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ICB Competence, Project Standards

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The element for ICB technical competencies

The element for ICB technical competencies

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  • 1. ICB’s Main Technical Competence Element Prepared By: Ujjwal Kumar Joshi
  • 2. INTRODUCTION Generally, the Technical Competencies Elements deals with the elements that are required :  To initiate and start,  To manage the execution  To close a project. This order can differ depending on the kind, size and complexity of a project and other influencing factors. The Technical Competence Project management success Interested parties Project requirements and Objectives Risk and opportunity Quality Project Organization Teamwork Problem Resolution Project Structure Scope and deliverables
  • 3. PROJECT MANAGEMENT SUCCESS  Project management Success is the appreciation of the project management result by the relevant interested parties. Following are the comparisons between the ICB and PMBOK: Internal Competence Baseline PMBOK ICB states that in order to get success in the project, the project’s objectives should be clear and agreed by all the key stakeholders. PMBOK states that the Project can be successful only if the set criteria meets the milestones , budgets and so on.
  • 4. INTERESTED PARTIES (STAKEHOLDERS)  Interested Parties also refers to ‘Stakeholders’, ‘Clients’ or the ‘Customers’. They are people or groups, who are interested in the project or in it’s success , who are generally affected by the project. Following are the comparison between ICB and PMBOK: Internal Competence Baseline PMBOK Here the interested parties are stakeholders, who are managed differently based on their interest and influence. The stakeholders, as stated in PMBOK, have responsibilities ranging from occasional contributions in surveys and focus groups to full project sponsorship (financial and political support).
  • 5. PROJECT REQUIREMENTS & OBJECTIVES  PROJECT REQUIREMENTS consists of the identification, definition and agreement of the project to meet the needs and expectations of interested parties, especially those of the customers and users. While the PROJECT OBJECTIVE is to produce the agreed end results, especially the deliverables, in the time-frame required, within budget and within acceptable parameters of risk. Its Process steps Includes;  Gather, document, and get agreement on project requirements.  Develop a business case and project strategies and place them under change management.  Define project objectives, appraise the project, carry out a feasibility study, and establish a project plan.  Communicate progress and changes.  Validate requirements at key points in the project life-cycle.  Assess compliance with project objectives and requirements and seek authorization for the project.  Set up project review process.
  • 6. RISK & OPPORTUNITY o Risk and Opportunity management is an ongoing process taking place during all phases of the project life cycle, from initial idea to project close-out. At project close-out the lessons learnt in risk and opportunity management throughout the project are an important contribution to the success of future projects. Its Process steps Includes;  Identify and assess risks and opportunities.  Develop a risk and opportunity response plan and have it approved and communicated.  Update the different project plans affected by the approved risks and opportunities response plan.  Assess the probability of attaining time and cost objectives, and keep doing it during the project.  Continuously identify new risks, reassess risks, plan responses and modify the project plan.  Control the risk and opportunity response plan.  Document lessons learnt and apply to future projects; update risk identification tools.
  • 7. QUALITY  Quality of the project is the degree to which a set of inherent characteristics fulfills the project.  ensures long-term business success through customer satisfaction.  Customer/user will be involved to review to ensure compliance with the product requirements.  Validation of project quality is carried out via procedures such as quality assurance,(QA), Quality Control (QC), and project and product audits.
  • 8. Project Organization • Group of people and associated infrastructure with an arrangement. • Normally has a shorter life and changes more rapidly than the permanent organization • The performance of a project organization depends on the personnel working in it.
  • 9. Comparison with PMBOK  The technical competences of ICB are adequately covered in PMBOK.  Quality, teamwork,procurement, monitor and control, information distribution and closing are covered in both the standards.
  • 10. TEAMWORK • Teamwork covers the management and leadership of team building, operating in teams and group dynamics. • Teams are groups of people who work together to realize specific objectives. • The project manager needs to continually develop the team and its member throughout the life cycle of the project Possible process steps:Possible process steps:  Form (develop a common sense of purpose)  Storm (assign of roles, responsibilities and tasks to aid control)  Norm (openness is how team members can work together)  Perform (develop interdependency to obtain to obtain outstanding results)  At the conclusion of the project, hand over the project deliverables to the line organization and disband the team  Document the lessons learnt and apply to future projects
  • 11. PROBLEM RESOLUTION • Problem resolution is a part of the project life-cycle. Options to resolve problems may involve reducing the scope of project deliverables, increasing its time-frame, or providing more resources. • The project team can use problem solving sessions as an exercise for the team and make the team united. Possible process steps:Possible process steps:  Include procedures for detecting problems in the project plan  Identify when situations arise where there is a need for problem solving  Analyse the problem and identify its root cause  Apply creative methods to capture ideas to solve the problem  Evaluate the ideas and select a preferred option  Implement and review the effectiveness of the selected solution  Document the whole process and ensure that lessons learnt are applied to future projects
  • 12. Project Structure  The assessment should be planned and structured in a manner which ensures that all scheme requirements are objectively and systematically verified.  Following are the Components of the Assessment:  Entry requirements  Written exam  Report  Workshop  Interview
  • 13. Scope and Deliverables  The project scope defines the boundaries of a project  The project deliverables define the tangible and intangible assets created by project. Possible process steps: 1. Define interested parties’ requirements and objectives. 2. Agree appropriate deliverables with the interested parties. 3. Define project scope and control it in all project phases. 4. Update the deliverables and scope when changes are agreed with the interested parties. 5. Control the quality of the deliverables. 6. Formally hand over the deliverables to the interested parties. 7. Document the lessons learnt and apply to future projects.
  • 14. Thank You For your Attention!

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