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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Validate requirements at key points in the project life-cycle. 3. also includes optimizing the way resources are utilized in the time schedule as well as monitoring and control of theses resources.
ICB IPMA Competence Baseline Version 3.0
Agree on conditions of warranty. Executes and manages the work performed systematically. Report if the resources will not be sufficient and propose counter measures.
Share some of your responsibilities and compftence. Document the lessons learnt. Maintain, update and change the project organization during the project life-cycle if needed.
Discuss and evaluate each others responses, repeating steps until a conclusion is reached. Control the resources with respect to changes.
ICB IPMA Competence Baseline Version ppt download
Analyze their consequences to the project. Identify goals and options. Present options that address the issues.
Hold a project close-out meeting. Monitor progress, learn from each program. Control vedsion updates and versions. Auth with social network: Set up project review process. Discuss, decide, communicate, implement. Appreciate and communicate achievements promptly and adequately. Execute and control PM plans and changes, report on PM performance.
Monitor project status and performance on specific dates. Cultivate sustainable relationships with interested parties. Be aware of possible changes in interested parties.
My presentations Profile Feedback Log out. Learn from your experiences and apply learning in the future. Reporting provides information and communication about the status of work on the project and forecasts development up until the competsnce of the project. Consider interested parties structure, objectives and ways of working. Work on a culture that takes pride in the project and teams achievements. Communicate good project performance and results ipa interested parties.
Communicate the project objectives and their context. Consider the options to achieve a win-win negotiation.
Align the essential programs and benefits to the strategic goals of the organization. The project structures are a key mechanism for creating order within the project. Monitor the work done and resources used and compare with the project plan. Identify commonalities and differences. Make the business case for implementing a project orientation.
Published by Akira Weld Modified over 4 years ago. The contextual competence range, containing 11 elements. Evaluate results bersion pilot program and if successful set up a PPP implementation program. Obtain agreement with line management for resource assignments to the project. Ensure adequate start-up of the project. Assess the people competenve in the discussion, their likely point of evrsion, interests and relationships.
The Project Management Process Groups. Take all changes and claim into account. Consider what approach to use to resolve the situation or whether to seek mediation using a third party.
The behavioral competence range, containing 15 elements. Decide on priorities and acceptable deviations regarding time, money or work to be done. It ensures long-term business success through customer satisfaction.
Continuously improve by repeating process steps and implementing lessons learnt.