria
for elements
in L4
Evidences
for L4
Range
indicators
for L4
L 4
9 Functions
Integration
Scope
Time
Cost
Quality
Human
Resources
Communica
tions
Risk
Procurement
2.3 The Assessment Process; describing firstly what assessment is and then the process itself with its
underlying principles, forms of evidence, standards of the assessors and a brief note on applicants
with special needs.
2.4 Using the Standard; describing what the standard will give you from the viewpoint of employer,
adviser, project manager or project team member, and then how and why it is validated.
3. Background

This is a brief background on the nature of projects, project management and project managers.
4. Annex
This is basically 2 glossaries of terms, one relating to Competency Standards and the other relating to
Project Management.
5. Appendices
Appendix 1 is a description of the 8 levels of Australian Standards Framework, as they apply to work
generally and not project management.
Appendix 2 is the detailed description of the competency standards for the levels 4, 5 and 6 for project
management.
October 2004 38
Integration
Elements
Perf. Criteria
Evidences
Range
indicators
L 5
Elements
Perf. Criteria
Evidences
Range
indicators
L 6
Elements
for L4
Perf. Criteria
for elements
in L4
Evidences
for L4
Range
indicators
for L4
L 4
9 Functions
Integration
Scope
Time
Cost
Quality
Human
Resources
Communica
tions
Risk
Procurement
Comparison between ICB and AIPM Standard
A matrix comparing the sections of the Standard is attached separately.
The fundamental difference between them is the approach taken by AIPM. Whereas the ICB has a
taxonomy which lists the knowledge and experience required at each level and provides a subjective
analysis for personal attitudes and general impressions, the AIPM Standard list very specifically what and
how the competences are expected to be shown.
AIPM has defined the totally of project management in 9 functions: scope management, time
management, cost management, quality management, human resources, communications management,
risk management, contracts and procurement, integration processes.

It then defines the difference between levels 4, 5 and 6 as follows: a competent person at level 4 would be
able to apply skills in the functions, a competent person at level 5 would be able to guide the application
of the functions, and a competent person at level 6 would be able to Manage the functions.
Take Scope Management as an example:
At level 4 the elements to be demonstrated are:
Contribute to project scope
Apply project scope controls
(Note: the Integration function is not a competency at level 4; it is expected of levels 5 and 6 only)
Conduct project authorisation activities
Conduct project scope definition activities
Guide application of scope controls
Manage project authorisation
Define and plan project scope
Manage project scope
At each level there is a definition of the function, (or unit as AIPM labels them). The Elements of the
function are listed together with the Performance Criteria for each. Following this are listed the Range
Indicators which describe the instances and situations in which the Elements are applied. Finally there is a
statement about Evidence Guides an indication of the type and degree of evidence acceptable to
demonstrate competence in the Element being assessed.
The AIPM standard defines competence as broadly what is expected of PM personnel in particular aspects
of a job, ie. it is able to stand alone as a complete function in an area of employment. Therefore it does not
cover as skills personal attitude and general impression aspects.
Chris Seabury
August 2004.

Part 4
Detailed comparisons between
ICB and other Project
Management Standards

Informe de La Comparacion.29

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International Project Management Association

Comparison between ICB

guide and ICB...................................................... 37

Knowl edge Ar eas)

Knowl edge Ar eas)

, the Project Management Body of Knowledge comprises the totality of

GUIDE AND ICB

Guide and the PMP Certification to Improve Project Personnel. In

Guide, Edition 2000).

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