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Presentation schaden

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Presentation schaden

  1. 1. Projektledarkompetens i världenProject management competenciesin the (IPMA) worldMag. Brigitte SchadenIPMA PresidentStockholm, November 18th, 2009
  2. 2. Don t waste thecrisis!Lisbon, September 16th, 2009
  3. 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. 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. 5. Project management & the crisisTimes of changes offer the chance to initiate necessaryand 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. 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.:
  7. 7. Superior Project Management Competenciesis the (- only?) key to survive in this ocean of threats and opportunities
  8. 8. 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.”
  9. 9. Portfolio• Latin „portare“ – to carry & „folium“ - the leaf• A collection/accumulation/mix of objects of a certain typeProject 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.
  10. 10. Project portfolioIt is recommended to bundle those projects of organizationswhich 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
  11. 11. Project portfolio managementDuties/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
  12. 12. „There is nothing so useless as doing efficiently that which should not be done at all.“ Peter Drucker - writer, management consultant
  13. 13. 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
  14. 14. 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
  15. 15. Benefits of PM Certificationfor 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)
  16. 16. Benefits of PM Certificationfor 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
  17. 17. Benefits of PM Certificationfor 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
  18. 18. Benefits of PM Certification for the clients  More certainty to get the state-of-the-art services from project, programme and portfolio management professionals
  19. 19. Legal Registration• Trademark IPMA• Trademark IPMA Level A• Trademark IPMA Level B• Trademark IPMA Level C• Trademark IPMA Level D• Logo
  20. 20. Project Management Certification & ICB 3
  21. 21. 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)
  22. 22. The ICB 3
  23. 23. The eye of competence Project management1.01 2.01 Leadership 3.01 Project orientation success Interested parties1.02 2.02 Engagement & motivation 3.02 Programme orientation Project requirements1.03 2.03 Self-control 3.03 Portfolio orientation & objectives Project, programme &1.04 Risk & opportunity 2.04 Assertiveness 3.04 portfolio implementation1.05 Quality 2.05 Relaxation 3.05 Permanent organisation1.06 Project organisation 2.06 Openness 3.06 Business Systems, products &1.07 Teamwork 2.07 Creativity 3.07 technology1.08 Problem resolution 2.08 Results orientation 3.08 Personnel management Health, security, safety1.09 Project structures 2.09 Efficiency 3.09 & environment1.10 Scope & deliverables 2.10 Consultation 3.10 Finance1.11 Time & project phases 2.11 Negotiation 3.11 Legal1.12 Resources 2.12 Conflict & crisis1.13 Cost & finance 2.13 Reliability1.14 Procurement & contract 2.14 Values appreciation1.15 Changes 2.15 Ethics1.16 Control & reports Information &1.17 documentation1.18 Communication1.19 Start-up1.20 Close-out
  24. 24. 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)
  25. 25. PM Certification trends• More mutual recognition• Customized process• Same process in all countries• Three different cases....
  26. 26. 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
  27. 27. IPMA Growth 1997-200945000 Members400003500030000250002000015000 44624 4078510000 38187 30290 32769 29942 23553 26780 22032 18358 13305 11855 162515000 0 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
  28. 28. 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
  29. 29. Top Ten Trends inProject 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
  30. 30. Top Ten Trends inProject 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
  31. 31. Sven Göran Eriksson about leadership:„One should never believe, that one knows everything about football“
  32. 32. Never give up
  33. 33. Contact data: Mag. Brigitte Schaden IPMA president Brigitte.Schaden@ipma.ch Mobil: +43 664 632 81 97 www.ipma.ch

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