Informe Comparacion Sistemas de Certificacion

International Project Management Association
Comparison between ICB

and other
Project Management
Standards
ICB Revision Project Core team members

Gilles Caupin (Project Manager)
Hans Knöpfel
Gerrit Koch
Klaus Pannenbäcker
Francisco Pérez-Polo
Chris Seabury
October 2004
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
ICB Revision Project Comparison of ICB with other PM standards - October 2004 1
PURPOSE OF THIS DOCUMENT:
Purpose
To briefly explain other PM reference
documents
To identify suggestions for ICB
improvement
October 2004 2
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
AIPM: AIPM National Competency Standards for
Project Management
PRINCE2™
Project Management Certification Center(Japan): A
Guidebook of Project and Program Management for
Enterprise Innovation (P2M). (Uncompletely
translated into English).
October 2004 3
Part 1
Global Comparison between ICB
and other Project Management
Standards
Copy of a presentation to the CVM Panel in Bilbao, on October 10th, 2004.
None May be used It should be Totally

as reference used as oriented
document referent
document
Oriented towards individual PM certification
ICB
PMBOK® Guide
PMCDF
OPM3
AIPM
PRINCE 2
P2M
Oriented towards individual PM practice
ICB
PMBOK® Guide
PMCDF
OPM3
AIPM
PRINCE 2
P2M
Oriented towards Organization's PM maturity
ICB
PMBOK® Guide
PMCDF
OPM3
AIPM
PRINCE 2
P2M
October 2004 5
Number of projects focused Single Program Projects

project portfolios
ICB
PMBOK® Guide
PMCDF
OPM3
AIPM
PRINCE 2
P2M
Shows Tells what Defines the Describes Details how

them to do to be processes the to apply
competent to do them processes tools and
to do them 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
October 2004 6
Assessment: Individual No means to Competency Competency Helps to set Describes

assess is is objectively improved how to reach
individual subjectively assessed objectives improved
competency assessed 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
Organisational project management No means to Helps to Contains Helps to set Describes

asessment assess evaluate tool to improved how to reach
organisation actual evaluate objectives improved
al position organisation objectives
competency al position
ICB
PMBOK®
Guide
PMCDF
OPM3
AIPM
PRINCE 2
P2M
Part 2
Presentation of
Other Project Management
Standards
Project Management Institute
A Guide to the Project

Management Body of Knowledge
(PMBOK® Guide)
To identify and describe that
subset of the PMBOK® that is
generally accepted
October 2004 8
PMBOK® Guide Architecture

• Project phases and life cycle
• Detailed descriptions
• Project stakeholders
•Organisational influences
PM Context
• Key management skills • Succint descriptions – ICB
• Social - Economic influences style
PM Processes groups to manage

a project or a project phase
• Initiating processes • Definitions of 39 processes
PM • Planning processes
• Executing processes • Allocation of each to a group of processes
Processes • Controlling processes • Identification of their interactions
• Closing processes
Definition of 9 Project Management knowledg areas and

description of those processes, out of the 39 processes, For each of the 39 processes
PM belonging to each PM area
• Project Integration Mgmt processes Definition & succint description
Knowledge • Project Scope Mgmt processes of
• Project Time Mgmt processes
Areas • Project Cost Mgmt processes • Inputs to the process
• Project Quality Mgmt processes
• Project Human Resources Mgmt processes • Tools and techniques to carry
• Project Communications Mgmt processes out the process
Appendices • Project Risk Mgmt processes
•Outputs of process 9
Glossary • Project Procurement Mgmt processes
PMI TITLE CHARACTERISTICS EXAMINATION APPLICATION PRIVILEGES PRICE
Certification
METHOD REQUIREMENTS
CAPM ™ • A CAPM is a • Submit one Category 1 • Validity: 5 • 300 $
Certified project Experience • Bachelor or yrs max. non-
System
Associate in management Verification equivalent • No memb
Project practitioner who form per University degree revalidatio er
Management has demonstrated participated • 1500 hours of PM n: Apply • 225
CAPM
fundamental project experience in the 5 for PMP or $,
project • Knowledge - groups of PM re-take memb
management based Processes CAPM er
knowledge and written • 24 non exam.
experience by examination: overlapping months
supporting 150 of PM experience in
projects using questions in previous 5 years
project 3 hours. • 23 contact hours
management of PM education in
tools, techniques, all 9 PM knowledge
and areas
methodologies. Category 2
While participating • High school
as a member of a diploma or
project team the equivalent 2ry
CAPM typically school credential
relies on • 2500 hours of PM
experienced experience in the 5
project groups of PM
management Processes
practitioners for
• Rest as in
guidance, Category 1
direction, and
approval.
• Acceptable and
valid level of
understanding
and knowledge of
Project
Management
October 2004 10
TITLE CHARACTERISTICS EXAMINATION APPLICATION PRIVILEGES PRICE
PMI PMP™
(Project
• Meet specific
METHOD
• Knowledge-
REQUIREMENTS
Category 1
• Bachelor or
• Validity: 3 • $555,
Certification
education and based yrs. non-
Management experience written equivalent • Revalidation: memb
Professional) requirements and examination University degree 60 PDU’s er
agree to adhere to • 400 • 4500 hours of • $405,
System
a code of questions in PM experience in memb
professional 4 hours the 5 groups of er
conduct PM Processes
PMP
• 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
October 2004 11
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 12
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 13
PMCDF Structure - 2
Section 2 - PM Knowledge / Performance Competencies
Purpose of 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
Purpose of 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 14
_. 1 Unit of Competence – Project Integration Management
_. 1.2 COMPETENCY CLUSTER: Planning
Elements Performance Criteria
Example
_. 1.2.1 Conduct .1 Determine the project plan development methodology
Project Plan .2 Identify the project stakeholders and project / organization responsibility
Development
of a K/P
relationships
®
(PMBOK 4.1) .3 Identify the interface points with other projects in the organisation
Element: .4 Develop a stakeholder management plan

.3 Define and utilize a Project Management Information System to assist
_1.2.1 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 assignments,
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 P ERFORMANCE COMPETENCIES

Demonstrate a knowledge and understanding of: Demonstrate an ability to develop a:
• The inputs to project plan development • Project management plan
• The tools and techniques utilised for the
• Stakeholder management plan
development of the project plan
October 2004• The outputs of project plan development 15
Example B.4. Managerial
of a B.4.3 Team Leadership
Personal Team Leadership is the intention to take a role as leader of a team or other group. It implies a desire to
lead others.
Competency Element Performance Criteria
Cluster: B.4.3.1 Demonstrates .1 Informs a person affected by a decision about what is
Team
leadership of the happening, ensuring the group has all of the necessary
project. information.
Leadership .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-à-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 .1 Leads directly those project team members with a direct
team. reporting relationship to the project manager.
.2 Invests extra time and effort over an extended period of time to
lead the project team.
October 2004 16
PMCD Framework
Structure
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 18
Project Manager Competency Summary Scorecard

PM Knowledge and Performance Competencies Project Manager: Assessment Date: Assessor:
Project Management Competency Summary Scorecard - 1

Component Initiation Planning Execution Controlling Closing
®
P M B O K Knowledge Areas) Knowledge Performance Knowledge Performance K n o w l e d g e Performance Knowledge Performance Knowledge Performance
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
HR Management
Communications Management
Risk Management
Procurement Management
# areas with no gaps
#area with marginal gaps
# areas with significant gaps
Personal Competencies Rating Scales
Traits Score Score PM Knowledge Competencies (Knowledge & Understanding)

Achievement and Action 0 Not Rated
Achievement Orientation 1 Exposed to Concepts - Familiar with terms and concepts.
Concern for Order, Quality,
and Accuracy 2 Development Needed - Exhibits a limited level of the knowledge and understanding expected.
Initiative 3 Proficient - Exhibits an acceptable level of knowledge and understanding of this area.
Information Seeking
Helping and Human Service Score PM Performance Competencies (Demonstrable Performance)
Interpersonal Understanding 0 Not Rated
Customer Service Orientation 1 Has not had opportunity to demonstrate one or more attributes of this competency.
Impact and Influence 2 Has not fully demonstrated this competency as described.
Impact and Influence 3 Has fully demonstrated this competency as described.
Organizational Awareness
Relationship Building Score Personal Cometencies (Behaviors and Motivators)
Managerial 0 Not Rated
Developing Others 1 Minimally Effective - Barely exhibits this competency the way we expect of PMs.
Directiveness; Assertiveness
and Use of Positional Power
2 Effective - Exhibits an adequate example of this competency across most situations.
Teamwork and Cooperation 3 Highly Effective - Exhibits a very good example of this competency across all situations.
Team Leadership
Cognative
Analytical Thinking Comments
Conceptual Thinking
Personal Effectiveness
Self-control
Self-confidence
Flexibility
Organizational Commitment
October 2004
# areas with significant gaps 19
Project Management Competency

Summary Scorecard - 2
PM Knowledge and Performance Competencies Project Manager: Assessment Date: Assessor:
Component Initiation Planning Execution Controlling Closing

PMBOK ® Knowledge Areas) Knowledge Performance Knowledge Performance Knowledge Performance Knowledge Performance Knowledge Performance
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
HR Management
Communications Management
Risk Management
Procurement Management
Score PM Knowledge Competencies (Knowledge & Understanding)
0 Not Rated
1 Exposed to Concepts - Familiar with terms and concepts.
2 Development Needed - Exhibits a limited level of the knowledge and understanding expected.
3 Proficient - Exhibits an acceptable level of knowledge and understanding of this area.
Score PM Performance Competencies (Demonstrable Performance)

0 Not Rated
1 Has not had opportunity to demonstrate one or more attributes of this competency.
2 Has not fully demonstrated this competency as described.
3 Has fully demonstrated this competency as described.
Project Management Competency

Personal Competencies
Summary Scorecard - 3 Rating Scales
Traits Score Score PM Knowledge Competencies (Knowledge & Understanding)

Achievement and Action 0 Not Rated
Achievement Orientation 1 Exposed to Concepts - Familiar with terms and concepts.
Concern for Order, Quality,
and Accuracy 2 Development Needed - Exhibits a limited level of the knowledge and understanding expected.
Initiative 3 Proficient - Exhibits an acceptable level of knowledge and understanding of this area.
Information Seeking
Helping and Human Service Score PM Performance Competencies (Demonstrable Performance)
Interpersonal Understanding 0 Not Rated
Customer Service Orientation 1 Has not had opportunity to demonstrate one or more attributes of this competency.
Impact and Influence 2 Has not fully demonstrated this competency as described.
Impact and Influence 3 Has fully demonstrated this competency as described.
Organizational Awareness
Relationship Building Score Personal Cometencies (Behaviors and Motivators)
Managerial 0 Not Rated
Developing Others 1 Minimally Effective - Barely exhibits this competency the way we expect of PMs.
Directiveness; Assertiveness
and Use of Positional Power
2 Effective - Exhibits an adequate example of this competency across most situations.
Teamwork and Cooperation 3 Highly Effective - Exhibits a very good example of this competency across all situations.
Team Leadership
Cognative
Analytical Thinking Comments
Conceptual Thinking
Personal Effectiveness
Self-control
Self-confidence
Flexibility
Organizational Commitment
October 2004 21
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 22
Organisational
Project Management Maturity Model
(OPM3)
Purpose: to help organisations to

implement their strategies
through projects
October 2004 23
OPM3 Structure
Knowledge
Assessment Tool
Improvement Tool
39 Portfolio management processes
39 Program management processes
39 Project management processes
586 best practices

For each best practice:
Capabilities Path
For each capability: Outcomes
For each outcome: Key Performance Indicators
October 2004 24
Project Management Professional Certification Center (PMCC)

- Japan
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
October 2004 25
I. Entry
Entry
II. Project Management

1)
Project Management
Definition, Basic Attributes, Frames
P2M
Architec
2) Project Management Common View
3) Integration Management
4) Project Management Segments
ture
5) Integrative Management Skills
III. Program Mangement Program 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
IV. Frame elements of Project Management 8) Value Management
Project Segment Management
Project Strategy Management Project Finance Management
Project Systems Management Project Organisation Management
Project Objectives Management Project Resources Management
Project Risk Management Information Technology Management
Project Relationships Management Value Management
Project Communications Management
Project Management Tower
Segment Management Common Pattern

P2M PROJECT RESOURCES MANAGEMENT
Practical It is necessary to plan, organize, adjust and control resources such as workforce, materials,
Guidelines finances, time, “fundamental resources”, and intellectual resources in an integrated manner
Environmental • Change in economic environment

• Shortage of human resources, particularly those with appropriate experience
Changes • Budget
Constraint • Shortening of development and project schedules
conditions • Development of technique
• Sophistication of requirements specifications
Objective Work process Results

• Resource plan • Identification of resources • Resource securing (necessary
• Achievement of requirements • Drafting of plans quality at necessary time within
specification the budget)
• Check on implantation
• Basic plan for budget control • Improvement in project results
• Improve measures
• Establishment of delivery time and and productivity
• Accumulation of resources
securing • Customer satisfaction
• Improvement in earningsfrom the project
• Resources (material resources, intellectual / technique resources, information resources

Knowledge • Cost data
database • Data on suppliers
• Management data
October 2004 27
Three levels of competence

TITLE CHARACTERISTICS EXAMINATION METHOD APPLICATION
REQUIREMENTS
PM - Sufficient knowledge to Knowledge-based written - No educational background

Specialist - understand business practice, examination nor business experience
(PMS) sufficiently communicate with required
members using appropriate
terminology, can contribute to
project teams
PM Ability: to lead projects as key Capability-based examin . - PMS qualification
Registered person, to control progress and - 1st stage (2 days): document - >3 yrs business experience
(PMR) proposed solutions, to motivate screening, essay (3 hrs), in projects
other members, to complete individual interview (30 min) - Business experience in 2 to
projects while persistently - 2nd stage (3 months): course 5 types of projects (according
maintaining human relationships test, 10 modules, 2,5 hrs/module to size of team)
PM - Accumulated experience as mgr in - Capability-based examination - PMR qualification

Architect large scale projects / programs - >10 yrs business
(PMA) Ability to be directly involved in experience in projects
creation, execution, management of - Business experience in 5 to
programs ; to propose solutions to 15 types of projects (according
problems ; to construct relationships to size of team)
in different fields and among
organisations with creativity, and
display leadership in realization of
programs
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 Strategic key perception (Sk): able to find strategic elements, prioritize
pattern orders and adopt measues against obstacles
III Integrated thinking Value pursuit (Vp): able to learn changes, maintain value and apply options
pattern
IV Leadership pattern Leadership for innovation (Li): able to take on reforms, make a decision and
change the present situation
V Deliberative behavior Management in planning (Mp): able to make plans for goals and resources,
pattern 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 Management in coordination (Mc): able to forecast progress, learn obstacles
pattern to progress and solve problems
VIII Human relationship Human communication (Hc): able to maintain teams, to motivate their
pattern 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
PRINCE2TM
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 30
The scope of PRINCE2

Mission
Strategy
Programmes
Project Operations
Expectations Tools
Techniques Benefits
People
PRINCE2
Business
October 2004 31
Elements of PRINCE 2
CHANGE
CONTROL BUSINESS CASE
Processes CONFIGURATION
MANAGEMENT ORGANISATION
Components
QUALITY IN
Techniques PROJECT
ENVIRONMENT
PLANS
Product based
MANAGEMENT
CONTROLS
OF RISK
planning
Change control
Quality review
Standard management products (templates)
October 2004 32
PRINCE2 process model

Directing a Project
Project PID
Mandate End Stage Report End
Initiating Highlight Project
a Project Report Report
Project
Brief
Managing
Starting up Controlling Closing a
Stage
a Project a Stage Project
Boundaries
Managing
Initiation
Project Product Stage Plan
Stage
Plan Delivery
Plan Exception Plan
Team Plan
Planning
October 2004 33
AIPM functions, elements and performance

criteria, range indicators, evidence guides
9 Functions Integration
Integration
L4 L5 L6
Scope
Time
Cost Elements
Elements Elements
for L4
Quality
Human
Resources Perf. Criteria
Communica for elements Perf. Criteria Perf. Criteria
tions in L4
Risk
Procurement Range
Range Range
indicators
indicators indicators
for L4
Evidences
Evidences Evidences
for L4
October 2004 38
Prince2 registration system

TITLE CHARACTERISTICS EXAMINATION APPLICATION PRIVILEGES PRICE
METHOD REQUIREMENTS
Foundation Measure capability Foundation None 100 £
to act as an Exam,
informed member of 2-3 days to
a project get to its level
management team + 1 hour
using PRINCE2™ closed -book
method within a exam.
project environment (multimedia
using PRINCE2™ course
available too)
Registered Measure capability Practitioner None 5 years 208 £
Prince2™ to apply PRINCE2™ exam, validity, after
Practitioner to the running and 5 days which a re-
managing of a preparation registration
project within an course, of exam,
environment which the 5th internet and
supporting day is for paper-based,
PRINCE2™ taking both one hour
exams
+ 3 hours
open book
duration, (a
scenario
background
and 3
questions).
61% pass
rates
October 2004 34
Australian Institute of Project Management
AIPM National Competency

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

Project Management
Charac- Autonomy Responsibili Complexity Context for Choice and Discretion
teristic ty and of Skill and application range of and
accounta- knowledge contingen - judgement
bility cies
Level
Level 4
“Apply”
Level 5
“Guide”
The text in the cells define the
different characteristics for the
three levels
Level 6
“Manage”
October 2004 37

Integration
L4 L5 L6
Scope
Time
Cost Elements
Elements Elements
for L4
Quality
Human
tions in L4
Risk
Procurement Range
Range Range
indicators
for L4
Evidences
Evidences Evidences
for L4
October 2004 38
Considerations to improve ICB

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 definition of a project as a value creation undertaking
P2M Project Strategy management
P2M concept of Project Value Management
P2M relationships management
Include P2M service model?
October 2004 41
Considerations to improve ICB

ICB taxonomy criteria could PMCDF performance criteria mean
incorporate most PMBOK Guide Quality in performing project
processes,tools and techniques management vs. ICB quantitative
experience.
Inclusion in ICB of aspects such as
PMCDF 0 to 3 score system, worthy
Project Communications planning
to compare.
Project Office
There are PMCDF aspects of
Internationalisation personal competence which are not
Process interactions and their included in ICB
customisation
Stakeholder management is of the
Project Plan upmost importance for success:
Integrated change control New ICB element?
Quality Assurance OPM3 might be helpful to further
Quality control develop ICB elements
Relationships to other management 2. Project Management
disciplines Implementation
Some key general management 3. Management by projects
skills 5. Project Context
30. Standards and regulations
36. Organisational learning
OPM3 implementation is an example
October 2004 40
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 Pérez-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 PMI®’s 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
PMI®’s professional development program, including
§ Certification of Project Management Professional (PMP®).
§ Certification of Certified Associate in Project Management (CAPMTM).
§ Accreditation of educational programs in project management.
The PMBOK® Guide does not address neither the project manager’s personal skills (IPMA’s
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 PMI®’s 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 Knöpfel and Francisco Pérez-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 Integrated planning Planning processes group: 21

(4) incl. supporting processes across all nine Knowledge
Areas (Figure 1)
New? Execution: Executing processes group: 7

(17) Changing and detailing of plans processes across 5 Knowledge Areas
incl. supporting (Figure 2)
Change management: 2 processes:

Integrated Change Control; Scope
Change Control
Supporting (?)
20 Integrated controlling Controlling processes Group: 8

incl. monitoring, processes, across 7 Knowledge
for planning and for execution Areas
11 Close out Closing Processes Group, including

Administrative closure and Contract
closeout
Process
Initiating
Know- Group Processes Planning Processes
ledge Area
Integration Project Plan
Mgmt Development
Scope Scope Scope

Initiation Planning
Mgmt Definition
Activity Sequencing
Time Mgmt Activity Schedule
Definition Activity Duration Estimating Development
Cost Mgmt Resource Cost Cost

Planning Estimating Budgeting
Quality Quality
Mgmt Planning
Human Organisational Staff Acquisition

Resource Planning
Mgmt
Communications Communications
Mgmt Planning
Risk Mgmt Risk Mgmt Risk Identi- Qualitative Risk Analysis Risk Response
Planning fication Planning
Quantitative Risk Analysis
Procurement Procurement Solicitation

Mgmt Planning Planning
Figure 1. Initiating and Planning Processes
Process
Know- Group Control Closing
Project Execution Processes
ledge Area Processes Processes
Integration Project Plan Execution Integrated

Mgmt Change Control
Scope Verification
Scope
Mgmt Scope Change Control
Time
Schedule Control
Mgmt
Cost Cost Control

Mgmt
Quality
Mgmt Quality Assurance Quality Control
Human
Resources Team Development
Mgmt
Communications Administrative
Information Distribution Performane Reporting Closure
Mgmt
Risk Mgmt Risk Monitoring

and Control
Procurement Solicitation Source Contract Contract

Mgmt Selection Administration Closeout
Figure 2. Executing, Controlling and Closing Processes
PM general elements
Actions of project management personnel; not directly containing project management

content
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 Create procedures Part of 4.1 Project Plan Development

(2, 31) (incl. tools, processes) Process
30 Standards and regulations 2.5.1 Standards and Regulations
31 Solve problems Processes not defined. Included in

General Management Knowledge and
32 Meet, negotiate
Performance
24 Lead, decide
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 Integrate Project Integration Management

(4) (management activity) 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 4.1 Project Plan Development

incl. status reports
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)
43 (1) Communicative PMI treats these aspects in its Project

Management Competence
43 (1) Accepted (by team, clients)
Development Framework.
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
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 Not covered
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
SUMMARY COMPARISON BETWEEN PMBOK ® GUIDE AND ICB
PMBOK® Guide chapters ICB competence element ranges
Organisation
, information,
1-9 General,
managemen
impression
processes
Related to
Methods,
Personal
strategic
attitudes
General
general
Techn.
quality
10-21
22-30
31-42
43-50
51-60
Ref Description
t
Key knowledge included
Question: Which chapter of the ®
PMBOK® Guide is in which in ICB. PMBOK Guide
competence range of the ICB? adds detailed specific
(and top line: to what extent are descriptions of proces- not in not in
the competence ranges of the included in ICB to a ses, tools, techniques, included in ICB to a included in ICB to a ®
PMBOK PMBOK®
ICB included in the PMBOK® larger or smaller extent processes outputs, larger extent much larger extent
Guide Guide
Guide?) above the objectives of
ICB. NCB's Taxonomies
criteria should include
them as needed.
Part I Project management framework
included in ICB, show element in ICB for the

1 Introduction specific elements
relations in element 1 info, docu, reports
included in ICB as
specific element, in several specific elements several specific elements
2 Project Management Context
PMBOK® Guide: more in the ICB in the ICB
than "context"
should be included in the start-up, controlling and business processes in

3 Project Management Processes
ICB to a larger extent close-out in the ICB the ICB
Project management knowledge

Part II
areas
integrated planning /
ICB: separate plans in
4 Project integration management project plan should be
several elements
included in the ICB
included in one ICB

5 Project scope management
element
included in one ICB

6 Project time management
element
included in two ICB

7 Project cost management elements, ressource
mgt. in sep. elem.
included mainly in one

8 Project quality management
ICB element
included in three ICB

Project human resource elements, little about
9
management organisation in PMBOK®
Guide
one element
Project communications one element information communicat. in the ICB,
10
management in the ICB a whole chapter in the
PMBOK® Guide
included in one ICB

11 Project risk management
element
Project procurement included in three ICB

12
management elements
International Project Management Association PMI ® Certification System
PROJECT MANAGEMENT INSTITUTE CERTIFICATION SYSTEM
TITLE CHARACTERISTICS EXAMINATION METHOD APPLICATION REQUIREMENTS PRIVILEGES PRICE

CAPM ™ • A CAPM is a project management • Submit one Category 1 • Validity: 5 yrs max. • 300 $ non-
Certified Associate in practitioner who has demonstrated Experience Verification • Bachelor or equivalent University • No revalidation: member
Project Management fundamental project management form per participated degree Apply for PMP or re- • 225 $, member
knowledge and experience by project • 1500 hours of PM experience in the 5 take CAPM exam.
supporting projects using project • Knowledge-based groups of PM Processes
management tools, techniques, and written examination: • 24 non overlapping months of PM
methodologies. While participating as 150 questions in 3 experience in previous 5 years
a member of a project team the CAPM hours. • 23 contact hours of PM education in all
typically relies on experienced project 9 PM knowledge areas
management practitioners for Category 2
guidance, direction, and approval. • High school diploma or equivalent 2ry
• Acceptable and valid level of school credential
understanding and knowledge of • 2500 hours of PM experience in the 5
Project Management groups of PM Processes
• Rest as in Category 1
PMP™ (Project • Meet specific education and • Knowledge-based Category 1 • Validity: 3 yrs. • $555, non-
Management experience requirements and agree to written examination • Bachelor or equivalent University • Revalidation: 60 member
Professional) adhere to a code of professional • 400 questions in 4 degree PDU’s • $405, member
conduct hours • 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
38
ICB Revision Project Comparison of ICB with other PM standards - October 2004
International Project Management Association Project Manager Competence Development Framework(PMI ®)
COMPARISON BETWEEN PMI / PMCDF AND IPMA / ICB+ICRG
By Klaus Pannenbäcker, 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 Personalität

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.
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 one’s 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 IPMA GPM

Performance of
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.
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
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
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
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:
Picture-6: Numbering scheme of PM Knowledge and Performance Competencies
Picture-7: Numbering scheme of the PM Knowledge and Performance Units of Competence
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 Kommunikationsfähigkeit
Attitudes 2 Initiative, Engagement, Initiative, Engagement,
Enthusiasm, Ability to Begeisterungsfähigkeit,
Motivation Motivationsfähigkeit
Behaviour 3 Ability of Getting in Contact, Kontaktfähigkeit, Offenheit

Opennes
Knowledge 4 Sensibility, Self Control, Ability Sensibilität, Selbstkontrolle,

of Value Appreciation, Wertschätzungsfähigkeit,
Readiness for Responsibility, Verantwortungsbewusstsein,
Personal Integrity persönliche Integrität
Personality 5 Conflict Solving, Konfliktbewältigung, Streitkultur,

Argumentation Culture, Fairness
Fairness
Skills 6 Ability of Finding Solutions, Lösungsfindungsfähigkeit,

Holistic Thinking ganzheitliches Denken
7 7 Loyalty, Solidarity , Loyalität, Solidarität,

Readiness for Helping Hilfsbereitschaft
8 8 Leadership Ability Führungseigenschaften

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.
3. PMCDF Element and Structure
Picture-10: Detailed hierarchy of PMI´s 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 Unit of Competency Elements of Competence
ng Competence Cluster
1. Project Integration
Management
1.1 Initiating
1.1.1 Identify and Document Project
Needs. Developing Project-Related
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
(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
………. …………………. …………………. …………………………………..

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
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)
………. …………………. …………………. …………………………………..

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)
………. …………………. …………………. …………………………………..
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
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
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
………. …………………. …………………. …………………………………..

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
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 Part of your Part of your
experience NCB 2004 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
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
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 Application with CV, Self
Performance Criteria Assessment, Project List
Stage 2 Determine Desired Levels of Examination, (optional)
Proficiency Workshop or Seminar, Project
Report
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)
OPM3 (ORGANISATIONAL PROJECT MANAGEMENT MATURITY)
by Francisco Pérez-Polo
OPM3 ARCHITECTURE
Organisational
Project Management Maturity Model
(OPM3)
Purpose: to help organisations to

implement their strategies
through projects
October 2004 23
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
• Set up a continuous improvement
program
Structure
Knowledge
Assessment Tool
Improvement Tool
39 Portfolio management processes
39 Project management processes
586 best practices

For each best practice:
Capabilities Path
For each capability: Outcomes
For each outcome: Key Performance Indicators
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 people’s

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
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
organisation’s 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.
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
Process2
Process3
Process1
Best
practice 3 Best
Best practice 3
Best practice 2
practice 1
Cap Cap
Cap
Cap Cap
Cap
Cap Cap Cap
Cap Cap
Cap
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
Maturity growth
t
in a domain
men ing
e g
p rov n Initia
tin
es
se
s Plann
ces
se
s
s im nsioImprove pro
c
pro
es e
p roc Dim Control
4 ges
sta Measure Individual Project
Standardise
October 2004 Best Practices
Each process goes through four maturity improvement stages

• Standardise
• Measure
• Control
• Improve
Maturity growth Dimensions

ion
PPP Dimension
imens
ID
SMC 39 Portfolio management processes
39 Individual projects management processes
October 2004
OPM3’s 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.
Using OPM3
1. Prepare for
Assessment
4. Implement 2. Perform
Improvement Assessment
Questionnaire Best practices

in use
Decide best practices
3. Plan for Improvement Improving
to examine further
Planning
Directory
Capabilities
For each best practice, Outcomes
check KPIs
October 2004
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
organisation’s current project management maturity status.
The team does that using the interactive assessment questionnaire of OPM3’s
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
team’s answers had been correct.
B. The list of the best practices that are not in place, according to the team’s
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.
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 organisation’s 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.
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 - Sufficient knowledge to understand Knowledge-based written examination - No educational background nor - P2M Club members - No information
Specialist business practice, business experience required
- validity: 5 years
(PMS)
- sufficiently communicate with members
- Revalidation through
using appropriate terminology,
CPU’s
- can contribute to project teams
PM - Ability: - Capability-based examination - PMS qualification - validity: 5 years - 1st stage: 60,000
Registered Yen (600 USD)
- to lead projects as key person, - 1st stage (2 days): document - >3 yrs business experience in - Revalidation through
(PMR)
screening, essay (3 hrs), individual projects CPU’s - 2nd stage: 400,000
- to control progress and propose
interview (30 min) Yen (4,000 USD)
solutions, - Business experience in 2 to 5 - Candidates to be member
- 2nd stage (3 months): course test, types of projects (according to of PMS examination
- to motivate other members,
10 modules, 2,5 hrs/module size of team) preparation committee
- to complete projects while persistently
maintaining human relationships
PM Architect - Accumulated experience as manager in - Capability-based examination - PMR qualification - validity: 5 years Not operating yet
(PMA) large scale projects (programs)
- >10 yrs business experience in - Revalidation through
- Ability to be directly involved in creation, projects CPU’s
execution, and management of
- Business experience in 5 to 15 - Candidates to be
programs
types of projects (according to instructor / examiner for
- Ability to propose solutions to problems size of team) PMR
- Ability to construct relationships in

different fields and among organisations
with creativity, and display leadership in
realization of programs
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
Mind pursuing results What talent is required of Faithful to one’s belief What is your faith in life or profession?
entrepreneurs?
Please explain your experience in Show an example of action taken without yielding
which your talent was displayed to opposing forces
Energy pursuing What type of leader are you? Professional norm What is the most important discipline in this
results profession?
Where does psychological energy What do you do in your daily life to meet the
come from? norm?
Capacity for empathy What is required to produce empathy Leadership ability Please describe your leadership ability by giving
in a team? an example of your actions
What would you do if you cannot Please make self-assessment of your leadership
achieve empathy? ability
Responsibility for What is responsibility for results? Self restraint Please describe your method of self-restraint by
results giving instances
What talent is needed for fulfilling a Please describe good ways and means of
leaders’s responsibility? controlling your feelings
Persuasiveness Please explain persuasion power Voluntary and positive Please describe how your positive attitude helped
inside a team attitude you overcome difficulties at work
Please explain your experience as to Please describe the improvement of your attitude
the persuasiveness to exterior in your daily life, which helped you overcome
organizations 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
PRINCE 2 Management Overview
Slide 1
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 2
Project Management Process Maturity

Model (PMM)
Slide 3
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 4
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, S upplier, 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 5
Definition of a project
‘A temporary management environment,

specifically designed to deliver one or more products
according to a predefined Business Case’
Slide 6
Success
• on time, within budget, according to the desired

quality
and
• the deliverables have a clear added value for the

Business (Business Case)
Slide 7
The scope of PRINCE2
Mission
Strategy
Programmes
Project Operations
Expectations Tools
Techniques Benefits
People
PRINCE2
Business
Slide 8
Exclusions of Prince2
programme
management
project social
management skills
techniques
specialist
work
Slide 9
Elements of PRINCE 2
• processes
• components
• techniques
• standard management products (templates )
Slide 10
PRINCE2 process model

Directing a Project
Project PID
a Project Report Report
Project
Brief
Managing
Starting up Controlling Closing a
Stage
Boundaries
Managing
Initiation
Stage
Plan Delivery
Plan Exception Plan
Team Plan
Planning
Slide 11
PRINCE2 major decision points

Directing a Project WHY
2 3
Project PID
a Project Report 5 Report
Project
Brief 4
Managing
HOW
1 Starting up Controlling Closing a
Stage
Boundaries
Managing
Initiation 6
Stage WHAT
Plan Delivery
Plan Exception Plan
Team Plan
Planning
Slide 12
The 8 components
CHANGE
CONTROL BUSINESS CASE
CONFIGURATION
MANAGEMENT ORGANISATION
QUALITY IN
PROJECT PLANS
ENVIRONMENT
MANAGEMENT
CONTROLS
OF RISK
Slide 13
PRINCE 2 techniques
• product-based planning
• change control
• quality review
Slide 14
Project organisation
Corporate or Programme Management
Project Board
Senior User Executive Senior Supplier
Project
Project Assurance
management
team
Project Manager
Project
Support
Team Manager
Slide 15
3 Plan levels
Programme Plan Project Plan
Stage Plan Exception Plan
Team Plan
Slide 16
Some Controls ‘at work’
Stage Plan
Product Description Exception End Stage
Project Board Report Report
Highlight
Report
Exception End stage

assessment assessment
Project Manager
Stage
Workpackage Workpackage Project Issue

Quality
Control Change Control
Checkpoint
Report
Team Manager
Specification
Design
Build
Slide 17
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 18
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 19
Address in ICB3 above Prince2
• Stakeholder management
• Project success
• Directing principles
Slide 21
PRINCE2 REGISTRATION SYSTEM

TITLE CHARACTERISTIC EXAMINATIO APPLICATION PRIVILEGES PRICE
S N METHOD REQUIREMENT
S
Foundation Measure capability to act Foundation 100 £
as an informed member None
of a project management
Exam,
team 2-3 days to
using PRINCE2™ method get to its level
within a project
environment using
+ 1 hour
PRINCE2™ closed-book
exam.
(multimedia
course
available too)
Registered Measure capability to Practitioner 5 years 208 £
apply PRINCE2™ to the None
Prince2™ running and managing of
exam, validity, after
Practitioner a project within an 5 days which a re-
environment supporting preparation registration
PRINCE2™ course, of exam,
which the 5th internet and
day is for paper-based,
taking both one hour
exams
+ 3 hours
open book
duration, (a
scenario
background
and 3
questions).
61% pass
rates
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
AIPM Structure
Introduction
Appendix 2
Detailed description of
Use of the standards
9 competency standards
Independent definition Design and structure for each of the
of key competences ’ of standards levels 4, 5 and 6
Guidelines
Evidences Assessment Process Assessment
What theStandard
will give you Appendix 1
it describes generically
the 8 levels of the
Australian
Background Standards Framework,
on the nature of projects, Glossary
project management on Competency Standards
and project managers and on Project Mngmt
October 2004 36
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.
The three competence levels applicable to

Project Management
Charac- Autonomy Responsibili Complexity Context for Choice and Discretion
teristic ty and of Skill and application range of and
accounta- knowledge contingen - judgement
bility cies
Level
Level 4
“Apply”
Level 5
“Guide”
The text in the cells define the
different characteristics for the
three levels
Level 6
“Manage”
October 2004 37

Integration
L4 L5 L6
Scope
Time
Cost Elements
Elements Elements
for L4
Quality
Human
tions in L4
Risk
Procurement Range
Range Range
indicators
for L4
Evidences
Evidences Evidences
for L4
October 2004 38
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.

Integration
L4 L5 L6
Scope
Time
Cost Elements
Elements Elements
for L4
Quality
Human
tions in L4
Risk
Procurement Range
Range Range
indicators
for L4
Evidences
Evidences Evidences
for L4
October 2004 38
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

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International Project Management Association

Comparison between ICB

ICB Revision Project Core team members

Purpose of this document:....................................................................................................2

Part 1 Global Comparison between ICB and other Project Management

Part 2 Presentation of Other Project Management Standards................................. 6

Part 3 Additional information about other standards.................................................25

Project Management Institute Certification System................................................................ 38

Comparison between PMI / PMCDF and IPMA / ICB+ICRG .................................................. 39

OPM3 (Organisational Project Management Maturity)........................................................... 62

PMCC (Japan) Certification System.................................................................................... 71

Part 4. A Comparison between the ICB and the AIPM National

PURPOSE OF THIS DOCUMENT:

None May be used It should be Totally

Number of projects focused Single Program Projects

Shows Tells what Defines the Describes Details how

Hard aspects (Tools, techniques, methods) a PM has to be competent in

Assessment: Individual No means to Competency Competency Helps to set Describes

Project Manager assessment in hard aspects (e.g. ICB 42 elements of competence)

Organisational project management No means to Helps to Contains Helps to set Describes

Project Management Institute

A Guide to the Project

PMBOK® Guide Architecture

PM Processes groups to manage

Definition of 9 Project Management knowledg areas and

PMI TITLE CHARACTERISTICS EXAMINATION APPLICATION PRIVILEGES PRICE

TITLE CHARACTERISTICS EXAMINATION APPLICATION PRIVILEGES PRICE

Project Management Institute

Project Manager Competence

A standard to provide individuals and organisations

_. 1 Unit of Competence – Project Integration Management

_. 1.2 COMPETENCY CLUSTER: Planning

Elements Performance Criteria

Element: .4 Develop a stakeholder management plan

_1.2.1 in the gathering, integration, interpretation, and dissemination of the

Examples of Self-Assessment Guidelines

KNOWLEDGE COMPETENCIES P ERFORMANCE COMPETENCIES

Example B.4. Managerial

of a B.4.3 Team Leadership

Competency Element Performance Criteria

Cluster: B.4.3.1 Demonstrates .1 Informs a person affected by a decision about what is

Project Manager Competency Summary Scorecard

Project Management Competency Summary Scorecard - 1

Personal Competencies Rating Scales

Traits Score Score PM Knowledge Competencies (Knowledge & Understanding)

Project Management Competency

Component Initiation Planning Execution Controlling Closing

Score PM Performance Competencies (Demonstrable Performance)

Project Management Competency

Traits Score Score PM Knowledge Competencies (Knowledge & Understanding)

PMCD Framework Glossary

Project Management Institute

Purpose: to help organisations to

39 Portfolio management processes

39 Program management processes

39 Project management processes

586 best practices

Project Management Professional Certification Center (PMCC)

A Guidebook of Project and Program

II. Project Management

III. Program Mangement Program Management

Project Segment Management

Project Strategy Management Project Finance Management

Project Systems Management Project Organisation Management