Transcript Slide 1

ICB
IPMA Competence Baseline
Version 3.0
Tina Nikou
Supervisor: Prof. Eslami
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Competence is the demonstrated ability to apply knowledge
and/or skills and, where relevant, personal attributes.
A certification scheme contains the specific requirements
related to particular categories of people to which the same
standards and rules and the same procedures apply.
The certification process encompasses all activities by which
a certification body establishes that a person fulfils specifies
competence requirements.
The assessment is the mechanism which determines a
candidate’s competence by one or more means such as
written, verbal, practical and observational.
A qualification demonstrates the personal attributes,
education, training and/or work experience of the individual.
Competence is a collection of knowledge,
personal attitudes, skills and relevant
experience needed to be successful in a
certain function.
To help assessors to judge a candidate’s
competence, the competence is broken
down into competence ranges.
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2.
3.
In the third version of ICB, competent
project management is described in
three ranges:
The technical competence range,
containing 20 elements.
The behavioral competence range,
containing 15 elements.
The contextual competence range,
containing 11 elements.
IPMA chose to define four levels of competence:
 Level A: the candidate has demonstrated
successful use of the competence elements in
the coordination of programs and/or portfolios.
 Level B: the candidate has demonstrated
successful use of the competence elements in
complex project situations.
 Level C: the candidate has demonstrated
successful use of the competence elements in
project situations with limited complexity.
 Level D: only knowledge related to the
competence elements is assessed.
project
program
portfolio
The goal of a
Is to produce
deliverables
Is to achieve
strategic change
Is to coordinate,
optimize and
align with the
strategy
Vision and
strategy
Are related
through the
business case of
a project
Are realized by a
program
Are aligned to
and monitored in
the portfolio
Business benefits
Are largely
excluded from a
project
Are largely
included in a
program
Are largely
excluded from
the portfolio
Organizational
change
Is often excluded
from a project
Is usually
included in a
program
Is excluded from
the portfolio
Time, costs
Are defined in
the business case
and are
manageable in a
project
Are roughly
defined within
the strategy; are
broken down to
individual
projects within
the program
Are based on
priorities and
strategic targets
in the portfolio
title
capabilities
Certificatio
n process
validity
Stage 1
Stage 2
Stage 3
Certified
projects
director (IPMA
level A)
Knowledge
experience
Application,
curriculum
vitae, project
list, references,
self
assessment
Projects
director report
interview
5 years
Certified
senior project
manager
(IPMA level B)
Knowledge
experience
Application,
curriculum
vitae, project
list, references,
self
assessment
Project report
interview
5 years
Certified
project
manager
(IPMA level C)
Knowledge
experience
Application,
curriculum
vitae, project
list, references,
self
assessment
Written exam.
Options:
workshop,
short project
report
interview
5 years
Certified
project
management
associate
(IPMA level D)
Knowledge
Application,
curriculum
vitae, self
assessment
Written exam
Not limited
Option: 10
years
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15.
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20.
Technical competences:
Project management success
interested parties
project requirements & objectives
risk & opportunities
quality
project organization
teamwork
problem resolution
project structures
scope & deliverables
time & project phases
resources
cost & finance
procurement & contract
changes
control & reports
information & documentation
communication
start-up
close-out
Behavioral competences
1. Leadership
2. Engagement & motivation
3. Self-control
4. Assertiveness
5. relaxation
6. Openness
7. Creativity
8. Results orientation
9. Efficiency
10. Consultation
11. Negotiation
12. Conflict & crisis
13. Reliability
14. Values appreciation
15. ethics
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Contextual competences:
1. Project orientation
2. Program orientation
3. Portfolio orientation
4. Project, program & portfolio
implementation
5. Permanent organization
6. Business
7. Systems, products & technology
8. Personnel management
9. Health, security, safety and environment
10. Finance
11. legal
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Is the appreciation of the project
management results by the relevant
interested parties
Analyze the project and its context.
2. Develop a PM concept and agree to
the PM contract with the customer.
3. Execute and control PM plans and
changes, report on PM performance.
4. Collect results achieved and
communicate to relevant interested
parties
5. Evaluate PM success and failure and
apply lessons learnt to future projects.
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Are people or groups, who are interested
in the performance and/or success of
the project, or who are constrained by
the project.
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6.
Identify and prioritize the interested parties’
interests.
Communicate to interested parties which of their
requirements will be fulfilled or not fulfilled by the
project.
Include interested parties’ interests and
expectations in the requirements, objectives,
scope, deliverables, time schedule and costs of
the project plan.
Ensure the interested parties are satisfied in each
project phase
Execute, communicate and manage changes in
the interested parties’ plan.
Document the lessons learnt and apply to future
projects.
Project requirements are derived from
customer needs, which are driven by
opportunities and threats.
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
Gather, document and get agreement
on project requirements.
2. Define project objectives and establish
a project plan.
3. Communicate progress and changes.
4. Validate requirements at key points in
the project life-cycle.
5. Set up project review process.
6. Document the lessons learnt and apply
to future projects.
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Qualitative risk & opportunity assessment
ranks the risks and opportunities
according to their importance, as a
function of their impact and probability
of assessment.
 Quantitative risk and opportunity
assessment provides a numerical value
measuring the effect expected from risks
and opportunities
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Identify and assess risks and opportunities
Develop a risk and opportunity response
plan and have it approved and
communicated.
Update the different project plan affected
by approved risks and opportunities
response plan.
Continuously identify new risks, reassess risks,
plan responses and modify the project plan.
Control the risk and opportunity response
plan.
Documents lessons learnt and apply to
future project.
Is the degree to which set of inherent
characteristics fulfils the project
requirements. It ensures long-term
business success through customer
satisfaction.
Develop the quality plan
2. Select, build and test
(prototypes/models, versions,
documentation)
3. Get approval for, build and test the final
version
4. Carry out quality assurance and control
5. Apply corrective actions to eliminate
defects
6. Document the lessons learnt and apply
to new projects.
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Is a group of people and associated
infrastructure with an arrangement of,
authority, relationships and
responsibilities aligned to the business or
function’s processes. This competence
element covers the design and the
maintenance of appropriate roles,
organizational structures, responsibilities
and capabilities for the project.
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Determine what sort of project
organization and resources are required.
Identify all the organizational units that will
provide resources to the project.
Define the roles, responsibilities, interfaces
and levels of authority in the project.
Communicate decisions, lead the project
organization.
Maintain, update and change the project
organization during the project life-cycle if
needed.
Document the lessons learnt and apply to
future projects.
Teams are groups of people who work
together to realize specific objectives.
Teamwork covers the management and
leadership of team building, operating in
teams and group dynamics.
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Form=develop a common sense of
purpose, belonging and commitment.
Storm=assign roles, responsibilities and
tasks.
Norm=openness in how team members
can work together.
Perform=develop interdependency to
obtain outstanding results.
At the conclusion of the project disband
the team.
Document the lessons learnt and apply to
future projects.
Most of the problems that arise are likely to
involve the time-frame, cost, risks or
deliverables of the project or an
interaction between all four factors.
Options to resolve problems may reducing
the scope of project deliverables,
increasing its time-frame, or providing
more resources.
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Include procedures for detecting problems
in the project plan.
Analyze the problem and identify its root
cause.
Apply creative methods to capture ideas
to solve the problem.
Evaluate the ideas and select a preferred
option. implement and review the
effectiveness of the selected solution and
make adjustments as necessary.
Document the lessons learnt and apply to
future projects.
Projects can be broken down into their
constituent parts from different
standpoints, e.g. work breakdown,
project organization, project cost,
information and document structure.
The project structures are a key
mechanism for creating order within the
project.
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Analyze the portfolio, program or project
and define the different structures which are
appropriate.
Define the requirements for each of the
structures and how they will operate.
Develop a means of displaying the
structures.
Elaborate, analyze and select the structures.
Communicate and control project
structures.
Maintain the structures.
Document the lessons learnt and apply to
future projects.
The project scope defines the
boundaries of a project. It embraces the
totality of all the deliverables which are
included in the project.
 The deliverables of a project are
tangible or intangible assets created by
the project for the customer.
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Define interested parties’ requirements and
objectives.
Agree appropriate deliverables with the
interested parties.
Define project scope and control it in all
project phases.
Update the deliverables and scope when
changes are agreed with the interested
parties.
Control the quality of the deliverables.
Formally hand over the deliverables to the
interested parties
Document the lessons learnt and apply to
future projects.
Time covers the structuring, sequencing,
duration, estimating, and scheduling of
activities and/or work packages,
including the assignment of resources to
activities, establishing project deadlines
and monitoring and controlling their
timely execution.
 A project phase is a discrete time period
of the project sequence, which is clearly
separate from other periods.
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6.
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Define and sequence the activities and/or
work packages.
Estimate duration.
Schedule the project or phase.
Allocate and balance resources.
Compare target, planned and actual
dates and update forecast as necessary/
Control the time schedule with respect to
changes.
Document the lessons learnt and apply to
future projects.
Resource management consists of
resource planning, within the
identification and allocation of resources
with the appropriate capability. It also
includes optimizing the way resources
are utilized in the time schedule as well
as monitoring and control of theses
resources.
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5.
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Identify what resources are required.
Schedule the resources.
Obtain agreement with line management
for resource assignments to the project.
Control the resources with respect to
changes.
Modify the resource estimates database at
project close-out with figures for the
resources actually used.
Document the lessons learnt and apply to
future projects.
Project cost management estimates the
cost of each work package, the subsystems and the whole project and
establishes the budget for the overall
project.
 Project finance management ensures
that in all project phases project
manager knows how much financial
resource is required for each time
interval.
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Analyze and decide on project cost management
system.
2. Estimate and evaluate costs of each work package
including overhead costs.
3. Establish monitoring and controlling elements.
4. Define cost objectives.
5. Calculate actual resource usage and costs.
6. Take all changes and claim into account.
7. Analyze variances and causes, compare actual versus
planned cost.
8. Forecast cost trends and final costs.
9. Develop and apply corrective actions.
10. Update the cost estimate with respect to changes.
11. Document the lessons learnt and apply to future
projects.
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Analyze financing options for project.
Negotiate with possible sources of funds and
determine conditions attached.
Select source of project funding.
Allocate budget to cost items, analyze
advance payments.
Calculate financial resource usage and cashin and cash-out flows of the project.
Establish and control, book-keeping and
financial auditing systems.
Validate and manage budgets.
Document the lessons learnt and apply to
future projects.
Procurement involves obtaining the best
value for money from suppliers of goods
or services to the projects.
 A contract is a legally bonding
agreement between two or several
parties to perform work or supply goods
and services under specified condition.
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Identify and define what needs to be
procured. Put bids` out to tender.
Select suppliers.
Establish contract administration.
Execute contract.
Manage changes.
Accept contract completion.
Close contract.
Document the lessons learnt and
apply to future projects.
Changes are often necessary in a project
due to unanticipated occurrences.
Changes must be monitored against the
original project goals and objectives .
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Decide on change management policy
and process to be used.
Identify all proposed changes.
Analyze their consequences to the project.
Get changes accepted or rejected.
Plan, execute, control and close approved
changes.
Monitor effect of changes against project
baseline.
Document the lessons learnt and apply to
future projects.
Control measures actual project progress
and performance, compares it against
the baseline, and takes any necessary
remedial action.
 Reporting provides information and
communication about the status of work
on the project and forecasts
development up until the end of the
project.
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Establish an effective reporting system.
Monitor project status and performance
on specific dates.
Analyze objectives, plans and identify
any deviations; run trend forecasts
Develop and apply corrective actions.
Eventually adjust project objectives.
Document the lessons learnt and
apply to future projects.
Information management includes
modeling, gathering, selecting, storing
and retrieving project data.
 Documentation includes all the data,
information, knowledge and wisdom
accrued during the project life-cycle.
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Plan the project management
information system.
2. Implement the project management
information system.
3. Control and audit the use of the project
management information system.
1.
Develop a documentation
management plan
2. Classify documents.
3. Issue documents.
4. Store documents.
5. Control documentation updates and
versions.
6. Archive documents.
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Covers the effective exchange and
understanding of information between
parties.
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Set out the communication plan.
Identify the target population for communication
and their location.
Determine what needs to be communicated and
the context.
Choose the place, time, duration and means of
communication.
Plan the communication process and prepare the
material.
Check the send/transmit communication.
Seed feedback on the effectiveness of the
communication.
Evaluate and take appropriate action.
Document the lessons learnt and apply to future
projects.
The start-up workshop focuses on
developing the project charter, and
preparing the project plan, setting out
the team roles and critical path for the
project.
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Initiate start-up process.
Communicate the project objectives and their
context.
Create a shared vision or mission for the program or
project in the plans.
Develop a detailed project management plan.
Gain acceptance for the project management plan.
Get the project team working together and focus on
the purpose of the project.
Secure resources, finance, equipment and facilities.
Ensure adequate start-up of the project.
Review the project management plan at every phase
and modify it as necessary/
Document the lessons learnt and apply to future
projects.
Refers to the completion of the project or
of a phase of the project after the results
of the project or phase have been
delivered.
Formalize project completion process, hand over
optional documents and agree on a process to resolve
open issues.
2. Obtain customer feedback.
3. Agree on deliverable-relayed services.
4. Agree on conditions of warranty.
5. Close contracts with contractors and suppliers.
6. Complete all financial transactions and update the
final costs.
7. Hold a project close-out meeting.
8. Release human resources and other assets.
9. Archive project records.
10. Issue final report.
11. Document the lessons learnt and apply to future
projects.
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Involves providing direction and motivating
others in their role or task to fulfill the
project’s objectives.
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Determine what leadership style is
appropriate for the situation.
Ensure it is compatible with your style
and abilities.
Use the chosen leadership style.
Review performance and seed
feedback.
Document the lessons learnt and apply
to future projects.
Makes people believe in the project and
want to be part of it.
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6.
Be aware of the requirements of the various
interested parties and interests of individuals in the
project.
Examine possibilities to include the interests of all
parties, define quick wins and incentives.
Appreciate and communicate achievements
promptly and adequately.
Work on a culture that takes pride in the project
and teams achievements.
Be aware of possible changes in interested
parties.
Document the lessons learnt and apply to future
projects.
Or self-management is a systematic and
disciplined approach to cope with daily
work, changing requirements and
stressful situations
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Analyze the stressful situation: where and why
analyze your working behavior and determine
what caused you to lose self-control
Perform an analysis of strengths and weakness in
the team and get the individuals tom set their
goals.
Identify actions to reduce stress.
Communicate openly and honestly with people
involved to reduce stress level.
Share some of your responsibilities and tasks.
Be well organized.
Learn from stressful situations and loss of selfcontrol.
The abilities to state your views
persuasively, so that decisions that affect
the project are taken with full knowledge
of their consequences.
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7.
Identify the objectives, results and goals that
should be achieved in the project.
Analyze the current situation, identify what issues
are likely to provoke debate and possible
consequences.
Assess the people involved in the discussion, their
likely point of view, interests and relationships.
Present your case in a calm, self-assured manner/.
Express thanks to meeting participants for their
interests, show appreciation for their input.
Cultivate sustainable relationships with interested
parties.
Learn from your experiences and apply learning in
the future.
Is the ability to relieve tension in difficult
situations.
Detect tension or fatigue within the
project team.
2. Be proactive in discovering the reasons
for tensions or fatigue and remove
causes
3. Take immediate action to minimize the
problem.
4. Regularly follow-up on such situations
with the team and involve them in any
action plan.
5. Document the lessons learnt and apply
to future projects.
1.
openness
Is the ability to make others feel they are
welcome to express themselves.
Develop a policy in relation to openness.
2. Welcome the information you receive and
give your opinion on the topic of
conversation Take immediate action to
1.
minimize the problem.
Use open questions.
4. Create opportunities to stimulate openness
in the team
5. When you receive positive input, praise the
person who gave it, so that everyone
knows that it’s appreciated.
6. Learn from each situation and continue to
improve your methods.
3.
creativity
Is the ability to think and act in original and
imaginative ways.
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Recognize situations where there is a problem to
be solved, a challenge to be addressed and
where a creative approach is appropriate.
Determine who can contribute to finding a
creative solution, whether from the project team
or elsewhere outside the organization.
Get the chosen group get together, explain the
problem requiring a solution and ask them to use
imaginations in offering ideas. Create
opportunities to stimulate openness in the team
Stimulate and ‘brainstorm’ as many ideas possible
Assess the merits of each idea and prioritize them.
Discuss the feasibility of implementing the best
ideas and select one to go forward with.
Plan and forward the chosen solution.
Document the lessons learnt.
Results orientation
Means to focus the team’s attention on
key objectives to obtain the optimum
outcome for all parties involved.
Define project results(objectives,
deliverables) expected by all parties,
clearly and unambiguously.
2. Determine the critical path for the project,
communicate this to all parties and get it
accepted.
3. Repeat theses steps during the project to
manage risks, opportunities, changes and
expectations.
4. Communicate good project performance
and results to interested parties.
1.
efficiency
Is the ability to use time and resources costeffectively to produce the agreed
deliverables and fulfill interested parties’
expectations.
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6.
actively seek to improve current methods,
processes and structures which are relevant to
the project.
Decide on priorities and acceptable
deviations regarding time, money or work to
be done.
Manage the execution of work and
continuously seek possible resource savings,
without affecting quality.
Monitor the work done and resources used
and compare with the project plan.
Report if the resources will not be sufficient
and propose counter measures.
Document the results for other projects or
phases of the same project.
consultation
Is the competence to reason, to present
solid arguments, to listen to the other
point of view and to find solutions.
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6.
Analyze situation and context.
Identify goals and options.
Listen to others’ arguments.
Identify common ground and differences.
Diagnose the problem, identify solutions
and take actions.
Consider consequences.
negotiation
Are the means by which parties can
resolve disagreements concerned with
the project to arrive at a mutually
satisfactory solution.
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7.
Decide on the desired outcome and
minimum acceptable position.
Set out negotiation strategy.
Present options that address the issues.
Consider the options to achieve a win-win
negotiation.
Focus on areas where you agree and
maintain a positive relationship with other
parties.
Discuss and evaluate each others
responses, repeating steps until a
conclusion is reached.
Document lessons learnt.
Conflict & crisis
A conflict is a clash of opposing interests or
of incompatible personalities and may
threaten the achievement of the
project.
A crisis can be described as a time of
acute difficulty, more so than would arise
just as a result of a conflict.
Consider the conflict or crisis from all
parties’ viewpoints.
2. Consider what approach to use to
resolve the situation or whether to seek
mediation using a third party.
3. Consider options to resolve the situation,
balancing the interests of all parties.
4. Discuss, decide, and communicate the
agreed solution.
5. Document lessons learnt.
1.
reliability
Means delivering what you have said you
will, to the time and quality agreed
within the project specification.
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6.
Is well organized, uses appropriate
planning and scheduling techniques and
maintains adequate communication with
interested parties.
Collects information on the interests of the
various parties associated with the project
and assesses their reliability on a personal
and working level.
Is honest and creates openness with all
individuals and group representatives
involved with the project.
Gets agreement on the solution.
Executes and manages the work
performed systematically.
Provides feedbacks on the lessons learnt.
Values appreciation
Is the ability to perceive the intrinsic
qualities in other people and understand
their point of view.
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4.
5.
Ensure that your values as they relate to
the project are well understood by all
interested parties.
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.
Understand and adopt an alternative
point of view when appropriate.
Respect and appreciate other opinions.
Apply learning to future projects.
Contextual competences
Project orientation
Is the term used to describe the orientation
of organizations to managing by projects
and the development of project
management competence.
Assess the needs of the organization to
perform projects.
2. Consider the organization and its culture
and processes in relation to projects.
3. Make the business case for
implementing a project orientation.
4. Monitor progress, learn from each
project and apply experiences.
1.
Program orientation
Is the decision to apply and manage the
concept of managing by programs and
the development of competence in
program management..
List and prioritize business improvement
initiatives.
2. Confirm that there is a business case to
apply program management.
3. Align the essential programs and
benefits to the strategic goals of the
organization.
4. Review results; make and communicate
decisions.
5. initiate relevant program.
6. Monitor progress, learn from each
program.
1.
Portfolio orientation
Covers the prioritization of projects within
an organization and the optimization of
the contribution of the projects as a
whole to the organization’s strategy.
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4.
5.
List and prioritize programs and projects
in line with the organization’s strategies
and goals.
Allocate resources to the portfolio.
Monitor and control the
programs/projects of the portfolio.
Initiate corrective actions.
Delete programs/projects from the
portfolio when they are no longer
relevant.
Select and add new projects/programs
to the portfolio.
Project, program and portfolio
implementation
Covers the process of establishing and
continuously improving project, program,
portfolio management in organizations.
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2.
3.
4.
Determine the state of project,
program, portfolio management in the
organization versus industry benchmark
and best practice.
Demonstrate feasibility by pilot PPP
program.
Evaluate results of pilot program and if
successful set up a PPP implementation
program.
Continuously improve by repeating
process steps and implementing lessons
learnt.
Permanent organization
Covers the relationship between
project/program organizations which are
temporary and the permanent entities of
the lines managed organization
contributing to or interfacing with the
project work.
Understand the organizational structure,
objectives and ways of working.
2. Consider interested parties structure,
objectives and ways of working.
3. Identify commonalities and differences.
4. Consider options and consequences of
each.
5. Discuss, decide, communicate,
implement.
6. Monitor progress, implement learning
cycle.
1.