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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Report if the resources will not be sufficient and propose counter measures. A certification comperence contains the specific requirements related to particular categories of people to which the same standards and rules and the same procedures apply. Make the business case for implementing a project orientation.
Teamwork covers the management and leadership of team building, operating in teams and group dynamics.
To make this website work, we log user data and share it with processors. Monitor progress, learn from each program. Communicate good project performance and results to interested parties.
Discuss the feasibility of implementing the best ideas and select one to go forward with. Comoetence theses steps during the project to manage risks, opportunities, changes and expectations. Learn from stressful situations and loss of self-control. Secure resources, finance, equipment and facilities. Identify all the organizational units that will provide resources to the project. The contextual competence range, containing 11 elements.
ICB IPMA Competence Baseline Version ppt download
Control and audit the use of the project management information system. Consider interested parties structure, objectives and ways of working. 30 from each situation and continue to improve your methods. Use the chosen leadership style. This competence element covers the design and the maintenance of appropriate roles, organizational structures, responsibilities and capabilities for the project.
Discuss and evaluate each others responses, repeating steps until a conclusion is reached. The project objectives are the set of targets that the project, program and portfolio managers should attain to provide the expected project benefits to the interested parties. Continuously improve by repeating process steps and implementing lessons learnt. Communicate decisions, lead the project organization.
Plan, execute, control and close approved changes.
Implement the project management information system. Review results; make and communicate decisions. A contract is a legally bonding agreement between two or several parties to perform work or supply versoin and services under specified condition. Express thanks to meeting participants for their interests, show appreciation for their input. Document the lessons learnt and apply to future projects.
Agree appropriate deliverables with the interested parties. The certification process encompasses all activities by which a certification body establishes that a person fulfils specifies competence requirements. Close contracts with vresion and suppliers.
The deliverables of a project are tangible or intangible assets created by the project for the customer.
Gets agreement on the solution. Diagnose the problem, identify solutions and take actions. Identify which quality standards are relevant to project.
It ensures long-term business success through customer satisfaction.