The document discusses project management competencies and certification. It begins by defining key terms like crisis and then discusses how times of crisis can spur positive changes in organizations through increased effectiveness, efficiency, and skills development. It emphasizes that tomorrow's project management requirements are already here and will include skills like IT mastery, language abilities, and virtual collaboration. Superior project management competencies are described as key to surviving in unpredictable environments. The document also provides an overview of project portfolio management, certification benefits for individuals and organizations, and the International Project Management Association (IPMA) certification processes and competency baseline (ICB).

1. Projektledarkompetens i världen
Project management competencies
in the (IPMA) world
Mag. Brigitte Schaden
IPMA President
Stockholm, November 18th, 2009

2. Don t waste the
crisis!
Lisbon, September 16th, 2009

3. Crisis
• Greek origin „krísis“
- Opinion, estimation, differentiation, decision
- Uncertainty; unstable critical situation
- Escalation (critical situation)
• A crucial or decisive point or situation; a turning point
where decisions are needed

4. Crisis
• Are discontinuities of normality
• Generate chaos and disorientation
• Enhance the development of individual survival skills
• Require re-orientation and high engagement
• They are affected by high emotionality (shock, panic,
anxiety, rage, powerlessness, mourning)
• Are of utmost urgency
• May cause questions of meaning / search for meaning
• Trigger changes

5. Project management & the crisis
Times of changes offer the chance to initiate necessary
and inevitable processes:
• Increased effectiveness and efficiency
• Increased customer & quality orientation
• Identification of possible savings or new profit
prospects/earnings, innovative results, efficient time
management
• Profound knowledge and education, additional
skills/qualification, ongoing constant educational
training programs and pm-certifications

6. Tomorrow’s requirements
- already here this morning!
• Mastering IT
• Language skills
• Ability to work in a cross cultural environment
• Thriving in virtual organisation – working around the clock
- around the globe
• Working in matrix contexts, less and less in the line
organisation
• Business understanding
– Knowing our customers, suppliers, competitors,
internal processes, logistics etc.:

10. Superior
Project Management Competencies
is the (- only?) key to survive in this ocean of
threats and opportunities

11. Controlling the variety
„The secret of success is not predicting the future, it
is creating an organization that will thrive in a future
that cannot be predicted.”
M. Hammer
Ashby‘s law (The Law of Requisite Variety)
“If a system is to be stable the number of states of
its control mechanism must be greater than or equal
to the number of states in the system being
controlled.”

12. Portfolio
• Latin „portare“ – to carry & „folium“ - the leaf
• A collection/accumulation/mix of objects of a certain type
Project portfolio
• A project portfolio is the amount of all projects within an
organization. These projects are jointly coordinated to
enhance the benefit of an organization in comparison to
an independent examination of each project.

13. Project portfolio
It is recommended to bundle those projects of organizations
which meet the following criteria/circumstances:
• The projects are within an organization or belong to a
part of an organization
• They are comparable
• There exists a dependency/connection/relation
between the projects (as regards content, ressources
or project owner)
• Together (integrated) they generate
synergies/potentials

14. Project portfolio management
Duties/Responsibilities/Functions:
• Permanent planning
– Definition of projects and programs to enhance the realization of super-
ordinate organizational goals and objectives
– Evaluation of submitted projects
• Prioritization
– The approval, deferral and rejection of project proposals
• Comprehensive control (overlapping)
– comprehensive project- and quality management of comprehensive
project- and quality management functions as well as
– comprehensive information- and knowledge-management
• Continuous surveillance of all projects within an organization

15. „There is nothing so useless as doing efficiently
that which should not be done at all.“
Peter Drucker - writer, management consultant

16. McKinsey Global Survey (2007)
Authorized Projects Rejected Projects
21%
Should not
have been
40%
authorized
Should have
1 been
1
21% 2 authorized 2
58% 3
Should have
60%
been
cancelled

18. Project Management Certification
• Formalized verification of
your knowledge level
• Assessment of project
managers’ competence
in management of
projects, carried out
through assessment of
knowledge, experience
and leadership
behaviour

19. Benefits of PM Certification
for the project management personnel
 Proof of their competence
 An internationally acknowledged certificate of
their professional competence
 Personal advantages for their career path and
in competition
 More success in projects
 To stimulate competence development
(Certification is also a learning process)

20. Benefits of PM Certification
for organisations - 1
 Instrument for focusing on PM training efforts
 To document to the market that the
organisation has professional project managers
 To visualise the career process for project
managers in the organisation
 To make the competence visible

21. Benefits of PM Certification
for organisations - 2
 To make the organisation more attractive
 To set up demands for PM jobs
 Customer requirements
 To match the growing demand for verifying
maturity both from the vendors and from
the clients side (bidding processes)
 Instrument for ensuring quality in PM

22. Benefits of PM Certification for the clients
 More certainty to get the state-of-the-art
services from project, programme and
portfolio management professionals

23. Legal Registration
• Trademark IPMA
• Trademark IPMA Level A
• Trademark IPMA Level B
• Trademark IPMA Level C
• Trademark IPMA Level D
• Logo

24. Project Management Certification & ICB 3

25. PM Certification Processes
Title Capabilities Certification Process Validity
Stage 1 Stage 2 Stage 3
Certified
Projects A
Director Optio- Project
(IPMA Level A) nal report
5 years
Competence Application, e.g.
Certified = knowledge curriculum work-
Project + experience B vitae, self shop, Interview
Manager + personal assessment semi-
(IPMA Level B) attitude references nar
project list
Certified e.g.
Project work- Exam
Management C shop,
Professional report 5 years
(IPMA Level C)
Certified Application,
Project curriculum
Management Knowledge vitae, self Exam
D 5 years
Associate assessment
(IPMA Level D)

26. The ICB 3

27. The eye of competence
Project management
1.01 2.01 Leadership 3.01 Project orientation
success
Interested parties
1.02 2.02 Engagement & motivation 3.02 Programme orientation
Project requirements
1.03 2.03 Self-control 3.03 Portfolio orientation
& objectives
Project, programme &
1.04 Risk & opportunity 2.04 Assertiveness 3.04
portfolio implementation
1.05 Quality 2.05 Relaxation 3.05 Permanent organisation
1.06 Project organisation 2.06 Openness 3.06 Business
Systems, products &
1.07 Teamwork 2.07 Creativity 3.07
technology
1.08 Problem resolution 2.08 Results orientation 3.08 Personnel management
Health, security, safety
1.09 Project structures 2.09 Efficiency 3.09
& environment
1.10 Scope & deliverables 2.10 Consultation 3.10 Finance
1.11 Time & project phases 2.11 Negotiation 3.11 Legal
1.12 Resources 2.12 Conflict & crisis
1.13 Cost & finance 2.13 Reliability
1.14 Procurement & contract 2.14 Values appreciation
1.15 Changes 2.15 Ethics
1.16 Control & reports
Information &
1.17
documentation
1.18 Communication
1.19 Start-up
1.20 Close-out

28. IPMA certification advantages
• How the knowledge is acquired is irrelevant
• Assessment by human beings (assessors)
• Assessment of behaviour
• Feedback regarding areas for improvement
• 4 levels of certificates
• National language (cultural diversity)

29. PM Certification trends
• More mutual recognition
• Customized process
• Same process in all countries
• Three different cases....

30. Survey of the Deutsche Bank Research
• In 2020 the project management industry will
account for 15% of the value added
• In 2007 it accounted for 2% of the value added

31. IPMA Growth 1997-2009
45000 Members
40000
35000
30000
25000
20000
15000
44624
40785
10000
38187
30290
32769
29942
23553
26780
22032
18358
13305
11855
16251
5000
0
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009

33. The future….
• “mutual recognition”
• Co operations and alliances
• Cultural diversity
• Public sector, governments, EU, world bank, etc.
• Certification:
– Bidding systems, customer requirements
– Qualification, career path

34. Top Ten Trends in
Project Management (1-5)
• Investment in PM training as counter-effect in economically
difficult times
• Better and faster decisions on and in projects
• Critical thinking as a core PM competency
• Increasing relevance of the PMO
• Mutual dependencies between PM and business analytics
ESI International: Diane Johnson

35. Top Ten Trends in
Project Management (6-10)
• Project managers are taking over leadership functions in
organizational change processes
• Challenges regarding the communication of virtual teams
• Acquisition of PM certifications
• Controlling the overlapping functions between project
managers and business analysts
• Effects of „Talent Management“ on ROI
ESI International: Diane Johnson

38. Sven Göran Eriksson about leadership:
„One should never believe, that one knows
everything about football“

39. Never give up

40. Contact data:
Mag. Brigitte Schaden
IPMA president
Brigitte.Schaden@ipma.ch
Mobil: +43 664 632 81 97
www.ipma.ch