Organisational Competence Baseline for Developing Competence in Managing by Projects E-Book

IPMA

• Herausgeber: Van Haren Publishing
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 134

Veröffentlichungsjahr: 2015

Beschreibung

What defines whether a project or programme is “good” or “bad”? When we’re striving for excellence in the execution of our projects and programmes, what do we mean? IPMA has given its extended definition in the PEB, the Project Excellence Baseline. This model is based on the well-known EFQM model, but is adapted to the field of project- and programme management and after over 10 years of use has been adapted to the model we’re using now. Foreword Executive summary Table of Contents List of figures List of tables Abbreviations and Acronyms Terms & Definitions 1. Introduction 2. Purpose and intended users 3. The organisational view of projects 3.1. Challenges for organisations in managing projects 3.2. An organisation in its context 3.3. From mission, vision and strategy to results 3.4. Projects, programmes and portfolios as means for results 4. Organisational competence in managing projects 4.1. Concept of organisational competence 4.2. Concept of organisational competence in managing projects 40 5. Groupings, competence elements and interactions 5.1. Grouping of competence elements 5.2. Overview of competence elements 5.3. Interactions of competence elements

Leseprobe

IPMA Organisational Competence Baseline

Owner and author of this document:

Legal Address:

International Project Management Association (IPMA)

c/o Advokaturbüro Maurer & Stäger, Fraumünsterstrasse 17

Postfach 2018, CH-8022 Zurich, Switzerland

Operational Address:

International Project Management Association (IPMA),

P.O. Box 1167 NL-3860 BD Nijkerk, The Netherlands

Copyright:

©2016 International Project Management Association (IPMA®)

All rights reserved (including those of translation into other languages).

No part of this document may be reproduced in any form - by photo print, microfilm, or any other means - nor transmitted or translated into a machine language without written permission.

IPMA, IPMA ICB, IPMA Level A, IPMA Level B, IPMA Level C, IPMA Level D and IPMA Delta are registered trademarks protected by law in most countries. IPMA: IPMA Organisational Competence Baseline (IPMA OCB®). Version 1.1.1

ISBN Hardcopy: 9789401811910

ISBN eBook:9789401811927

ISBN ePub:9789401811934

Publisher:Van Haren Publishing, ‘s-Hertogenbosch - The Netherlands

Editorial team (in alphabetical order):

Dr. Sergey Bushuyev (Ukraine)

Martin Gosden (The United Kingdom)

Hans Knöpfel (Switzerland)

Gerrit Koch (The Netherlands)

Erik Mansson (Germany)

Dr. Lixiong Ou (People’s Republic of China)

Dr. Beverly Pasian (Canada/The Netherlands)

Alexey Polkovnikov (Russia)

Dr. Mladen Vukomanovic (Croatia)

Reinhard Wagner (Germany) – the leading editor

Graphical Design:

Maša Poljanec (Croatia)

Dana Kowal (Poland) - redesign for version 1.1.1

Proofreading:

Deborah Boyce (The United Kingdom)

Foreword

During the last few decades, a majority of organisations of all sizes and in all sectors have given emphasis to the successful delivery of projects. An increasingly complex and dynamic world requires organisations to meet the more demanding expectations of their stakeholders through the better management of projects, programmes and portfolios. These aspirations are despite various constraints such as deadlines or fixed budgets. In addition it is expected that projects should operate effectively and efficiently with optimal use of resources. While it is, of course, necessary to develop the competence of individuals and teams, it is also necessary to analyse and develop the competence of the organisation.

This standard, the IPMA Organisational Competence Baseline (IPMA OCB®), introduces the concept of organisational competence in managing projects. It is a holistic approach for organisations to strengthen their management of projects, programmes and portfolios. IPMA OCB is built on the strong heritage of the International Project Management Association (IPMA®), a recognised global leader in competence standard definition and certification.

IPMA offers a wide range of beneficial certifications, standards, guidance and awards for individuals, projects and organisations, starting with the Four-Level Certification (4-L-C) in Project Management for individuals and the Two-Level Certification for Project Management Consultants, based on the IPMA Individual Competence Baseline 4th Version. The slogan for IPMA Delta®, ‘Up to the next dimension’, is an obvious next step in the service offered by IPMA as well as a next step for all organisations interested in improving their performance in project management. IPMA Delta is a service to assess and certify organisations in a broad and thorough way. It is offered by independent Certification Bodies (CB) of IPMA Member Associations (MA). Three standards are used during the IPMA Delta® assessment, the IPMA Individual Competence Baseline (IPMA ICB®) to assess selected individuals, the IPMA Project Excellence Baseline® (IPMA PEB) to assess selected projects and/or programmes, and this IPMA OCB to assess the organisation as a whole.

In addition, IPMA offers the IPMA International Project Excellence Award, which annually honours project teams that achieve top performance worldwide, based on the IPMA Project Excellence Baseline (IPMA PEB).

IPMA OCB offers insights for all interested in understanding how to improve the way projects, programmes and portfolios are managed in an organisation. The main target audiences are top managers, senior executives, executives directing project management activities, line managers working within or interacting with projects and programmes, consultants, trainers and coaches, and project staff. In addition, IPMA OCB provides teachers, coaches and their students insights into how a project-oriented organisation should look and how the future might be improved through better project management.

We want to thank the project team, delivering the first version of the IPMA OCB (Sergey Bushuyev, Martin Gosden, Hans Knöpfel, Gerrit Koch, Erik Mansson, Lixiong Ou, Beverly Pasian, Alexey Polkovnikov, Mladen Vukomanovic, and Reinhard Wagner) and sounding board members (Thierry Bonjour, Suraj Dahal, José Garcia, Paul Goodge, Ernesto La Rosa, Jyry Louhisto, Vladimir Obradovi, José E. Reyes, Janusz Smurawa, Leszek Stasto, and Yan Xue) for their contributions.

IPMA OCB will help us to achieve a world in which all projects succeed.

Reinhard WagnerIPMA President

Executive summary

The importance of effective management of projects, programmes and portfolios is increasingly understood as essential for delivering an organisation’s strategic objectives. Every single project deserves to be run effectively and efficiently. However, a project’s success or failure is influenced by the organisation in which it exists. The IPMA Organisational Competence Baseline (IPMA OCB®) addresses the ability of organisations to integrate and align people, resources, processes, structures and cultures in projects, programmes and portfolios within a supporting governance and management system.

The main purpose of the IPMA OCB is to show clearly the role that an organisation has in managing its project-, programme- and portfolio-related work. It describes the concept of organisational competence and how this should be used to deliver the organisation’s vision, mission and strategic objectives in a sustainable manner. It also demonstrates how the governance and management of projects, programmes and portfolios should be continuously analysed, assessed, improved and further developed.

The IPMA OCB describes the role of key players. Senior executives identify the organisational aspects needing adjustment, they plan investments for change activities and they involve external partners. Project, programme and portfolio managers should understand the organisational context in which they are acting and identify relevant changes and improvements needed in their projects. For project management consultants, educators, trainers and researchers the IPMA OCB provides a framework for their contributions to the project, programme and portfolio competence of organisations.

The IPMA OCB describes five groups of organisational competence:

•Project, programme and portfolio governance is the part of the organisation’s corporate governance that deals with projects, programmes and portfolios. It is usually performed by top management acting as steering boards and provides strategic views, policies, guidelines, decisions, monitoring and control of performance as well as directions for the sustainable development of the project, programme and portfolio competence.

•Project, programme and portfolio management is the part of the organisation’s management system that deals with projects, programmes and portfolios. It is usually performed by management functions on different levels in both permanent and temporary parts of the organisation and provides people, methods, tools, guidelines, decisions, monitoring and control as well as directions for the sustainable development for all competence elements.

•Project, programme and portfolio alignment addresses the goals and expectations for performance set by top management. It is undertaken by project, programme and portfolio managers with the support of other management functions. Processes, structures and cultures of project, programme and portfolio are aligned with those of internal and external parties.

•Project, programme and portfolio resources addresses the goals and expectations for resource availability and utilisation set by top management and is undertaken by project, programme and portfolio managers together with support functions such as finance, legal, purchasing and technology. It provides guidance for defining resource requirements, the acquisition and sustainable development of the project, programme and portfolio resources.

•Project, programme and portfolio people´s competences deals with the competence, performance and recognition of project, programme and portfolio people and is undertaken by project, programme and portfolio managers supported by HR managers together with other management functions. It provides guidance for the definition of competence requirements, determination of the current state of competences and the sustainable development of, the project, programme and competence.

An organisation is successful if it consistently achieves its goals to the benefit of stakeholders. The IPMA OCB provides a standard for organisations to analyse their context, to identify relevant trends and to develop their strategies, processes, structures, cultures and project, programme and competences. Organisational learning assists continuous development and improvement of its competitiveness, effectiveness and efficiency.

Table of Contents

Foreword

Executive summary

Table of Contents

List of figures

List of tables

Abbreviations and Acronyms

Terms & Definitions

1. Introduction

2. Purpose and intended users

3. The organisational view of projects

3.1. Challenges for organisations in managing projects

3.2. An organisation in its context

3.3. From mission, vision and strategy to results

3.4. Projects, programmes and portfolios as means for results

4. Organisational competence in managing projects

4.1. Concept of organisational competence

4.2. Concept of organisational competence in managing projects

5. Groupings, competence elements and interactions

5.1. Grouping of competence elements

5.2. Overview of competence elements

5.3. Interactions of competence elements

6. Development of the organisational competence in managing projects

6.1. Organisational competence development classification

6.2. Organisational competence assessment

6.3. Organisational competence development scheme

Annex A: Description of competence elements

Annex B: Competence development programme

References

List of figures

Figures

Title

Figure 3-1

A project-oriented organisation in its context

Figure 3-2

Strategy guiding day-to-day activities

Figure 3-3

Linking projects with strategy using the Balanced Scorecard

Figure 3-4

Projects, programmes and portfolios in an organisation

Figure 4-1

Overview of organisational competence in managing projects

Figure 4-2

Competence areas of IPMA ICB

Figure 4-3

Key areas and assessment criteria of IPMA PEB

Figure 5-1

Overview of all Competence Elements

Figure 6-1

Management perspective using project, programme and portfolio

Figure 6-2

IPMA Delta architecture

Figure 6-3

Organisational competence in managing projects and IPMA Delta

Figure 6-4

Organisational competence development

Figure 6-5

IPMA 4-L-C structure

List of tables

Tables

Title

Table 1

Abbreviations and acronyms

Table 2

Terms and definitions

Table 6.1.

Competence class characteristics

Table B.1.

Framework for a competence development plan

Abbreviations and Acronyms

Abbreviation or Acronym

Explanation

4-L-C

IPMA Universal Four-Level-Certification

CB

IPMA Certification Body

EFQM

European Foundation for Quality Management

HSSE

Health, Safety, Security & Environment

HR

Human Resource

IPMA ICB

IPMA Individual Competence Baseline

ICT

Information and Communication Technology

IPMA

International Project Management Association

KPI

Key Performance Indicator

MA

IPMA Member Association

IPMA OCB

IPMA Organisational Competence Baseline

PDCA

Plan-Do-Check-Act (Deming Cycle)

IPMA PEB

IPMA Project Excellence Baseline

PM

Project Management

PMO

Project Management Office

PfMO

Portfolio Management Office

PP&P

Projects, programmes & portfolios

QM

Quality Management

QMS

Quality Management System

Table 1: Abbreviations and acronyms

Terms & Definitions

Term

Definition

Assessment

Mechanism to evaluate competences by one or more means such as self-assessments or third party assessments

Certification

A set of activities following the certification scheme within the framework of the certification processes and system

Competence

The application of knowledge, skills and abilities in order to achieve the desired results [IPMA ICB]

Continuous improvement

Recurring activity to increase the ability to fulfil requirements [ISO 9000]

Culture

Set of shared views, values, or beliefs guiding people consciously or unconsciously through their actions

Effectiveness

Extent to which planned activities are realised and planned results achieved [ISO 9000]

Efficiency

Relationship between the result achieved and the resources used [ISO 9000]

Excellence

Demonstrated performance which is exceptionally good and which exceeds ordinary standards

Governance

The system by which organisations are directed and controlled [ISO 38500]

Management

Coordinated activities to direct and control an organisation [ISO 9000]

Management system

System to establish policy and objectives and to achieve those objectives [ISO 9000]

Organisation

Group of people and facilities with an arrangement of responsibilities, authorities and relationships [ISO 9000]

Process

Set of interrelated or interacting activities which transforms inputs into outputs [ISO 9000]

Stakeholder

Any individual, group or organisation who may affect, be affected by or perceive themselves to be affected by a decision or activity [ISO 38500]

Strategy

An organisation’s overall plan of development, describing the effective use of resources in support of the organisation in its future activities [ISO 38500]

Sustainable development

Development that meets the needs of the present without compromising the ability of future generations to meet their own needs [ISO 26000]

System

Set of interrelated or interacting elements [ISO 9000]

Top management

Person or group of people who directs and controls an organisation at the highest level [ISO 9000]

Table 2: Terms and definitions

1. Introduction

The discipline of project management has developed considerably over the past decades. We have a much better understanding today of how we should manage a single project from start to finish, applying state of the art methodology and individual competences as shown in the IPMA Individual Competence Baseline (IPMA ICB®) and the IPMA Project Excellence Baseline® (IPMA PEB). Organisations have trained their employees and developed sophisticated project management standards. Nevertheless a fair amount of projects still fail. It is clear that the optimal benefit from the results of the right projects and programmes requires more than competent application of project management methods.

The IPMA Organisational Competence Baseline (IPMA OCB®) adds an important dimension to the world of projects, programmes and portfolios, the concept of organisational competence in managing projects. It sees projects as an integral part of an organisation. Thus an organisation – a group of people identified by a shared interest or purpose – needs to build competences for managing its portfolio of projects. It is the key task of top management and senior executives to develop the organisation’s competence in managing projects in order to deliver strategic objectives in accordance with its mission, vision and strategy.

Organisational competence in managing projects takes into account the complexity of project-related work. It builds on people and other resources involved and integrates necessary processes, structures and cultures with those of both internal and external partners. It also links project-oriented governance and management systems with the corporate governance and management systems.

This IPMA OCB standard defines the foundations of the concept of organisational competence in managing projects, its elements and their interactions. It explains what an organisation can do to continuously improve its competence in managing projects. The IPMA OCB provides senior executives, managers and consultants involved in developing project management capability with a standard from which to start improvement activities. These could also be based on the results of an independent IPMA Delta® assessment, using the expertise of national and international assessors.

The IPMA OCB standard is neither a textbook nor a cookbook. It shows WHAT should be done, not HOW to do it. Organisations are responsible for tailoring the concepts to their specific needs. The continuous development of the organisational competence in managing projects should be an integral part of an organisation’s activities.

Following this introduction, Chapter 2 explains the purpose of the document and its intended users. Chapter 3 offers an organisational view of projects. It starts with the major challenges for organisations in managing projects, showing a project-oriented organisation in its context. There follows an explanation of how an organisation can link its mission, vision and strategy to results. It then describes the roles of projects, programmes and portfolios in delivering results. Chapter 4 describes the concept of organisational competence and its relation to managing projects. Chapter 5 describes the concept in detail. It starts with how the competence elements are grouped, defines each element, and then shows the interactions between them. Chapter 6 discusses the development of organisational competence in managing projects. Annex A describes the competence elements in more detail. Annex B shows potential approaches to developing organisational competence in managing projects.

2. Purpose and intended users

The main purpose of this standard is to demonstrate the role of an organisation and its management in project-related work, to describe the concept of organisational competence in managing projects and how this can help deliver an organisation’s mission, vision and strategy. Furthermore it aims to show how an organisation can develop its competence in a sustainable manner.