IPMA COMPETENCE BASELINE VERSION 3.0 PDF
Get this from a library! ICB: IPMA competence baseline, version [Gilles Caupin; International Project Management Association.;]. ICB: IPMA competence baseline, version Responsibility: [edited by] Gilles Caupin [et al.]. Edition: Version ; Imprint: Nijkerk: IMPA, International Project . facts about the IPMA organization and competences defined by their document – ICB, which stands for . IPMA Competence Baseline Version ( MB).
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Examine possibilities to include the versoon of all parties, define quick wins and incentives. Hold a project close-out meeting. Published by Akira Weld Modified over 4 years ago. Evaluate results of pilot program and if successful set up a PPP implementation program. Use the chosen leadership style.
Release human resources and other assets. Be aware of possible changes in interested parties. Negotiate with possible sources of haseline and determine conditions attached.
A contract is a legally bonding agreement ippma two or several parties to perform work or supply goods and services under specified condition. Evaluate and take appropriate action. Monitor progress, implement learning cycle. Identify actions to reduce stress. Cultivate sustainable relationships with interested parties. Learn from each situation and continue to improve your methods.
Diagnose the problem, identify solutions and take actions. Changes must be monitored against the original project goals and objectives. Document the lessons learnt.
Monitor project status and performance on specific dates.
Allocate and balance resources. We think you have liked this presentation. It ensures long-term business success through customer satisfaction. Be proactive in discovering the reasons for tensions or fatigue and remove causes Take immediate action to minimize the problem.
The deliverables of a project are tangible or intangible assets created by the project for the customer. Agree appropriate deliverables with the interested parties.
Options to resolve problems may reducing the scope of project deliverables, increasing its time-frame, or providing more resources.
Execute and control PM plans competebce changes, report on PM performance. About project SlidePlayer Terms of Service. Complete all financial transactions and update the final costs. Determine who can contribute to finding a creative solution, whether from the project team or elsewhere outside the organization.
Consider interested baselie structure, objectives and ways of working. Communicate and control project structures. Develop basline apply corrective actions.
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ICB : IPMA competence baseline, version in SearchWorks catalog
Set up project review process. Create a shared vision or mission for the program or project in the plans.
This competence element covers the design and the maintenance of appropriate roles, organizational structures, responsibilities and capabilities for the project. Validate and manage budgets. Control and audit the use of the project management information system. Consider options to resolve the situation, balancing the interests of all parties.
Evaluate the ideas and select a preferred option. Report if the resources will not be sufficient and propose counter measures. Present options that address the issues.
Consider the values, opinions, ethics and interests of different parties who have influence in the political and social sphere in the organization and outside world. Take xompetence changes and claim into account. Communicate progress and changes. Document the lessons learnt and apply to future projects.
Obtain agreement with line management for competejce assignments to the project. Lists provided by the Conference Board of Canada.
Validate requirements at key points in the project life-cycle. Update the cost estimate with respect to changes. The technical competence range, containing 20 elements. Plan the communication process and prepare the material.