Individual Competence Baseline- table of contents:

1. People 1: Self-reflection and self-management
2. People 2: Personal integrity and reliability
3. People 3: Personal communication
4. People 4: Relationships and engagement
5. People 5: Leadership
6. People 6: Teamwork
7. People 7: Conflict and crisis
8. People 8: Resourcefulness
9. People 9: Negotiation
10. People 10: Results orientation

People 1: Self-reflection and self-management

This element of competence enables a project manager to control and direct their own behavior, in accordance with their own emotions, preferences and values. Self-management is the ability to set personal goals so as to check personal progress on an ongoing basis and, in addition, to work effectively and consistently despite changing conditions, and to cope with stressful situations.

People 2: Personal integrity and reliability

To meet project requirements, personal commitment, honesty and integrity are essential – the lack of these qualities can lead to failure. Internal consistency means, acting in accordance with your moral and ethical values. Integrity, on the other hand, is acting responsibly, in accordance with the specified expectations.

People 3: Personal communication

Interpersonal communication refers to the exchange of correct information, communicated in an accurate and specific manner to all parties involved. It mainly covers aspects of effective communication – the content and means of communication, which should be tailored to the audience. This element of competence also includes actively listening to the recipient and providing feedback, promoting open and frank communication, and using different means of communication (e.g., presentations, meetings, written forms) and understanding their value and limitations.

People 4: Relationships and engagement

Personal relationships are definitely the foundation of productive cooperation. This applies to both individual relationships and the creation of an entire network of relationships. It is especially important in the context of sharing your ideas, vision and goals with your team. It strongly influences the motivation and commitment of others to participate in tasks and to sacrifice for a common goal.

People 5: Leadership

Leadership is setting direction for individuals and groups. It is mainly based on the ability to select and apply the appropriate management style depending on the situation. Besides displaying leadership with their team, the individual needs to be seen as a leader in representing the project to senior management and other interested parties.

People 6: Teamwork

Teamwork focuses on bringing people together for a common goal. Teamwork is about building a productive team by creating, supporting and leading it. Relationships and communication within the team are key aspects of successful and effective teamwork.

People 7: Conflict and crisis

This element of competence includes moderating and resolving conflicts and crises by observing the environment, responding and selecting appropriate remedies. The team leader must handle the situation appropriately and constantly stimulate a process of continuous learning, for resolving future conflicts and crises.

People 8: Resourcefulness

Resourcefulness is the ability to apply different techniques and ways of thinking in the process of defining, analyzing and prioritizing, as well as finding alternatives for dealing with everyday problems and challenges. It requires highly developed skills of thinking and acting in original ways, as well as stimulating creativity in others (e.g., in a team). Resourcefulness is a competence that is useful when threats or problematic situations arise.

People 9: Negotiation

Negotiation is the process between two or more parties that aims to balance different interests, needs and expectations in order to reach an agreement. Negotiation includes both formal and informal processes such as buying, hiring, or selling or regarding requirements, budget and resources in projects.

People 10: Results orientation

Results orientation is the critical focus maintained by the individual on the outcomes of the project. The individual prioritizes the means and resources to overcome problems, challenges and obstacles in order to obtain the optimum outcome for all the parties involved. One critical aspect of results orientation is productivity, which is a combination of effectiveness and efficiency. The individual needs to plan and deploy resources efficiently to realize the agreed results and be effective.

You’ve just read an article on Individual Competence Baseline in the People area. Read also: How to tackle major issues in project management.

If you like our content, join our busy bees community on .

Individual Competence  Baseline in the Practice area – table of contents:

1. Practice 1: Design
2. Practice 2: Goals, objectives and benefits
3. Practice 3: Scope
4. Practice 4: Time
5. Practice 5: Organization and information
6. Practice 6: Quality
7. Practice 7: Finance
8. Practice 8: Resources
9. Practice 9: Procurement and partnership
10. Practice 10: Plan and control
11. Practice 11: Risk  and opportunities
12. Practice 12: Stakeholders
13. Practice 13: Change and transformation
14. Practice 14: Select and balance

Practice 1: Design

Design describes how the requirements, wishes, and influences of one or more organizations are interpreted and evaluated by an individual and then translated into a high-level design of the project to ensure the highest probability of success. From the analysis of the external context, we sketch a preliminary plan of the overall architecture of how the project should be set up, developed, and managed.

This includes resources, funds, stakeholders’ objectives, benefits, and organizational change, risks and opportunities, governance, final product, priority, and most urgent issues. Since all external factors and success criteria (and/or their perceived relevance) often change over time, this initial plan should be reviewed periodically to keep it up-to-date. 

Practice 2: Goals, objectives and benefits

Every project is initiated because internal and external stakeholders want to make a profit. This competency element describes the reasons why the project exists – what goals and benefits need to be achieved, what tasks need to be performed, and which stakeholders’ requirements need to be met.

All these issues arise from the needs, expectations, requirements, and strategic goals of the organization the stakeholders represent. The intent of this competency element is to enable the individual to build a link between what the stakeholders seek and what the project is intended to deliver.

Practice 3: Scope

Scope defines the specific focus or content of the project. It describes outputs, results, benefits, and the work required to produce them. What is more, it describes what is not part of the project. In essence, the scope defines its boundaries. This competency element is designed to help the individual to understand where the project boundaries are in order to manage and control it, and to learn how it influences (and is influenced by) decisions when it comes to the management and its execution.  

Practice 4: Time

This competency element involves scheduling all stages and tasks of a project over time to optimize its execution. The purpose of scheduling is to determine when to perform certain tasks, thanks to which the implementation of a given project will be as efficient as possible. Tasks should therefore be analyzed, preferably presented graphically in a diagram or schedule, and assigned to the appropriate people or teams. The duration of each task should be estimated and placed in time. This will ensure that the sequence of activities is maintained and that the entire process is optimized.

Practice 5: Organization and information

It encompasses the definition, implementation, and management of the temporary project organization. It defines required roles and duties as well as effective communication in an organization. This competence element also includes the creation and storage of documentation, as well as planning communication processes and human resources. It ensures an efficient flow of information between people and high-quality decision-making. 

Practice 6: Quality

Quality in a project can be understood in two ways. First, it means the quality of the process itself – that is, the way the project is organized. It refers to the introduction, implementation, and checking of standards, maintaining quality at each stage of the project. On the other hand, it means managing and controlling the quality of the products and results of the entire project. The concept of quality refers to the entire project from its initiation to the handover of the finished solution.

Practice 7: Finance

The concept of finance includes all activities related to estimating, planning, spending, and controlling the funds flowing in and out of a project. At the initial stage of the project, the individual must determine which costs are necessary for the project – this is called defining the budget. The individual also has to take actions related to the way the project is financed or funded. 

Practice 8: Resources

This competency element includes defining, acquiring, controlling, and developing all the resources necessary to meet the targets of the project. These resources can be people, but also their knowledge and experience, facilities, equipment, materials or tools, etc. – all the goods necessary to perform the planned tasks and achieve the set goals. This competence defines how to acquire and use resources, optimize and control them for the best possible efficiency of the project.

Practice 9: Procurement and partnership

It covers all processes from procurement planning to purchasing and contract administration. It allows you to get the best available value from a given supplier or partner, which helps deliver the best value for the buyer and organization. 

Practice 10: Plan and control

Based on the design, all its elements form a balanced plan. Its implementation should be controlled and regularly updated, following changes occurring in the project or its context. This competence combines all the necessary information and enables decision-making. The essential cyclical process includes successively: planning, executing, monitoring, and correcting the plan or its implementation.

Practice 11: Risk and opportunities

It deals with the identification, assessment, strategy planning, and control of risks arising within a project. Proper management of risks and opportunities can help decision-makers take informed decisions based on available information and assign priorities to specific activities. Risk management is an ongoing process – so it occurs throughout the lifecycle of the project.

Practice 12: Stakeholders

This competency element involves identifying, analyzing, engaging, and managing stakeholders’ attitudes and expectations. The main objective of this competency element is to ensure that the individual maintains stakeholder engagement by effectively managing stakeholders’ expectations and interests, as well as their impact on the project.

Practice 13: Change and transformation

Change (i.e., improving the current situation, keeping the past in mind) and transformation (i.e., the development of new situations, based on a vision of the future) enable the processes, tools, and techniques by which an organization and its employees can make modifications leading to the adoption and implementation of a change. This makes it possible to achieve the expected results and success of the overall project.

Practice 14: Select and balance

This is the last competency element. It describes the selecting and balancing of components of portfolios. It focuses on evaluating, selecting, and monitoring the performance of projects and programs, making sure that the portfolio as a whole brings optimal benefits for the organization.

You’ve just read an article on Individual Competence Baseline in the Practice area. Read also: How to tackle major issues in project management.

If you like our content, join our busy bees community on

Perspective area – table of contents:

1. Perspective area – introduction
2. Perspective 1: Strategy
3. Perspective 2: Management oversight, structures, and processes
4. Perspective 3: Compliance, standards and regulations
5. Perspective 4: Relations of power and motivations
6. Perspective 5: Culture and Values

Perspective area – introduction

The external factors and conditions spark support and determine every project and program. People, organizations, and communities have various, often even contrary expectations. The level of complexity they have become is hard to grasp. Fortunately, launching a program or project may provide some insight in such cases.

Perspective 1: Strategy

We can divide the determinant of any project or program into formal disclosed goals or needs of an organization and less formal, implicit motives and interests. A great example of the formal, plain most tangible ones is an organization’s strategy. Usually, it has clear goals and objectives with projects and programs contributing to achieving them. Since it’s according to these goals, portfolios, programs, and projects you prioritize.

Perspective 2: Management oversight, structures, and processes

The organizational and external elements of competencies – i.e., oversight, structures, and process – form the formal environment for a project, program, or portfolio. The number and level of dependencies and interrelationships they establish with their environment define their complexity. This indicates, that they focus on handling certain processes or structures that used to serve a clear purpose at the time of creation but have become outdated and of little use in the current situation.

Perspective 3: Compliance, standards and regulations

Compliance, standards and regulations also contain important context and determinants. They consist of issue-related laws, standards, regulations as well as tools that reflect the organization’s priorities, best practices and requirements.

Perspective 4: Relations of power and motivations

The balance of power and incentives between people in the organization provides yet another outlook to consider, as they may become the key elements that determine the success of a particular project, program or portfolio. At the same time, these power relations make up the informal equivalent of organization’s strategy. Formal rules and goals alone can’t determine choices people. We mustn’t forget about their personal ambitions too.

Perspective 5: Culture and Values

The fifth perspective i.e, the organization’s culture and values, are predominantly informal and implicit. Though a company may plainly attempt to influence the informal culture with formal goals or missions, the core cultural values will remain implicit and informal. What’s more, these values influence the other contextual elements – that is, commonly available strategies, rules and regulations, etc. That’s why, knowledge of the customs, mores, conventions and practices of an organization is crucial for any given project, program or portfolio to succeed.

Today we discussed the Individual Competence Baseline in the Perspective area. Follow our category: IPMA Certification Guide, so you don’t miss the next articles in this series.

If you like our content, join our busy bees community on

IPMA Competence Baseline – table of contents:

1. IPMA Competence Baseline
2. What is a project?
3. What is a programme?
4. What is a portfolio?
5. Essential areas of the IPMA Competence Baseline
6. Key Competence Indicators

IPMA Competence Baseline

The IPMA Competence Baseline covers three areas, i.e. Perspective, People and Practice. They form the eye of competence, which illustrates competences required by individuals in the fields of project, programme and portfolio management.

What is a project?

A project is a unique, multidisciplinary, and structured endeavor to deliver products that meet pre-defined requirements. Project management usually involves several employees, from junior project management professionals to senior project managers.

What is a programme?

A programme helps to achieve a strategic goal. It is a structure of interdependent components that are managed in a coordinated manner. Programme management usually requires the commitment of senior project managers and project directors.

What is a portfolio?

A portofio is a set of projects or programmes designated to achieve the organization’s strategic objectives. Projects and programmes brought together in a portfolio are not necessarily related to each other. The portfolio manager informs senior management representatives about any significant issues and provides them with solutions to resolve encountered problems. Since project and programme management are temporary efforts, and portfolio management is an ongoing process, the competence elements (Ces) have been structured to cover the full scope of projects, programmes and portfolios.

Essential areas of the IPMA Competence Baseline

Key areas of the IPMA Competence Baseline are as follows:

People. People CEs specify personal and interpersonal competencies necessary to sucessfully lead or participate in a project, programme and portfolio.

Practice. Practice CEs define specific methods, tools and techniques applied to projects, programmes or portfolios to achieve their goal.

Perspective. Perspective Ces outline methods, tools and techniques through which individuals interact with the environment, and the rationale that drives people, organizations, and societies to initiate and support projects, programmes and portfolios.

Key Competence Indicators

Within each competence area there are generic Competence Elements (CEs). They contain a list of specific knowledge and skill elements required to master the CE. Key Competency Indicators (KCIs) provide rules for managing successful projects, programmes and portfolios. There are also measures that detail the performance points within each KCI.

In the next sections of the IPMA Certification Guide, we will focus on presenting competencies regarding the aforementioned key areas.

Other resources: How to tackle major issues in project management?

If you like our content, join our busy bees community on

IPMA certification process – table of contents:

1. Application
2. Self-assessment
3. CV
4. Executive Summary Report
5. Referees
6. Eligibility check
7. Exam
8. Report
9. Report evaluation
10. Path-based simulations and interviews
11. Final evaluation, decision and certification
12. Feedback
13. Archiving

Application

The first step of IPMA certification process is the application. Each Certification Body provides an application form. It contains the candidate’s personal details and confirmation that they are familiar with the IPMA certification regulations and undertake to comply with them.

Self-assessment

At the application stage, the candidate must provide their self-assessment. For Levels A, B and C, the applicant completes a full self-assessment (knowledge, skills and abilities) for all CEs at the level applied for. For Level D, the applicant completes a self-assessment for knowledge for all CEs.

CV

Applicants for Level A, B or C certification must deliver a summary of any projects, programmes or portfolios they have managed or been engaged in to meet IPMA criteria. The applicant must provide detailed information to support the assessment.

Elements that should be included in the summary:

• applicant’s name and contact information,
• a career history, including ignificant roles and positions in projects, programmes and portfolios; degrees from accredited universities; professional certifications and qualifications; project, programme, and portfolio management training; professional memberships; other professional accomplishments, including awards or publications,
• an overview of projects, programmes, and portfolios that includes key deliverables, duration, budget, and complexity of projects, programmes or portfolios; the applicant’s role, responsibility, and extent of involvement in each.

For recertification, the certificate holder must submit the same CV along with evidence of taking at least 35 hours of Continuing Professional Development (CPD) each year since their last certification.

Executive Summary Report

The report may be used by the application assessors in preparation for the interview. For levels A, B and C, the applicant must submit an Executive Summary Report of up to 15 pages. This report must include:

• information about the organization (company details, industry, types of projects, the main objectives of the business unit where the applicant works),
• a one-page summary for each project, programme or portfolio with their schedules, phases and resources used,
• the applicant’s role in the organization, their responsibilities, a description of their project management procedures, and their relationships with internal and external stakeholders.

Referees

When applying for A,B, and C certification, as well as for recertification, the applicant must provide names and contact information of at least two referees who will be able to confirm their qualifications.

Eligibility check

The next step of IPMA certification process is the eligibility check. Based on the provided evidence, the CB decides whether to accept or reject the application for certification. If the applicant is accepted as meeting the eligibility criteria, they become a candidate.

However, if they do not meet the eligibility criteria, they will be informed about it. In such a situation, the applicant may either apply for certification at a lower level or provide additional documents proving that they meet the eligibility criteria.

Exam

For levels B, C and D, each Certification Body ensures that all exams are conducted in a suitable environment in accordance with procedures, and all questions and materials are securely controlled. This includes checking the candidate’s identity.

The Level B exam may be taken orally or in writing depending on the decision of Certification Body. It consists of open-ended questions that allow candidates to demonstrate knowledge only at the required level. The written exam lasts for three hours and the oral exam lasts for ninety minutes.

The level C exam is a written paper with open-ended questions only and lasts for three hours.

The level D exam is a written paper and consists of multiple choice and open-ended questions. The Level D exam is also three hours long.

Report

Candidates assessed at A and B levels submit a detailed report covering their projects, programmes or portfolios, which should be linked to the Executive Summary Report described in Section 4. It ought to contain a maximum of 25 pages of text and a maximum of 15 pages of attachments.

It should include a detailed description of the role of the project, programme or portfolio in terms of key stakeholders, key objectives, and the candidate’s responsibilities.

The candidate should also include an overview of management challenges throughout the project life cycle, programme or portfolio adequate to the level of certification which they are applying for.

Report evaluation

The Certification Body chooses a competent person to assess the report against the requirements at the given level using evidence provided by the candidate. On this basis, the candidate either passes this part of the certification or is deemed incompetent.

Path-based simulations and interviews

After submitting the reports for A and B levels, there are two possible certification paths, i.e. either a scenario-based simulation and interview or an extended interview.

A simulation is a session during which a candidate must perform tasks relevant to the appropriate role (project, programme or portfolio) and level (A, B or C) while being observed by assessors. The purpose of this simulation is to assess the candidate’s personal skills in an environment where they must interact with others.

The candidate is evaluated individually and the assessment is not based on group performance.

Interviews, in turn, are designed to assess practical and perspective competencies.They are conducted by two individuals who determine which specific Competency Elements (CEs) and Key Competency Indicators (KCIs) are to be assessed. Questions are related to previously provided materials. Responses are recorded as evidence and later archived.

If the simulation is not possible, an extended interview is conducted. The interview time is extended so that specific CEs and KCIs could be fairly assessed.

Final evaluation, decision and certification

The final evaluation determines if the candidate has satisfactorily met all the required criteria for the chosen IPMA level. The assessment is then forwarded to the Certification Body for review and decision.

The Certification Body decides whether the candidate has passed the examination or is not yet competent based on the assessors’ recommendations, after verifying that all the procedures have been followed and documentation is complete.

Unless the candidate objects in writing to the Certification Body, information about the certificate is put on the IPMA website. Certificates are valid for five years. After five years, the certificate holder may apply either for recertification at the same level or certification at a new level – if they provide documentation to prove their skills.

Feedback

If the applicant is not accepted as a candidate or if they fail the certification process, they are informed about the reason in writing by the IPMA Certification Body.

Applicants and candidates may also be asked to complete a survey with feedback on their experience concerning the process. The feedback is not used as part of the candidate’s evaluation. It is only a part of the continuous improvement process.

Archiving

The last step of IPMA certification process is archiving. The Certification Body is required to adequately control and archive records for a minimum of six years.

If you like our content, join our busy bees community on

Four level certification 4LC – table of contents:

1. IPMA Level D
2. IPMA Level C
3. IPMA Level B
4. IPMA Level A

IPMA Level D

At the first level of certification, knowledge of all project management competencies in such areas as Perspective, People and Practice is only assessed. A candidate should also have skills to work in a project team. This level of certification is usually chosen by current and future members of project teams who would like to improve their competences and become a Certified Project Management Associate.

IPMA Level C

At IPMA Level C, team management in projects of moderate complexity is assessed by applying knowledge to all competence elements. The IPMA level C certification is for project managers who deal with moderately complex projects and for project team members. After passing an exam at this level, you are given a title of Certified Project Manager.

IPMA Level B

At Level B, the candidate’s leadership in complex projects throughout the project lifecycle is evaluated. This also applies to the roles and lifecycles of the portfolio and the program. The IPMA-B certification is designed for experienced project managers who deal with complex projects, programs and portfolios. Achieving a certification at IPMA Level B allows you to get a title of Certified Senior Project Manager.

An IPMA certification at Level B requires that a candidate has worked in a complex project environment within an organization. The candidate needs to have at least five years’ experience as a project manager within the last eight years. Three of those years must be in a responsible leadership position managing complex projects. Similar work experience in managing programs and portfolios is required to obtain the titles of Certified Senior Program Manager and Certified Senior Portfolio Manager.

IPMA Level A

At Level A, the candidate’s leadership in very complex projects is evaluated. The IPMA-A certification is designed for professionals managing highly complex projects, throughout the whole project life cycle at a strategic level. Within the last twelve years, the candidate needs to have at least five years’ experience as a project manager in a responsible leadership role in highly complex projects.

At least three of those years must be at a strategic management level. As with IPMA Level B, after getting the Level A certification, you can boast about the titles of Certified Project Director, Certified Programme Director and Certified Portfolio Director.

If you like our content, join our busy bees community on , and .

IPMA certification – table of contents:

1. International Project Management Association
2. What is IPMA certification?
3. The real value of IPMA certification

International Project Management Association

IPMA (International Project Management Association) is an international federation of about 70 associations that gathers and certifies project managers all over the world. The organization concentrates on enabling the exchange of knowledge and experience for project management enthusiasts, as well as increasing the competences of people and organizations implementing project management.

IPMA was established in Europe, but currently, member organizations can also be found in Asia, Africa, Australia, North and South America and the Middle East. Thanks to the association, project management practitioners from all over the world can connect, share ideas, develop and effectively cooperate with each other. The federation also organizes international events and conferences addressed to project managers. One of them is an annual IPMA World Congress.

What is IPMA certification?

IPMA offers a four-level certification system (4LC) based on the international standard of individual competency guidelines and allows project managers to plan their career path as well as constant professional development. The certification bodies of the IPMA member associations are responsible for individual assessments and certification. The certification process involves several stages of candidate evaluation and is described in the International Regulations for Certification (ICR), available on the official IPMA World website. When candidates meet the competency requirements, they can apply for certification at a given level. Therefore, people at various stages of professional development can be certified.

The real value of IPMA certification

Apart from International Project Management Association, the leading organizations that certify project managers include Axelos and Project Management Institute (PMI). Both Axelos and PMI certify in accordance with their own project management methodologies and standards: PRINCE2 and PMBOK.

The approach followed by IPMA, in turn, is not related to a specific methodology, but concentrates on the assessment of the Individual Competence Baseline (ICB) in terms of project, program and portfolio management. The IPMA Individual Competence Baseline defines 29 elements of competences in three areas: Perspective, People and Practice. They form a set of competences that a modern project manager should have. For this reason, IPMA is a very popular certification system which is valued internationally.

The four-level system allows you to confirm your skills, test yourself, acquire new knowledge, as well as plan your further professional development.

If you dream of a career in international organizations , the IPMA certification will be a good choice since it is recognized around the world.

If you like our content, join our busy bees community on , and .