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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Analyze variances and causes, compare actual versus planned cost.
Select source of project funding. The project objectives are the 3. of targets that the project, program and portfolio managers should attain to provide the expected project benefits to the interested parties.
Seed feedback on the effectiveness of the communication. Organization’s activities Strategic initiatives.
Analyze objectives, plans and identify any deviations; run trend forecasts Develop and apply corrective actions. Consider the organization and its culture and processes in relation to projects. Set out negotiation strategy.
Create a shared vision or mission for the program or project in the plans. A project phase is a discrete time period of the project sequence, which is clearly separate from other periods.
Work on a culture that takes pride in the project and teams achievements. The behavioral competence range, containing 15 elements.
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Allocate and balance resources. Take all changes and claim into account. Agree on deliverable-relayed services. Communicate progress and changes. Complete all financial transactions and update the final costs.
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Report if the resources will not be sufficient and propose counter measures. The deliverables of a project are tangible or intangible assets created by the project for the customer.
Review performance and seed feedback. About project SlidePlayer Terms of Service. Collect results achieved and communicate to relevant interested parties Evaluate PM success and failure and apply lessons learnt to future projects. Confirm that there is a business case to apply program management. Project finance management ensures that in all project phases lpma manager knows how much financial resource is required for each time interval. Develop and apply corrective actions.
Consider options to resolve the situation, balancing the interests of all vrsion.
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Formally hand over the deliverables to the interested parties Document the lessons learnt and apply to future projects. Calculate actual resource usage and costs. Release human resources and other assets. The contextual competence range, containing 11 elements.
Provides feedbacks on the lessons learnt. Published by Akira Weld Modified over 4 years ago. Present options that address the issues.
Identify commonalities and differences. Quantitative risk and opportunity assessment provides a numerical value measuring the effect expected from risks and opportunities. 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. Communicate and control project structures.
33.0 aware of possible changes in interested parties.
The project structures are a key mechanism for creating order within the project. OK Organizations of all types and sizes ipna a range of risks that can affect the achievement of their objectives. Assess the people involved in the discussion, their likely point of view, interests and relationships.
Consider interested parties structure, objectives and ways of working.