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The IPMA ICB4® is the international standard on competence for project, programme and portfolio managers. The competence needed for each of these domains is defined in the following competence areas: “People” (how do you interact with the people around you, and yourself); the “Practice” of our work (needed for Projects, Programmes and Portfolios); the “Perspective” of the intiatives you’re running (the context within which the initiative is run and the link to what needs to be achieved). Table of Contents Foreword Table of Contents 1. Introduction 11 2. Purposes and intended users 15 2.1. Definition of competence 15 2.2. Audiences and uses 17 2.3. Individual competence development 18 3. The IPMA Individual Competence Baseline 25 3.1. Framework of the IPMA ICB 26 3. 2. Structure of the IPMA ICB 28 3.3. Overview of the competence elements 31 4. The inventory of competences 35 4. 1. Managing portfolios 36 4.2. Competencies overview 37 4. 3. Perspective 39 4.4. People 67 4. 5. Practice 115 Annex A: Cross reference to IS021504: 2015 173 Annex B: Competence table 177 Annex C: Key Competence Indicator table 179
The IPMA ICB4® is the international standard on competence for project, programme and portfolio managers. The competence needed for each of these domains is defined in the following competence areas: “People” (how do you interact with the people around you, and yourself); the “Practice” of our work (needed for Projects, Programmes and Portfolios); the “Perspective” of the intiatives you’re running (the context within which the initiative is run and the link to what needs to be achieved). Table of Contents Foreword Table of Contents 1. Introduction 2. Purposes and intended users 15 2.1. Definition of competence 15 2.2. Audiences and uses 17 2.3. Individual competence development 18 3. The IPMA Individual Competence Baseline 25 3.1. Framework of the IPMA ICB 26 3.2. Structure of the IPMA ICB 28 3.3. Overview of the competence elements 31 4. The inventory of competences 35 4. 1. Managing programmes 36 4.2. Competencies overview 37 4. 3. Perspective 39 4. 4. People 69 4. 5. Practice 117 Annex A: Competence table 189 Annex B: Key Competence Indicator table 191
The IPMA ICB4® is the international standard on competence for project, programme and portfolio managers. The competence needed for each of these domains is defined in the following competence areas: “People” (how do you interact with the people around you, and yourself); the “Practice” of our work (needed for Projects, Programmes and Portfolios); the “Perspective” of the intiatives you’re running (the context within which the initiative is run and the link to what needs to be achieved). Table of Contents Foreword Table of Contents 1. Introduction 2. Purposes and intended users 15 2.1. Definition of competence 15 2.2. Audiences and uses 17 2.3. Individual competence development 18 3. The IPMA Individual Competence Baseline 25 3.1. Framework of the IPMA ICB 26 3.2. Structure of the IPMA ICB 28 3.3. Overview of the competence elements 31 4. The inventory of competences 35 4. 1. Managing programmes 36 4.2. Competencies overview 37 4. 3. Perspective 39 4. 4. People 69 4. 5. Practice 117 Annex A: Competence table 189 Annex B: Key Competence Indicator table 191
IPMA ICB Reference Guide for PMO. This standard is dedicated to the structures that support projects, programmes and portfolios to run them effectively and efficiently. These structures are called PMO – Project Management Offices. A PMO is defined as an organisational unit responsible for the administrative and specialists’ support of the responsible management in their management of a (set of) project(s), programme(s) or portfolio(s). PMO plays a very important role in designing, performing, monitoring and reporting activities. Specialists are working in PMO together with the Head of PMO who is leading the unit towards its goals and objectives. The new standard defines the competences for the individuals working in PMO. All the competences are aligned with the IPMA ICB that is used by all the project, programme or portfolio managers in their everyday activities.
The IPMA ICB4® is the international standard on competence for project, programme and portfolio managers. The competence needed for each of these domains is defined in the following competence areas: “People” (how do you interact with the people around you, and yourself); the “Practice” of our work (needed for Projects, Programmes and Portfolios); the “Perspective” of the intiatives you’re running (the context within which the initiative is run and the link to what needs to be achieved). Table of Contents Foreword Table of Contents 1. Introduction 2. Purposes and intended users 15 2.1. Definition of competence 15 2.2. Audiences and uses 17 2.3. Individual competence development 18 3. The IPMA Individual Competence Baseline 25 3.1. Framework of the IPMA ICB 26 3.2. Structure of the IPMA ICB 28 3.3. Overview of the competence elements 31 4. The inventory of competences 35 4. 1. Managing programmes 36 4.2. Competencies overview 37 4. 3. Perspective 39 4. 4. People 69 4. 5. Practice 117 Annex A: Competence table 189 Annex B: Key Competence Indicator table 191
Smart City Emergence: Cases from around the World analyzes how smart cities are currently being conceptualized and implemented, examining the theoretical underpinnings and technologies that connect theory with tangible practice achievements. Using numerous cities from different regions around the globe, the book compares how smart cities of different sizes are evolving in different countries and continents. In addition, it examines the challenges cities face as they adopt the smart city concept, separating fact from fiction, with insights from scholars, government officials and vendors currently involved in smart city implementation. - Utilizes a sound and systematic research methodology - Includes a review of the latest research developments - Contains, in each chapter, a brief summary of the case, an illustration of the theoretical context that lies behind the case, the case study itself, and conclusions showing learned outcomes - Examines smart cities in relation to climate change, sustainability, natural disasters and community resiliency
This book shows how the principles of Lean Management can be applied to project management and how some typical problems of project management can be solved by this. The author first provides a theoretical description of what project management is about and explains its tasks and methods as well as its limitations. He also describes how the Lean idea came about and derives five principles from it that can also be applied to project management. Along these principles, the author then elaborates typical current challenges of project management and shows how these challenges can be tackled through Lean Project Management. In doing so, he does not stop at the level of principles, but describes specific tasks and tools that are useful especially for experienced practitioners of project management. This book is a translation of the original German 1st edition Lean Project Management – Wie man den Lean-Gedanken im Projektmanagement einsetzen kann by Rainer Erne, published by Springer Fachmedien Wiesbaden GmbH, part of Springer Nature in 2019. The translation was done with the help of artificial intelligence (machine translation by the service DeepL.com). A subsequent human revision was done primarily in terms of content, so that the book will read stylistically differently from a conventional translation. Springer Nature works continuously to further the development of tools for the production of books and on the related technologies to support the authors.
This book goes beyond the paint by numbers approach, transcending the "how" of project management to the "what" and "why," which is critical for leaders of change. — Dr. Joel B. Carboni, President and Founder, GPM Global and President, IPMA-USA Project Management beyond Waterfall and Agile presents a flexible, universal, and integrated three-dimensional model for managing projects, the Customizable and Adaptable Methodology for Managing ProjectsTM (CAMMPTM ). By tailoring and customizing the model to a specific industry or organization and by adapting it to a function or project classification, this model can be used to manage any project. CAMMPTM can also be used both in a traditional or an Agile environment. CAMMPTM integrates leading concepts on competence, processes, and sustainability. The model’s three dimensions are project lifecycle, project management processes, and, finally, competence, sustainability, and best practices. The book explains how to integrate these dimensions to manage a project across the three dimensions and the project stages. CAMMPTM is a stage-gate process, which is vital for project success. The current state of practice in project management is not sustainable. The root causes of this problem include a lack of standardized processes, missing methods or methodological approaches, and no real organizational system for managing projects. This book introduces a system to address these shortcomings. It focuses on the elements of this system, which is a practical and systematic methodological approach for managing and delivering all types of projects. CAMMPTM integrates the best learning from the various global associations in the field. The book distills the experience and knowledge of a practitioner working in different roles for more than three decades on various types of projects of all sizes and complexities. It is a practical book by a practitioner writing for practitioners.
Providing general context for the definition, assessment and development of project manager competency, this book outlines the key dimensions and identifies those competencies that are most likely to impact project manager performance. --