ambok guide 2012 edition

A Guide to the

Accreditation Management Body of Knowledge

(AMBOK® Guide)

2012 EDITION

A Guide to the

Accreditation Management Body of Knowledge

(AMBOK® Guide)

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Jensen, Christian A. A Guide to the Accreditation Management Body of Knowledge: AMBOK® Guide / Christian A. Jensen Includes endnotes, glossary and index. ISBN-13: 978-0-9645638-2-7 ISBN-10: 0-9645638-2-7 1. Accreditation. 2. Assessment. 3. Capability. 4. Certification. 5. Competitive Advantage. 6. Intellectual Property. 7. Product Management. 8. Corporate Universities. 9. Credentialing. 10. Customer Driven-Focused Development. 11. Human Resources. 12. Performance Engineering. 13. Human Capital.

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First printing, October 2011

AMBOK® GUIDE – FIRST EDITION Page i

TABLE OF CONTENTS

SECTION 1 – ACCREDITATION MANAGEMENT ........................................... 1

Introduction ......................................................................................................... 1 The Purpose of the AMBOK

® Guide ..................................................................... 1

Audience for the AMBOK® Guide ......................................................................... 1

Accreditation ....................................................................................................... 2 Definition ...................................................................................................... 2 Examples of Accreditation ............................................................................ 2 Examples of Accreditation through Concise Use Cases ................................ 3 Benefits of Accreditation .............................................................................. 9 Individual Accreditation ................................................................................ 9 Organizational Accreditation ........................................................................ 9 Product and Services Accreditation ............................................................ 10 AMBOK® Guide Focus: the Accreditation Provider .................................... 10

Accreditation Management ............................................................................... 11 Definition .................................................................................................... 11 Example of Organizational Accreditation Management ............................. 11

Summary ............................................................................................................ 15 SECTION 2 – KNOWLEDGE AREAS ............................................................ 19

Knowledge Area Map ........................................................................................ 19 1. ASSESSMENT ..................................................................................... 21 2. CERTIFICATION .................................................................................. 25 3. COMPETENCY .................................................................................... 29 4. CORRELATION .................................................................................... 31 5. EDUCATION ....................................................................................... 35 6. ETHICS................................................................................................ 41 7. EXPERIENCE ....................................................................................... 43 8. LICENSE .............................................................................................. 49 9. REGISTRATION ................................................................................... 53 10. REGULATION ...................................................................................... 59

SECTION 3 – PROCESS AREAS .................................................................. 67 Accreditation Delivery Framework™ (ADF) ....................................................... 67 The ADF and other Frameworks and Methodologies ........................................ 68

0. ASSURANCE AND GOVERNACE .......................................................... 71 1. DEFINITION PHASE ............................................................................ 73 2. IMPLEMENTATION PHASE ................................................................. 79 3. SUPPORT PHASE ................................................................................ 85

External & Supplementary Documentation ....................................................... 87 SECTION 4 – GETTING STARTED ............................................................... 91

Introduction ....................................................................................................... 91 Accreditation Proof-of-Concept ......................................................................... 91 Summary ............................................................................................................ 96

GLOSSARY .............................................................................................. 99

INDEX ................................................................................................... 105

Page ii AMBOK® GUIDE – FIRST EDITION

AMBOK® GUIDE – FIRST EDITION SECTION 1 Page 1

SECTION 1 – ACCREDITATION MANAGEMENT

Introduction The Accreditation Management Body of Knowledge (AMBOK®) Guide represents the collective knowledge in the domain of accreditation. Domain referring to the field of influence and action applied at an individual level and/or at a business level. While the concept of accreditation seems to date back to the seventeenth century, its practice has been mostly limited to academic and professional interests. It is often based on problems and opportunities such as a market demand; a business need; a customer request; a technological advance; a legal requirement; or a social need.1 The AMBOK® Guide helps delineate accreditation so that its application fits many interests and when routinely applied, regardless of industry, products or services: it creates a foundation for quality with regard to scope of application and specification; recognition; and for many organizations a distinct competitive advantage.

The Purpose of the AMBOK® Guide The purpose of the AMBOK® Guide is to identify areas of knowledge that represent proven, recommended and emerging practices in the field of accreditation. The AMBOK® Guide is a reference textbook for which accreditation, and its management, is structured and practiced. The AMBOK® Guide does not replace or challenge any accreditation body practices, rather, provides a framework for understanding how to create, operate, improve or apply such a body given a common body of knowledge.

Audience for the AMBOK® Guide The audiences for the AMBOK® Guide are individuals wanting to understand how accreditation is envisioned, and implemented throughout industry; organizations looking to distinguish capability through accreditation as a means of performance engineering in human capital or as a way of distinguishing goods and services; or as an avenue to a sustainable competitive advantage.

SECTION 1 AMBOK® GUIDE – FIRST EDITION

Accreditation

Definition

At the most fundamental level accreditation can be defined as evidence in capability. It provides evidence that a person, place, thing, quality, or action has explicit capability, i.e. the “qualities, abilities, features, etc., that can be used or developed; potential.”2 Accreditation can further be defined as a way “to make authoritative, creditable, or reputable; sanction; to regard as true.”3

Accreditation establishes that a person, place, thing, quality, or action holds evidence of capability.

Examples of Accreditation

Constantly, various forms of accreditation are the topic of news headlines:

City granted accreditation as a housing agent; City Program accredited by the National Trust for Historic Preservation; Company obtains ISO 9001/2000 accreditation; Corrugated box manufacture earns Sustainable Forestry Initiative certification; Garage door manufacturer to receive accreditation for testing facility; GetWellNetwork® endorsed by the American Hospital Association; Higher Learning Commission revokes College of Business accreditation; Million records sold—singer receives award of the Platinum® Record; Movie transfer will carry “studio experience” through its THX-certification; NASA grants accreditation for space shuttle coverage; Nurses hold one license in their state of residency; Nursing home fails accreditation to meet standards in clinical care; Reseller accredited to resell and manage camera products and services; State laboratory receives accreditation to ISO/IEC 17025.

These examples provide an illustration that accreditation can be attained and likewise revoked--both actions discussion points in this book. This suggests that a gain or loss of accreditation could impact: enrollment status; entry into a new market; financial funding; product or service quality; safe operation of a product; securing a vendor position in a bid; terms and conditions of employment; etc., i.e. capability yields immediate and sustainable value through accreditation. These examples also reinforce the many themes in accreditation: that a person (such as the nurse); a place (such as the laboratory), a thing (the corrugated box), a quality (the testing facility), or action (the studio sound experience)—all accredited with evidence of capability. Hence, accreditation goes far beyond just academic and professional interests and opens new vistas of possibility in providing evidence in capability.


Examples of Accreditation through Concise Use Cases

To further illustrate the application of accreditation as evidence of capability each of the following concise use cases (you may wish to become familiar with Table 2-0, the Table of Knowledge Areas and Accreditation Elements).

Use Case 1- The Automobile Industry Consider the automobile industry. According to the U.S. Department of Transportation (2011), national transportation statics point out that there were 10.6 million new vehicle sales in 2009; contrast that with 35.5 million used vehicle sales.4 This certainly indicates that there is a prosperous market for lesser priced used vehicles in contrast to purchasing a new model. Two popular sport utility vehicle manufactures provide certified pre-owned accreditations to attract the used vehicle consumer (see Table 1-1): note that both are very similar in what they offer to the consumer. Here accreditation is single-fold: both companies have created their own programs of inspection (using the Assessment knowledge area)—this service offering is accredited in this case.

Table 1-1. Accreditation as applied toward used automobile products

Use Case 2- The Package Engineering Industry

Packaging generally falls into three categories: 1) consumer, 2) institutional, and industrial.7 Many companies, like Amazon.com and Wal-Mart, rely on effective industrial packaging for the protection of goods they have shipped to customers. Companies that ship goods often look to package engineering to support a Box Maker’s Certificate (a round or square certification mark). This certificate provides information about the box capabilities in terms of strength and construction materials, for example: the Burst Test is the ability for a box to withstand specific environmental forces; the Combined Weight and Facings relates to stackability; Size Limit is the maximum length of the box to still warrant certification; and the Gross Weight Limit is the maximum total weight that can be placed in the box.

Brand Jeep5 Land Rover

6

Service

Offering

Certified Pre-Owned Vehicle Certified Pre-Owned Land Rover

- 125-point inspection - 8-year / 80,000-mile limited-

warranty - CARFAX report on major

accidents, fire or flood damage, or odometer fraud

- 140-point inspection - 6-year / 75,000-mile limited-

warranty - 24/7 roadside assistance


Use Case 3 – The Public Sector Security Clearance

Consider the security clearance found in the public sector. The proposed U.S. defense budget for fiscal year 2008 is $481 billion and there are currently 94,212 job seekers8 looking to enter this government market which requires a security clearance: individuals that would be working with sensitive and confidential information. To gain a security clearance Rod Powers states that there must be an investigation that “focuses on an individual’s character and conduct, emphasizing such factors as honesty, trustworthiness, reliability, financial responsibility, criminal activity, emotional stability, and other similar and pertinent areas. All investigations consist of checks of national records and credit checks; some investigations also include interviews with individuals who know the candidate for the clearance as well as the candidate himself/herself.”9 Here accreditation is single-fold: the government creating a program for its agencies to establish eligibility for access to information (using the Assessment knowledge area)—this investigation is accredited in this case.

Use Case 4 – The Entertainment Industry Consider the entertainment industry. Dolby Laboratories “has defined high-quality audio surround sound in cinema, broadcast, home entertainment systems, cars, games, and personal computers.”10 It is this “entertainment experience” that Dolby Laboratories has received copyrights, patents and trademarks to protect its intellectual property and trade secrets. In order for use of Dolby technology to encode content and media or to use it in consumer or professional products, integrated circuits or software, individuals or organizations must apply for a license or a trademark agreement. According to the United States Patent and Trademark Office a trademark helps “protect words, names, symbols, sounds, or colors that distinguish goods and services from those manufactured or sold by others and to indicate the source of the goods. Trademarks, unlike patents, can be renewed forever as long as they are being used in commerce.”11 A license is: formal permission from a governmental or other constituted authority to do something, as to carry on some business or profession; a certificate, tag, plate, etc., giving proof of such permission; official permit; the legal right to use a patent owned by another.”12 Here accreditation is multi-fold: They have protected their business name and filed for Federal trademark protection (using the Registration knowledge area) and recognizing the value of their intellectual property they allowed for its use (using the License knowledge area).


Use Case 5 – The Wood Products Industry Consider the wood products industry. We live in a rapidly changing world of biodiversity, a concern for all forms of life and their ecosystems, which are an increasingly important political topic. The Rainforest Alliance is a global organization that declares “practical conservation through certified forestry.”13 The "SmartWood Rediscovered Wood Program" was created for certification of reused, reclaimed, recycled and salvaged wood products. Here accreditation is multi-fold: first to earn the Forest Stewardship Council (FSC)/Rainforest Alliance certification, a company must meet the ten Principles and Criteria of the FSC forest management standards (using the Ethics and Professional Standards ontology); and secondly a review of the SmartWoodcm Program (using the Assessment and Certification knowledge areas)—the company and its products are both accredited in this case including its partners.

Use Case 6 – The Software Industry Consider the software industry. A large software manufacture, understanding one of its products is technically challenging to install and implement, understands from its support calls and field engineers that the product is a bane of customer frustration, dissatisfaction, and a risk to business operation up-time. The software manufacture may wish to create technology accelerators (TA) for the rapid deployment of their technology and its productive use prior to their next version release. The TA could include an assessment of the customer’s current environment to minimize the risk of upgrade and an understanding of any issues; and a resource pool of field engineers accredited by product engineers in having completed a minimum education track, through further one-on-one structured development gained essential experience, and as a result were awarded this TA certification. Here accreditation is multi-fold: The software manufacture created a technical environment assessment to ensure the successful deployment of their product (using the Assessment knowledge area) and creating competitive advantage, certified individuals to install the product (using Education, Experience, and the Certification knowledge area). Customers can now be assured that their software environment is not only capable of upgrade, that only accredited individuals with education and experience will install it.


Use Case 7 – The Telecommunications Industry Consider the telecommunications industry. A large telecommunications company needed to leverage accreditation for an important international trade position; the Trade Officer (TO), whose role is to ensure compliance with U.S. Export/Import regulations as outlined by the Customs and Border Protection (CBP); the Department of Commerce Export Administration Regulations (EAR); the Department of State International Traffic in Arms Regulations (ITAR); and the Department of Treasury Office of Foreign Assets Control (OFAC). The TO would create assessment programs as proof to the agencies as compliance and importantly, would provide transcripts of structured development activities as evidence of up-to-date knowledge of regulatory requirements and as such would be certified annually as a TO. Here accreditation is multi-fold: The telecommunications company created an assessment to ensure regulatory compliance (using the Assessment knowledge area) and created a certification to satisfy government auditors that the TO was knowledgeable and had experience in regulatory requirements (using Education and the Certification knowledge area).

Use Case 8 – The Organic Food Industry

While organic food and beverage sales represented approximately 4 percent of overall food and beverage sales in 2010, revenue of $26.7 billion (mostly in fruits and vegetables) representing a 7.7 percent growth over 2009 sales.14 According to the California Certified Organic Farmers (2010), “certified organic food in the United States is grown according to standards set by the National Organic Program. According to those standards, Organic food is produced without using most conventional pesticides; fertilizers made with synthetic ingredients or sewage sludge; bioengineering; or ionized radiation.”15 Consumers observe an CCOF and USDA Organic certification stamp which further enables trade, marketing, political advocacy and quality.

Use Case 9 – The Aquaponic Farming Industry

Taking the Organic food industry use case further (and covered with interesting debate) is the Aquaponic farming. According to Nelson and Pade (2011), “Aquaponics is the combination of aquaculture and hydroponics. In aquaponics, you grow fish and plants together in one integrated, soilless system. The fish waste provides a food source for the plants and the plants provide a natural filter for the water the fish live in. Aquaponics produces safe, fresh, organic fish and vegetables. When aquaponics is combined with a controlled environment greenhouse, premium quality crops can be grown on a year-round basis, anywhere in the world.”16 This is an emerging market with pending accreditation to assist in consumer choice.


Use Case 10 – The Dietary Supplements Industry Rainbow Light Nutritional Systems introduced their trademarked VeganGuard™ in 2004 to assure consumers that their products contained a formula guaranteed to be free of meat and animal products. According to the manufacture, “you can be certain the product inside is 100% animal-free — with no animal-derived or stabilized ingredients;” appealing to the diet and religious conscious consumers.17

Use Case 11 – The Accounting Profession Consider accounting. One of the “big 4” Certified Public Accountant (CPA) firms (Deloitte Touche Tohmatsu; Ernst & Young; KPMG International; and PricewaterhouseCoopers) “generally recruit outstanding graduates and highly experienced CPAs and encourage the development of specialized skills by their personnel.”18 While Table 1-1 provided a compare and contrast with two service offerings from competitive manufactures, Table 1-2 provides a similar compare and contrast with how the United States and its jurisdictions vary in educational requirements (and in some cases the call for direct experience) in the field of financial accounting, i.e. the CPA accreditation. Here accreditation is multi-fold: the state/jurisdiction adopted a minimum requirement in education (using the Education knowledge area), administers an exam through the American Institute of Certified Public Accountants and potentially an additional state/jurisdiction test (using the Assessment knowledge area), acknowledgement of an ethical code (using the Ethics knowledge area), and conditionally a period of applicable experience (using the Experience knowledge area): the CPA is considered a license (using the License knowledge area: note how the other knowledge areas are attributes of this profession and its accreditation).

Table 1-2. Accreditation as applied to services in financial accounting

Application Forty-five states jurisdictions: Guam, Puerto Rico, and Washington D.C.

California, Colorado, Delaware, New Hampshire, Vermont and jurisdiction: U.S. Virgin Islands

Professional Designation Components

19

Certified Public Accountant (CPA)

- Educational requirements (enacted legislation) for a minimum 150 semester hours of college study

- CPA exam administered by individual state

- Accounting work experience (depends on state)

- Code of professional conduct

- Educational requirements (enacted legislation) for a minimum 120 semester hours of college study

- CPA exam administered by individual state

- Accounting work experience (depends on state)



Use Case 12 – The Project Management Profession Consider project management. Often considered a strategic competency in concert with an organizations core competency, project management is acknowledged as a profession and is accredited by the global organization: the Project Management Institute (PMI®). While Table 1-2 provided the accreditation requirements for the CPA, Table 1-3 provides that of the PMP: note the similarities, however, the CPA is a license to practice and the PMP is a credential that verifies capability of practice (license and credential are discussed in greater detail Section 3). Here accreditation is multi-fold: the PMI is able to substitute the Bachelor’s degree with 40% more professional project management experience (using the Education and Experience knowledge areas), acknowledge additional education with learning objectives in project

management (using the Education knowledge area), administers a proctored exam through Prometric, PMI’s examination administration partner (using the Assessment knowledge area), and acknowledgement of an ethical code (using the Ethics knowledge area). Interestingly, PMI is also accredited by the American National Standards Institute (ANSI) as an accredited Standards Development organization (SDO).20

Table 1-3. Accreditation as applied to project management

Application Worldwide

Professional Designation Components

21

Project Management Professional (PMP®)

Without Undergraduate Degree With Undergraduate Degree

- High school diploma, associate’s degree or global equivalent

- Minimum five years/60 months unique non-overlapping professional project management experience during which at least 4,500 hours were spent leading and directing project tasks

- 35 contact hours of formal education [with learning objectives in project management]

- Project management exam administered by proctor

- Project management work experience (7,500 hours)


- Bachelor’s degree or global equivalent

- Minimum three years/36 months unique non-overlapping professional project management experience during which at least 7,500 hours were spent leading and directing project tasks

- 35 contact hours of formal education [with learning objectives in project management]

- Project management exam administered by proctor

- Project management work experience (4,500 hours)



Benefits of Accreditation

These case studies provide an illustration that supports many applications in accreditation: evidence in capability. These case studies illustrated: 1) services in the automobile industry; 2) a security clearance in public sector; 3) products and partners in the wood products industry; 4) creation and reproduction of an experience in the entertainment industry; 5) an accredited role to ensure regulatory compliance in international trade; 6) an accredited role to ensure quality and customer satisfaction in the software industry; 7) an accredited role to ensure compliance to applicable laws and regulations; and 8) a credentialed role as foundation to a professional practice. Individuals and organizations use accreditation because it promotes evidence of capability in part or holistically. It packages one or more of the accreditation knowledge areas (see Figure 2-2) to create an accreditation program.

Individual Accreditation

Accreditation from an individual perspective has to do with characteristically distinguishing themselves with academic and professional credentials that demonstrate knowledge, commitment, and industry standards in achievement that organizations seek when recruiting for the best talent. It can also include an individual’s association with a club; community; an event; a fraternity or sorority; etc. The significance is distinction and recognition by association.

Organizational Accreditation

From an organizational perspective accreditation often has to do with building human capital; a competitive position; respect through industry thought-leadership; productivity; profitability; return on investment; technological leadership; etc. Employees and employers, academics and consultants, governments and institutions—accreditation provides a distinction in the work individuals do and in the products and services they deliver in today’s competitive global economy. As one CEO (of a 119 year old U.S. based company) sited: “make sure you over invest both in capabilities and resources. Second pick the best person you can find to lead your learning efforts. That person must have the business acumen and the ability to link that to strategies and the learning that’s required to achieve them.”22 This book supports this notion, i.e. accreditation provides the evidence in capability, and accreditation management will enable the effort in ensuring its alignment to strategy.


Product and Services Accreditation

Accreditation from a product and services perspective has to do with meeting performance and quality standards; suitability for a specified purpose; as a means toward entering specific markets; or distinguishing the product and service from the competition. Cited in the previous paragraph above, accreditation identifies capability, exploits value to the customer, and provides a focus on competitive advantage.

AMBOK® Guide Focus: the Accreditation Provider

So far the term individual and organization has been used to differentiate people from business. The focus of this book, from this point forward, will be from the point of view of the organization. This is based on the presumption that most individuals belong to one or many organizations and that it is the organization that creates accreditation to attract individuals or differentiate their capability. The term organization will include any business delivering products or services either for-profit or not-for-profit and in any sector public or private. Hence, it is global competition that will position its human capital as one international business textbook affirms:

To create competitive advantage that is sustainable over time [an organization must] develop skills, or competencies, that: 1) Create value for customers and for which customers are willing to pay, 2) Are rare, since competencies shared among many competitors cannot be

a basis for competitive advantage, 3) Are difficult to imitate or substitute for, and 4) Are organized in a way that allows the [organization] to exploit fully the

competitive potential of these valuable, rare, and difficult-to-imitate competencies.23

The focus of the AMBOK® Guide will be that of the Provider of accreditation, see Figure 1-1. It is logical that even a Provider could be Holder of one or more accreditations.


Accreditation Management

Definition

Accreditation management formally justifies, develops and sustains an accreditation. This accreditation lifecycle allows you to follow a series of processes in which we formulate what type of accreditation we require, its form, its value, and whether to make or buy it; to procure it and/or build and deliver it; and finally, maintain it for whatever duration is determined appropriate. It should also align to an individual’s or an organization’s mission, goals, objectives and strategy in order to support this requisite capability.

Accreditation management is the process in which we formulate, implement and operationalize accreditation as it aligns to mission, goals, objectives and strategy.

Example of Organizational Accreditation Management

The end-to-end processes are illustrated at a high-level in Figure 1-1. The following describe each of the numeric callouts in order to provide an overview and understanding of each from multiple perspectives. The inside stakeholder perspective is that of the Provider of accreditation; the outside stakeholder perspective is that of the Holder of accreditation.

ACCREDITATION

MANAGEMENT

Organizational

Capabilities

Tangible and

Intangible Assets

Feedback on

Perception and

Quality

Voice of

the Customer

Mission, Goals and

Objectives, and

Strategy

Provider

or Holder

Remote, Industry,

and Operating

Environment

Performance Capability and Capacity

Inside Stakeholders Outside Stakeholders

Accreditation Program Portfolio (Resource-Based View)

u v

w

x

y z

Figure 1-1. Accreditation management interdependencies and stakeholders


Mission, Goals, Objectives and Strategy Mission, goals and objectives, and strategy reflect the awareness of: how, when and where to compete, against whom to compete, and for what purposes to compete. In much the same way that “strategic management is the set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company's objectives”—accreditation management is the strategic enablement, i.e. it identifies and leverages the capacity and capability for an individual or organization to deliver.24 It supports the notion of one business and management philosopher who wrote that “every organization needs performance in three major areas: It needs directs results; building of value and their reaffirmation; and building and developing people for tomorrow.”25

Accreditation Management Accreditation management, as previously defined, is the process in which we formulate, implement and operationalize accreditation as it aligns to the organizations mission, goals and objectives, and strategy. Usually an organization will create an Accreditation Management Office (AMO) and appoint a Director to work with Accreditation Owners in determining which accreditations the organization has inventory of and which accreditations the organization wishes to pursue. This inventory of current and proposed accreditations is the organizations Accreditation Portfolio representing one aspect of its human capital. Without this function, i.e. accreditation management, most organizations typically address their core competency and internal readiness needs often residing in an HR management system and/or Learning Management System. This is based on mainstream static models that are sufficient but often lack the dynamic needed to create a sustainable competitive advantage. Accreditation management allows an organization to give further development of core and strategic competencies (i.e. project management—both a shared competency and a discrete profession).

Tangible/Intangible Assets and Organizational Capabilities

This represents a Resource-Base View (RBV) for the organization wherein “RBV emphasizes strategic choice, charging the [organizations] management with the important tasks of identifying, developing and deploying key resources to maximize returns”26 in order to contribute to a sustainable competitive advantage (SCA) These resource categories are: tangible assets; intangible assets; and organizational capabilities. According to Brigham and Houston (2004):

Tangible assets: physical assets such as plant and equipment [as well as cash, materials, real estate, etc.]. Intangible assets: assets such as patents, copyrights, trademarks, and goodwill [as well as brand, franchise, etc.].27


Organizations may use tangible and intangible assets as part of an accreditation as a means of competitive advantage, e.g. in the Microsoft Technology Center facilities28, the Microsoft brand, and the Microsoft Certified Professional certifications as a combined accreditation provide customers with world-class services that cannot be duplicated with the same focus and quality by their competitors.

Organizational capabilities are the knowledge, skills and abilities of the individual and with an accreditation management function has the ability to enable this organizational capability with tangible and intangible assets to focus on strategy and the SCA environment it will operate within. Aggregation of all identified resources is contained in the Accreditation Program Portfolio discussed subsequently.

Accreditation Program Portfolio

The Accreditation Program Portfolio (APP) is an aggregate of all individual and organization profiles as defined through accreditation management.

Remote, Industry and Operating Environment The remote, industry and operating environments impose external factors that can affect the organization’s decision making in addressing mission and strategy. As Pearce and Robinson (2007) elaborate:

Remote environment: economic, social, political, technological, and ecological factors that originate beyond, and usually irrespective of, any single firm’s operating situation.

Industry environment: the general conditions for competition that influence all businesses which provide similar products and services.

Operating environment: factors in the immediate competitive situation that affect’s a firm’s success in acquiring needed resources.29

Provider or Holder The Holder is the recipient of accreditation. The Provider is the supplier of accreditation. An individual and a business may both provide and hold one or many accreditations. For example, The Microsoft Learning organization is a Provider of multiple certifications offered to the public, however, Microsoft employees take these certifications and Hold this form of accreditation.


Customer Supplier

A series of tasks that

turn inputs into outputs

Supplier Process Customer

Customer Supplier Customer Supplier

Receives outputs from a

process

Provides inputs to a

process

Feedback Loop

Adapted from Rose (2005)

Figure 1-2. High-level view of the accreditation knowledge areas An example of this interesting, reciprocal, customer and supplier relationship can be illustrated in Table 1-3. Here each entity is both a customer and a supplier and they go through a process to create a point of accreditation that presents itself through a chain of events. The University recognizes through its Research and Development a demand for online Masters of Business Administration (MBA) programs given experienced individuals are often busy with travel and would otherwise find it difficult to impossible to attend a traditional campus. The student/employee finds that their next promotion requires such a degree. The employer provides further specification on the MBA as being accredited by the AACSB. The “AACSB International was founded in 1916 and began its accreditation function with the adoption of the first standards in 1919.”30

University Student/Employee Employer

Customer Supplier Customer Supplier Customer Supplier

Requires online MBA program be accredited by the International Association to Advance Collegiate Schools of Business (AACSB)

Provides an online MBA degree program accredited by the (AACSB)

Requires an online MBA accredited from the AACSB and is accepted in the degree program

Provides employer with acceptance letter to the MBA online program

Accepts University online MBA program and allows employee tuition assistance

Note: accreditation by the AACSB is fast becoming an employer requirement

31

Upon graduation employee meets employers requirement for management promotion

Table 1-3. Extrapolation of Figure 1-1 with unique entities


Summary Robert Reich (2007), former U.S. secretary of labor and best-selling author, addressed educators from 51 countries to discuss how building human capital is key to sustaining competitive advantage—“globalization, technological change, and demographics may be primary business vectors, but thoughtful investment in human capital—with emphasis on skill development—is most critical to maintaining a competitive advantage in a global business environment.”32

Quick hits for many CXOs today might focus on specific areas of their value-chain, or perhaps roles, like project management, that span multiple. Accreditation initiatives that focus just on skill alone will enable performance. As one international performance management company advertised:

Skill to diagnose customer problems and identify customer needs—beyond the obvious

Skill to present products and services as differentiated client-focused solutions.

Skill to protect profitability and strengthen relations through the process of collaborative negotiation33

These examples are just the tip-of-the-iceberg when considering the use of accreditation as evidence of capability in building human capital, monitoring an organizations product and services quality, requirements, risk and financial reporting, not to mention the value in association with others with a similar accreditation—these are all important aspects of accreditation and fundamental to this book.


SECTION 1 - Endnotes 1 Project Management Institute (PMI), A guide to the project management body of

knowledge: PMBOK® Guide 3

rd ed., (Newtown Square, PA: PMI, 2004) 81.

2 Dictionary.com, Capability, n.d., <http://dictionary.reference.com/browse/capability>

17 January 2010. 3 Dictionary.com , Accreditation, n.d.,

<http://dictionary.reference.com/browse/accreditation> 17 January 2010. 4 U.S. Department of Transportation, Research and Innovative Technology

Administration, Bureau of Transportation Statistics, National Transportation Statisticshttp://www.bts.gov/publications/national_transportation_statistics/> 2011.

5 Brand Spanking Used, Jeep, n.d.

<http://www.brandspankinused.com/powerTrain.htm> 17 January 2010. 6 Land Rover USA, Pre Owned, n.d.,

<http://www.landroverusa.com/us/en/Vehicles/Certified_Pre_Owned/Overview.htm?sReferrer=P_CPO_slashCPO_CPOHome_20050526> 17 January 2010.

7 Joseph F. Hanlon, Robert J. Kelsey, and Hallie E. Forcinio, Handbook of Package

Engineering, 3rd

ed., (Boca Raton, FL: CRC Press LLC, 1998), 6. 8 ClearanceJobs.com, The ClearanceJobs Report, February 2007, Volume 2, Issue 2,

<http://media.corporate-ir.net/media_files/priv/pr_130608/ClearanceJobsFeb07.pdf> 17 January 2010.

9 Rod Powers, Security Clearance Secrets, n.d.,

<http://usmilitary.about.com/cs/generalinfo/a/security.htm> 17 January 2010. 10

Dolby, About, 2010, <http://www.dolby.com/about/> 17 January 2010. 11

United States Patent and Trademark Office (USPTO), Define :trademark, n.d., <http://www.uspto.gov/main/glossary/index.html#t> 17 January 2010.

12 Dictionary.com, License, n.d., <http://dictionary.reference.com/browse/license> 17

January 2010. 13

Forest Stewardship Council (FSC.org), Rainforest Alliance, 2010, <http://www.rainforest-alliance.org/index.cfm> 17 January 2010.

14 Organic Trade Association, Industry Statistics and Project Growth, June 8, 2011,

http://www.ota.com/organic/mt/business.html 15

California Certified Organic Farmers (CCOF), About Organic, 2011, http://www.ccof.org/aboutorganic.php

16 Nelson and Pade, About Aquaphonics, 2011, http://www.aquaponics.com/

17 Rainbow Light Nutritional Systems. Groundbreaking New Supplement

Formulas Guarantee Consumers: 100% Animal-Free Multivitamins, n.d., http://www.rainbowlight.com/CategoriesCompany.aspx?Category=47f859d0-1b4e-40b6-ab1b-2dc75b8b08d5

18 David Marshall, Wayne McManus and Daniel Viele, Accounting: what the numbers

mean 7th

ed., (New York, NY: McGraw-Hill Irwin, 2007), 5. 19

Marshall, 6-7.

http://dictionary.reference.com/browse/capability

http://dictionary.reference.com/browse/accreditation

http://www.bts.gov/publications/national_transportation_statistics/

http://www.brandspankinused.com/powerTrain.htm

http://www.landroverusa.com/us/en/Vehicles/Certified_Pre_Owned/Overview.htm?sReferrer=P_CPO_slashCPO_CPOHome_20050526

http://www.landroverusa.com/us/en/Vehicles/Certified_Pre_Owned/Overview.htm?sReferrer=P_CPO_slashCPO_CPOHome_20050526

http://media.corporate-ir.net/media_files/priv/pr_130608/ClearanceJobsFeb07.pdf

http://media.corporate-ir.net/media_files/priv/pr_130608/ClearanceJobsFeb07.pdf

http://usmilitary.about.com/cs/generalinfo/a/security.htm

http://www.dolby.com/about/

http://www.uspto.gov/main/glossary/index.html#t

http://dictionary.reference.com/browse/license

http://www.rainforest-alliance.org/index.cfm

http://www.ota.com/organic/mt/business.html

http://www.ccof.org/aboutorganic.php

http://www.aquaponics.com/

http://www.rainbowlight.com/CategoriesCompany.aspx?Category=47f859d0-1b4e-40b6-ab1b-2dc75b8b08d5

http://www.rainbowlight.com/CategoriesCompany.aspx?Category=47f859d0-1b4e-40b6-ab1b-2dc75b8b08d5


20

PMI, Project Management Institute completes successful ANSI audit, 10 October 2006, < http://www.pmi.org/AboutUs/Pages/PMI-045-46-06.aspx> 1.

21 Marshall, 6-7.

22 Robert Lawless and Tony Bingham, Growing talent and sales at McCormick. (Training

+ Development, July 2007), 34. 23

Donald Ball et al., International business: the challenge of global competition, 11th

ed., (New York, NY: McGraw-Hill Irwin, 2007), 353.

24 John Pearce II and Richard Robinson, Jr., Strategic management: formulation,

implementation, and control, (New York, NY: McGraw-Hill/Irwin, 2007), 3. 25

Peter Drucker, The effective executive, (New York, NY: HarperCollins, 1967), 55. 26

John Fahy and Alan Smithee, Strategic Marketing and the Resource Based View of the Firm, 1999, < http://www.amsreview.org/articles/fahy10-1999.pdf> 17 January 2010.

27 Eugene Brigham and Joel Houston, Fundamentals of Financial Management 10

th ed.,

(Mason: South-Western, 2004), 40. 28

Microsoft. Microsoft Technology Centers. 2010. <http://www.microsoft.com/services/microsoftservices/srv_tech.mspx> 17 January 2010.

29 John Pearce II and Richard Robinson, Jr., Strategic management: formulation,

implementation, and control, (New York, NY: McGraw-Hill/Irwin, 2007), 84, 92, 106. 30

Association to Advance Collegiate Schools of Business (AACSB), Accreditation, . n.d., <http://www.aacsb.edu/accreditation> 17 January 2010.

31 Gary Jacobsen, Be wary of online MBA, 14 August 2006,

<http://blogs.computerworld.com/node/2864#comment-9859> 17 January 2010. 32

Robert Reich, Human Capital Key to Sustainable Competitive Advantage for Businesses, 23 April 2007, <http://www.aacsb.edu/wxyz/hp-reich.asp> 17 January 2010.

33 Acclivus, Co-Creating Competitive Advantage™, (Training & Development Magazine,

March 2008) 1.

http://www.pmi.org/AboutUs/Pages/PMI-045-46-06.aspx

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http://www.microsoft.com/services/microsoftservices/srv_tech.mspx

http://www.aacsb.edu/accreditation

http://blogs.computerworld.com/node/2864#comment-9859

http://www.aacsb.edu/wxyz/hp-reich.asp


SECTION 2 – KNOWLEDGE AREAS

Knowledge Area Map Knowledge can be defined as “facts or procedures that individuals or teams of employees know or know how to do (human and social knowledge); also a company’s rules, processes, tools, and routines (structured knowledge).”34

Figure 2-0. Accreditation knowledge areas The accreditation knowledge areas (see Figure 2-0) contain distinct entities, sometimes with overlap in application, and each with a reasonably unique and relevant focus. The knowledge areas, at this time, are practical in their current delineation and it is expected that they will evolve over time with contributions in their definition and application from other practitioners and fields of study. If “knowledge is the result of learning and is ephemeral, constantly needing to be revised and updated:” the knowledge areas identified herein may need to be revised and updated from time-to-time to support new learning.35 Each knowledge area discussed in detail following are broken down by: knowledge area, knowledge component, and component examples; visually:

N. Knowledge Area N.n Knowledge Component

Example (when provided to expand on the component)


According to Princeton University’s WordNet (2006), a goal is “the state of affairs that a plan is intended to achieve and that terminates behavior intended to achieve it.”36

The following are the goals of each accreditation knowledge areas:

1. Assessment: to appraise, estimate, evaluate, judge or determine the amount, content, quality, size, or value of something.

2. Certification: to attest, confirm state or validate the authenticity, fact, statement or truth of something.

3. Competency: to establish areas of capability, and levels of proficiency, in which something can be successfully executed to achieve its expected outcome.

4. Correlation: to establish a complementary, parallel or reciprocal relationship: to involve a qualitative correspondence between two or more entities.

5. Education: To obtain knowledge or skill of a specified degree, kind or level through an instruction or learning process about a particular subject and its operating environment.

6. Ethics: to demonstrate morals, principles, or standards of conduct recognized by a particular culture, group or profession.

7. Experience: To accumulate knowledge, skills and ability to a specified degree, kind or level through employment, term of employment, and operation within its environment..

8. License: to have authority, formal or legal permission or right to do, have or use something.

9. Registration: to declare, enter or enroll something or someone as being associated and counted within a particular category, group, record, or list.

10. Regulation: to prescribe or regulate a law, statute, principle or rule as means to control or govern conduct.

Some of the Knowledge Areas are results of accreditation, i.e. Accreditation Management programs that incorporate one or more of the Knowledge Areas such as a diploma or degree within Education; some of the Knowledge Areas are individual projects or activities that can be acted on individually or incorporated into an Accreditation Management program. Both Section 3 and Section 4 go into greater detail in how the Knowledge Areas are referenced and leveraged.


1. ASSESSMENT

Goal: to appraise, estimate, evaluate, judge or determine the amount, content, quality, size, or value of something.

Figure 2-1. Accreditation knowledge area: Assessment The following are typical types of assessment and while several may have similarities, they have been delineated due to common usage. 1.1 Audit (Examination) To analyze and inspect; examine methodically; officially examine; review the condition or situation of something usually performed internally (by employees of the organization) or externally (by an outside firm).

1.2 Behavior A behavioral assessment may measure the manner in which something functions or operates, e.g. chemicals, an engine, liquid at different temperatures, motor, an individual in a situation or environment, etc.


Human: a behavioral assessment “measures personality traits in a more comprehensive way [than personality assessments/tests], and then determines how a given personality will react or behave in certain situations or circumstances. A person generally described as "calm, warm and friendly" might become "tense and explosive" in a stressful situation. Another person appearing to have the same personality traits may thrive and do amazing things in the same situation. Simply understanding one's personality traits has limited value in the workplace, team environment, or relationship. Behavioral assessments provide much more value in improving the effectiveness of human interaction in any environment.”37 An example of a behavioral assessment: DISC Model (Dominance, Influence, Steadiness, and Conscientiousness): identifies four dimensions of behavior in 2041 possible combinations to determine work style, dealing with conflict with others, motivational environments conductive to success, etc.

1.3 Compliance The accuracy, or adherence, in the performance of something according to some standard, e.g. following a physician’s recommendations; ensuring financial statements follow generally accepted accounting practices; operating within and not exceeding published laws; operating within a policy or guideline; a measurement within an acceptable tolerance; etc.

1.4 Inspection Examining, evaluating or viewing something closely in a careful and critical manner as a means to determine acceptance; compliance; data collection; mistakes; quality, etc. For example: inspecting a vehicle for safety and compliance to regulation or inspecting a weather-damaged home to determine its salvage condition. Inspection, in contrast to observation, is witnessing the evidence in performance of an activity, operation or process.

1.5 Interview An interview is a type of survey, e.g. the in-person interview and the telephone interview, in which one or more individuals consult, evaluate, or question another person or group. As the interview progresses the interviewer(s) may reprioritize and submit questions in a sequence that is based on the respondent(s) reply.

1.6 Observation Observation is a type of survey, e.g. gaining facts, making and recording measurements or findings. Typically not as detailed as inspection, i.e. observation is used to only look at the performance of an activity, operation or process.


1.7 Performance Performance has to do with execution efficiency and effectiveness; recognizing performance gaps or deficiencies and how performance compares to expectation or specification; action carrying into execution, for example, a project finishing on-time and on-budget; meeting or exceeding customer satisfaction; reducing cycle times; poor performance due to technical dept on a software development project; etc.

Human: something performed or undertaken, carried through and accomplished (in part or full), of some act, deed, duty, feat, etc. For example: a performance appraisal using a 360o Review technique; an athlete making or breaking a record in achievement; a runner making a finish line; etc.

Performance Engineering (PE): is “a management system made of a series of techniques that, used together or separately, ‘engineer’ the work environment. The result of PE is an organizational system aligned with the mission of the organization and an organizational infrastructure that supports exemplary performance”38

1.8 Personality Personality assessments “are designed to understand the character traits of an individual. However, any given personality type is likely to behave differently in a favorable environment than in a stressful environment. Simply profiling one's personality does not reveal behavioral tendencies. Personality is a stable, consistent pattern of thoughts, behaviors and emotions. Behavior is an expression of personality.”39

Some examples of personality tests include the: Caliper Profile, the California Psychological Inventory; the Dominance, Influence, Steadiness, Conscientiousness (DISC) test; EQSQ test; Eysenck Personality Questionnaire; Keirsey Temperament Sorter; Millon Clinical Multiaxial Inventory; Minnesota Multiphasic Personality Inventory; Myers-Brigs Type Indicator® (MBTI); NEO PI-R; Personal Style Indicator (PSI); Robin Hood Morality Test; Rorschach inkblot test; Swedish Universities Scales of Personality; the 16PF Questionnaire (16PF); Thematic Apperception Test; and the Woodworth Test.

1.9 Questionnaire A questionnaire is a type of survey, e.g. those administered by mail, household drop-off or by a group, which contains questions usually addressed to a statistically significant number of subjects as a means to gather information about the surveys theme. A questionnaire is something a respondent completes.


1.10 Survey Survey and Inspection are very similar with the following two exceptions in taxonomy:

Research technique: a survey may involve any number of methodologies to appraise, examine or inspect in order to ascertain condition, situation, value, etc. and can be divided into several broad categories: focus groups, intercept, interview (in-person and telephone), observation, questionnaire (paper and web-based), and sidewalk. Usually ends with a report or reporting of findings.

Land and property: measuring land to determine is size, location and physical description; a physical inspection of the property to determine its physical condition and to advise the buyer upon the value of the property (and usually similar properties).

1.11 Tenure There are two general perspectives with regard to tenure:

Time in position: is associated with the length of time an individual is employed in private or public sector; in the case of business, there are often implications with regard to layoffs and greater job security; in the case of academics, it is often continued employment, job security, and freedom of expression, all subject to specific conditions of behavior and right to termination.

Time in possession: is associated with occupancy, the possession of premises from an owner through renting, leasing, or some other agreed to set of terms and conditions, temporary or permanent.

1.12 Term A period of time in which the scope of defined conditions, and agreement, will be carried out or met, such as, a life insurance policy, a loan, or a lease.

1.13 Test (Examination) To examine; to determine someone’s knowledge, skill or abilities; a process for measuring a specific characteristic when tested; to seek the presence and quality of something tested; also called an examination.


2. CERTIFICATION

Goal: to attest, confirm, state or validate the authenticity, fact, statement or truth of something.

Figure 2-2. Accreditation knowledge area: Certification

According to InTech—“Certification is private regulation. Typically the state or federal government doesn’t have a law or regulation that covers the profession. So in the absence of government-mandated regulation, a trade association or an independent certifying body develops a standard for certification.”40 See also Section 3 Definition Phase with a compare/contrast discussion with regard to the Certification, License and Registration Knowledge areas as there is some ambiguity to the use of these three taxonomies in the industry and general use—this Section provides an industry thought-leader discussion that will assist the Accreditation Management professional.

2.1 Academic A provider of education, continuing education, in a setting inside or outside traditional education (such as online and workplace settings) has met the minimum requirements by an evaluating body that recommends some value of credit and in some cases credit toward participating providers. For


example, a University Registrar may issue an official document that validates dates of attendance, student status, and award of degree. This can also be based on geographical delineation, e.g. National or Regional accreditation. In the U.S. there are six Regional accreditors recognized by both by both the United States Department of Education (USDE) and the Council for Higher Education Accreditation (CHEA). This type of delineation controls transfer credit of transcripts between institutions, whether some courses will receive full or partial academic credit, etc. The American Council on Education (ACE) is a major coordinating body for all the U.S. higher education institutions.

2.2 Board An individual or group, appointed or elected, having advisory and investigatory powers over an individual, public or private business; e.g. a board that maintains a faculty committee to manage testing administration and acceptance; or a board that maintains a standards committee to administer and approve an application with evidence that supports the application requirements. An alternate technique to the written test is the use of a panel evaluation by subject matter experts who reach a verdict/score. Board Certification is a service to the public allowing consumers, peers and businesses to identify those that meet the goals and objectives of the accreditation, e.g. a bankruptcy attorney, a dentist, a physician, etc. This is an accreditation that usually incorporates elements of formal and continued education, evidence of professional practice, and agreement to an ethical code of conduct.

A Board may be recognized by the following additional titles: Advisory Group; Cabinet; Committee; Council; Group of advisors; Jury; Panel; or Trustees.

2.3 Organizational An organization has met the requirements of a particular certification that may include specific minimum criteria such as documented and used processes with regard to production, quality, standards and regulatory guidelines.

The International Organization for Standardization (ISO) leads the world in developing and publishing standards that organizations follow. The ISO provides standards in over 159 countries for business, government and society, which makes it attractive from a marketing and operations standpoint.


2.4 Product A product has met the requirements of a particular certification that may include specific minimum criteria such as built to specification, quality, safety standards and regulatory guidelines.

Photography: The Technical Education and Skills Development Authority

(TESDA) in the Philippines maintain a certification composed of 4

competencies for standards in professional photography.

Technology: In the case of computers, computer peripherals, even mobile telephones, the Federal Communications Commission (FCC) or a designated Telecommunications Certification Body (TCB) test and certify these devices prior to availability on the U.S. market.

2.5 Professional An individual has met the requirements of a particular certification that may include specific minimum criteria such as education, experience (prior to or just learned), time vested in on-the-job training, a passing score on a test, or proof in the ability to perform a job or task. You will also find this called a technical certification, technical/professional certification, trade certification, or professional designation.

Emphasis for the “professional” knowledge area is that of a non-armature that has been working within a particular occupation for some minimum timeframe and usually pledges to follow a code of conduct including social and professional responsibility.

2.6 Ratings A measure that relates to the activities involved in ranking or providing a score for something.

Film: the Motion Picture Association (MPA) has the Motion Picture Rating System with rating symbols that are federally registered certification marks. Most producers and distributers submit films to receive a rating such as G, PG, PG-13, R, and, NC-17. Ratings allow the monitoring and control of access and distribution.

Product: The Consumers Union (CU) provides ratings to consumers on the products it evaluates and as a result publishes the Consumer Reports magazine that provides a color-coded graphic image that represent the quality and safety of particular area evaluated.


2.7 Sales A measure that relates to the activities involved in selling goods or services, for example, customer feedback from a sale; number of sales; type of sale; etc.

Recording industry: the Recording Industry Association of America RIAA® is a trade group that represents the U.S. recording industry and certifies recording sales as Gold®, Platinum®, Multi-Platinum™, and Diamond sales awards, as well as Los Premios De Oro y Platino™(an award celebrating Latin music sales). Note that the certification also includes trademarks and registered trademarks as a form of branding.

2.8 Service A service has met the requirements of a particular certification that may include specific minimum criteria such as performance of duties or work for another; usually a helpful or professional activity. For example: accompanying a person with a disability; assessment services based on extensive knowledge of a business or technology application or process; cleaning services; consulting services; legal advisory services; etc.

2.9 System Any functionally related group of interacting, interrelated or interdependent elements forming a complex whole such as the channels and structures for communication, distribution or travel; an electrical or mechanical system; the nervous system; a network of computer hardware and software and its communication devices; an organism; the solar system; the universe, etc.

Computer system: when securing hardware and software applications that reside on U.S. government networks, these systems must go through an accreditation process that is compliant with the Federal Information Security Management Act (FISMA) of 2002 with regard to meeting specific security guidelines.

2.10 Technical An individual has met the requirements of a particular certification that may include specific minimum criteria such as education, experience (prior to or just learned), time vested in on-the-job training, a passing score on a test, or proof in the ability to perform a job or task. You will find this also called a technical certification, technical/professional certification, trade certification, or professional designation.

Emphasis for the “technical” knowledge area is that it is a measurable specialized knowledge, skills and ability working with something technical within the arts, sciences or industry.


3. COMPETENCY

Goal: to establish areas of capability, and levels of proficiency, in which something can be successfully executed to achieve its expected outcome.

Figure 2-3. Accreditation knowledge area: Competency According to Noe (2005), competency “refers to areas of personal capability that enable employees to successfully perform their job by achieving outcomes or accomplishing tasks. A competency can be knowledge, skills, attitudes, values or personal characteristics.”41 Moreover, Green (1999), recognizes core competency and organizational capability in his book Building Robust Competencies—the Competency Knowledge Area will be delineated into Core and Relative, i.e. Core representing a focus in competitive advantage and Pertinent Capability relating directly and significantly through “business processes and their professional management that enable an organization to do its work effectively.”42

According to Arthur (2001), “every job requires different competencies, there are four primary categories: (1) measurable, tangible, or technical skills; (2) knowledge; (3) behavioral; and (4) interpersonal skills. Most jobs emphasize the need for one category over the other, but every employee should be able to demonstrate competencies, to some extent, in all four categories.”43 3.1 Core

Those capabilities and proficiencies that provide a unique position in the marketplace; a competitive advantage; capability that is difficult for the competition to emulate such as technical knowledge about a product or service.


3.2 Relational Those capabilities and proficiencies, in addition to Core Competency, that are complementary and may act in concert, have a relation, to enable levels of efficiency and effectiveness; competency of a tactical or strategic nature that enable Core Competency. For example: project management and Six Sigma competencies could be used in relation to Core Competency to create a predictive outcome, ensure quality and customer satisfaction.


4. CORRELATION

Goal: to establish a complementary, parallel or reciprocal relationship, with qualitative correspondence, between two or more entities/parties.

Figure 2-4. Accreditation knowledge area: Correlation 4.1 Advisory Council

A group of individuals appointed to provide advice or subject matter expertise on current and future issues, operational processes, policy, etc.; a forum for the exchange of ideas and recommendations often with fair representation from business units and geographies.

Field Advisory Council: a virtual group that may represent various regions of an international business that have global oversight, such as a Project Management Office (PMO), taking into consideration that some localization may be necessary in order to work within unique business environments.

Role Advisory Council: a group of individuals that closely follow a particular role, such as the project manager, possibly working with Human Resources to keep current on career paths and banding,


compensation models, competency models, thought-leadership to build human capital, etc.

4.2 Affiliation A business, cultural, political, or social relationship between two or more businesses, churches, clubs, organizations, people, or nations to connect or join for some specific purpose or mutual benefit; similar to an alliance.

Business Affiliation: “when one business controls or has the power to control another or when a third party (or parties) controls or has the power to control both businesses. Control may arise through ownership, management, or other relationships or interactions between the parties.”44

Network Affiliation: organization often network, the International Association of Facilitators (IAF) created a memorandum of agreement between themselves and other organizations for this purpose: “the purpose of IAF Affiliation is to foster cooperation between the two organizations. This Agreement describes the nature of the relationship, delineates mutual obligations and expectations, and provides procedures for resolution of any disputes that may develop. Appendix A describes expectations of activities in which IAF and the affiliate may engage to support and encourage this relationship.”45

University Affiliation: often hospitals will work together to improve their community health and well-being by working together leveraging the multiple disciplines and technical advances found within the university.

4.3 Alliance A formal affiliation, agreement, association, coalition, confederation, federation, league, union or treaty between two or more businesses, organizations, people, or nations to cooperate for specific purposes, mutual benefit or joint operations.

Strategic Alliance. “an arrangement between two or more companies to pursue a common business objective. A strategic alliance is perhaps most commonly described as a partnership or a joint venture (which is really nothing more than a partnership for a specific purpose). But the term could cover a broad spectrum of business relationships that may include anything from simple cost-sharing arrangements to a fully integrated merger of two companies…*problems that could occur include:] administrative issues; costs of operating; insurance coverage; labor and employment laws; marketing angles; ownership and control; potential liability exposure; profits and losses; regulatory hurdles; tax consequences.”46


4.4 Endorsement A promotional statement; act of approval; formal or explicit approval; sanction as a means to support or validate; a signature; a voucher; an amendment to a contract; e.g. a candidate getting the endorsement of a union; a company supporting a book by lending its logo and statement on a dust cover; an athlete receiving incentives from a sporting goods manufacture; etc.

Product Endorsement: the Good Housekeeping Seal (provides testing yet insufficient to fulfill the claims of the manufacture) provides a seal if it passes their tests that declares "Replacement or Refund of Money Guaranteed by Good Housekeeping."

4.5 Franchise A “license granted by a company (the franchisor) to an individual or firm (the franchisee) to operate a retail, food, or drug outlet where the franchisee agrees to use the franchisor’s name; products; services; promotions; selling, distribution, and display methods; and other company support.”47

4.6 Partner An “organization of two or more persons who pool some or all of their money, abilities, and skill in a business and divide profit or loss in predetermined proportions.”48

Partner Programs: at Microsoft, they offer multi-level partnerships (“Registered, Certified, and Gold”) which provide scalable resources to help the partner: expand skills; increase opportunities; close more sales; and support customers.49 You can move to a level as your business changes.

4.7 Research Project Research projects are sponsored to advance human knowledge on a wide variety of subjects. They are typically funded by corporations (such as research and development departments), universities and government contractors typically because they are interested in a particular subject or field of study. Affiliation can benefit sponsors and researchers in credibility, recognition and the potential for further funding for additional research.

To illustrate the complexity of stakeholders in one research project: “Pavilion Lake is located about 500 kilometers north of Vancouver in Marble Canyon Provincial Park. It was formed by a glacier more than 10,000 years ago, and has for the last decade been the site of several studies into astrobiology. Primary funding for this year’s endeavor comes from the Canadian Space Agency, with additional funding from NASA, Nuytco, and McMaster University. Principal investigators are Darlene Lim from the NASA-Ames Research Center and Bernard Laval from the University of British Columbia, with collaborators from the NASA Johnson Space Center,


Vancouver Aquarium, SETI (Search of Extra-Terrestrial Intelligence) Institute, Simon Fraser University, Stanford University, California Institute of Technology, University of California-Davis, Portland State University, the University of Hong Kong, University of Vermont and Washington State University, among others.”50

4.8 Spokesperson An “individual who speaks on behalf of a product or service and whose name becomes associated with the product or service. A spokesperson may be a celebrity or someone who begins as an unknown and gains a measure of celebrity through association with the product. Personality; testimonial.”51

4.9 Sponsor Sponsor may refer to any of the following: “Commercial- to support an event, activity, or person; Legislative - a person who introduces a bill in the US Congress; Military, naval ship naming - a person who christens a ship at its launch; in a twelve-step program, are experienced members who make a service commitment to help others navigate the program; Self-relations Psychotherapy, a form of therapy; Child sponsorship, a form of charitable giving; the word sponsor derives from the Latin sponsor (pl. sponsors), word meaning guarantor.”52

This definition, as association, is different that an Accreditation Sponsor, as illustrated in Section 4.


5. EDUCATION

Goal: to obtain knowledge or skill of a specified degree, kind or level through an instruction or learning process about a particular subject and its operating environment.

Figure 2-5. Accreditation knowledge area: Education The Education Knowledge Area and the Experience Knowledge Area have some overlap, so I will borrow a phrase from the real estate magnate Donald Trump—the principal difference between education and experience is “learning how the real world operates--and learning how to operate in it—[this] will give you the double edge that is necessary for success.”53 Certainly the two correspond to each other; in these two knowledge areas Education will focus on obtaining and learning whereas Experience will focus on the employment, its term and environment. Those familiar with employee training and development understand that “development refers to formal education, job experiences, relationships, and assessments of personality and abilities that help employees perform effectively in their current or future job and company.”54 Multiple knowledge areas are at work in employee training and development. Likewise an accreditation may require training, on-the-job training (OJT), and an externship: note how both knowledge areas work together to form this type of accreditation (which sounds much like an apprenticeship).

The Education Knowledge Area incorporates training, which can result in, or be part of a certificate, degree or diploma program or involvement in the scope of education. Where we differentiate education and training—it is important to understand the overarching difference between these two:


“education is a learning process that deals with unknown outcomes, and circumstances which require a complex synthesis of knowledge, skills and experience to solve problems. Education refers its questions and actions to principles and values rather than merely standards and criteria. Training: has application when: a) there is some identifiable performance and/or skill that has to be mastered. And b) practice is required for the mastery of it.”55

5.1 Certificate A document serving as evidence that a participant has successfully completed a program by meeting or exceeding the requirements of the certificate issuing authority (for example, a business, college, or university). In addition, the certificate issuing authority may award the participant a designation/title and inclusion of associated benefits. For example, becoming certified to perform the duties of a role as the result of formal courseware, a passing score on a test, may also provide access to an online community in which there is recognition and knowledge sharing.

5.2 Degree A document serving as evidence that a participant has successfully completed a program of studies by meeting or exceeding the requirements of the degree issuing authority (for example, a college, university, or postsecondary educational institution). In addition, the degree issuing authority regularly awards the participant an academic title and inclusion of associated benefits as being an alumnus. A degree, as an accreditation, may consist of a series of events, some with prerequisites, which may include lectures, seminars, meetings, presentations and workshops.

5.3 Diploma A document serving as evidence that a participant has successfully completed a program of studies by meeting or exceeding the requirements of the diploma issuing authority (for example, a business, college, school, or university). In addition, the diploma issuing authority regularly awards the participant an academic title and inclusion of associated benefits as being an alumnus.

5.4 Event An occurrence, something that happens at a given place and time, of personal, professional or social importance to the participant; an event may span an hour to several months; an event may lead toward a certificate, diploma or degree and may require registration in order to reserve and account for attendance.

Conference: according to the International Congress and Convention Association (2009), a conference is a “participatory meeting designed for discussion, fact-finding, problem solving and consultation. As compared with a congress, a conference is


normally smaller in scale and more select in character - features which tend to facilitate the exchange of information.”56

Congress: according to the International Congress and Convention Association (2009), a congress is a “regular coming together on a representational basis of several hundred - or even thousands - of individuals belonging to a single professional, cultural, religious or other group. A congress is often convened to discuss a particular subject. Contributions to the presentation and discussion of the subject matter come only from members of the organizing body. Frequency: usually established in advance and can be either multiannual or annual. Most international or world congresses are of the former type while national congresses are more frequently held annually. A congress will often last several days and have several simultaneous sessions.”57

Convention: essentially the same as a conference; synonymous with conference.

Exhibition: according to the International Congress and Convention Association (2009), exhibitions are those “events at which products and services are displayed.”58

Lecture: A group of individuals meeting for the purpose of study, discussions and the exchange of information; similar to a seminar but often includes less, if any, interactivity with the audience.

Meeting: according to the Harvard Business School Press (2006), meetings are “where we get together, as teams, as ad hoc groups, as members of a department, as negotiators sitting across from one another at the table. Meetings are where problems are solved, decisions are made, and trust is built.”59 They further delineate meetings in an 8-18-1800 rule, i.e. “to solve a problem or make a decision invite no more than eight people…to brainstorm, then you can go as high as 18 people…to disseminate information…to whip the group up into a frenzy of enthusiasm…1800—or more.”

Presentation: the process of speaking to an individual or group about a particular subject to facilitate learning, for the purpose of study, discussions and the exchange of information.

Product/Service Demonstration: the process of speaking to an individual or group demonstrating specific features and functionality, discussing specifications, and other aspects of a product/service. In some cases, such as solution selling, the product/service demonstration is tailored to the business need of the customer; an important aspect of sales.


Product/Service Launch: the process of speaking to a group introducing a new product/service or the improvements to existing; an important aspect of marketing.

Public Speaking: the process of speaking to a group of people intended to entertain, influence, or inform about a particular subject; the setting may be formal or informal. We know when we hear a good public speaker simply reflecting on our experience with politicians and theologians. Storytelling can be an important component to public speaking; storytellers “can focus and energize their constituents. Good stories are important to individual and organizational wellbeing and effectiveness because they help people make sense of who they are by enabling them to find their place in the story. Good stories hold the organization together by pulling seeming disparate parts of the organization together, articulating both a shared past and a future.”60 Two organizations that support building public speaking skills are Toastmasters International (TI) and the National Communication Association (NCA).

Self-Directed Learning: Independent study undertaken as a requisite to meet the requirements of an instructor or as a development task of an issuing authority (as in the recognition of professional development units to maintain a credential); this may include attending presentations and selected reading topics.

Seminar: A group of individuals meeting for the purpose of study, discussions and the exchange of information; similar to a lecture but often includes more interactivity with the audience.

Trade Show: essentially the same as an exhibition; synonymous with exhibition.

Training: An individual or group meeting for education and instruction to facilitate learning.

Tutoring/Tutorial: An individual that is able to clarify terms, interpret, share ideas and guide a student or small group trough a particular subject—given that they have studied any prerequisite of that subject. Emphasis is on teaching. A natural progression for a Tutor is to become a Mentor. While mentoring seems to have more emphasis in career development, perhaps tutoring is a more tactical approach to building human capital, i.e. according to one author; ‘mentoring’ is overrated as a human capital investment. I suspect that there are [corporate executives] who would become far more expert — and effective — in their roles if they took the time to explicitly teach people core skills and competencies in their


specialty. Better yet, the scalable impact would come when those "students," in turn, sought to reinforce their learning by teaching others. See one; do one; teach one.”61

Webinar: A seminar broadcast via the Internet and accessed through an Internet browser either real-time or on-demand.

Workshop: A group of individuals meeting for the purpose of discussion, the exchange of information, and the demonstration and application of skills, principles and practices.

5.5 On-the-Job Training (OJT) According to Noe (2005), OJT refers to “new or inexperienced employees learning through observing peers or managers performing the job and trying to imitate their behavior; from apprenticeships to self-directed learning, “OJT is an attractive training method because, compared to other methods, it needs less investment in time or money for materials, trainer’s salary, or instructional design…manager or peer who are job knowledge experts are used as instructors.”62 The U.S. military uses OJT extensively to ensure individuals are consciously competent in their activities especially under duress. One benefit to OJT is that it is planned, organized, and conducted at the employee's workplace or in a simulated environment on a par with the workplace for reasons of safety or security. For example, it is not unusual for a large casino to have a mock-casino in which individuals perform work demonstrating their knowledge, skill and ability under the supervision of a manager or peer and once achieving a level of competence are evaluated and potentially satisfy the requirements of the work through assessment.


6. ETHICS

Goal: To demonstrate morals, principles, or standards of conduct recognized by a particular culture, group or profession.

Figure 2-6. Accreditation knowledge area: Ethics 6.1 Code of Conduct

A set of conventional principles, a policy of expected behavior, considered binding on any person who is a member of a particular group; usually includes conditions of social and professional responsibility.

Code of Business Practices: The Better Business Bureau (BBB) accredits U.S. and Canadian businesses that meet their standard to include a commitment to resolve any consumer complaints.

Code of Ethics and Professional Conduct: The Project Management Institute (PMI®) states: “as practitioners of project management, we are committed to doing what is right and honorable. We set high standards for ourselves and we aspire to meet these standards in all aspects of our lives—at work, at home, and in service to our profession.”63

Social and Professional Responsibility-Goals and Expected Outcomes: the University of South Florida aspires to “demonstrate social and professional responsibility through mentoring, participation in professional and community organizations and activities, patient/client advocacy, and provision of pro bono services.”64


7. EXPERIENCE

Goal: to accumulate knowledge, skills and ability to a specified degree, kind or level through employment, term of employment, and operation within its environment.

Figure 2-7. Accreditation knowledge area: Experience The Experience Knowledge Area and the Education Knowledge Area have some overlap; please refer to Section 4 for further explanation and delineation. 7.1 Apprenticeship

According to Noe (2005), an apprenticeship is “a work-study training method with both on-the-job *(OJT)+ and classroom training…*where+ modeling, practice, feedback, and evaluation are involved.”65 Apprentice programs usually support specific occupations where a certain amount of hours are required in classroom instruction and in experience over time; some occupations include the carpenter, electrician, machinist, plumber, etc.

7.2 Coaching Coaching and Mentoring are not the same: for this very reason it is important to understand their unique taxonomy. According to Rosen (2008), a coach is “an expert on people and personal development. Typically a skilled specialist regarding a certain topic, competency, or industry. A coach's role is to provide structure, foundation, and support so people can


begin to self-generate the results they want on their own.”66 Coaching has a focus on performance, often that of a team; it is associated with a job.

In business, coaches are often external to the organization (such as in building leadership or public speaking capabilities), in contrast to mentors often internal to the organization such as an executive, manger or supervisor.

7.3 Expatriate Assignment While much of an international corporation hires in its host country (called inpatriates); and may offer short-term assignments abroad (called flexpatriates); the expatriate assignment is one that usually lasts two to four years. According to Ball, et al. (2008), an expatriates assignment “can bring technical or managerial skills that are scarce in the host country; they can help transfer or install companywide systems or cultures; they can provide a trusted connection for facilitating oversight or control over foreign operations; or the international assignment may enable the expat to develop the skills and experiences that will allow a subsequent promotion into leadership positions of greater scope and responsibility within the [international corporation+.”67

7.4 Externship A more formal approach to Shadowing and longer in duration/emersion: this is a closely supervised individual taken through some business or technical process in order to gain new knowledge, skills or ability or to achieve higher levels of efficiency and effectiveness (usually with emphasis on quality and customer satisfaction). An Externship may include some type of credit for completion (such as academic) and/or compensation. May be full-time, part-time, virtual or onsite.

Often Externship and Shadowing are used interchangeably. To help delineate Externship: a less formal approach is to use Job Shadowing (usually a day in duration) and a more formal approach is to use an Internship (usually several months in duration).

7.5 Intellectual Capital (IC) Intellectual Capital and financial capital are a company’s market capital: “intellectual capital is the possession of the knowledge, applied, experience, organizational technology, customer relationships and professional skills that provide…a competitive edge in the market.”68 Intellectual Capital thus delineated, and defined subsequently, as:

Intellectual Capital (IC) =

Customer Capital +

Human Capital +

Process Capital

Much of the basis for accreditation management, and the AMBOK® Guide, are to help individuals and businesses recognize “evidence of capability” as a means of capital that can be used in the recognition of more capital;


greater wealth. The following are the four major categories of Intellectual Capital:

Customer Capital: has to do with the relationship to its customers; this “is where cash flow starts;” where you measure satisfaction and loyalty; where you understand “the financial well-being of long-term customers;” it is “distinct from that of its dealings with employees and strategic partners, and that this relationship is of absolutely central importance to the company’s worth.”69

Human Capital: according to Edvinsson & Maline (1997), it is the sum of “all individual capabilities, the knowledge, skill, and experience of the company’s employees and managers;” importantly in building human capital, shareholders must ask if the company is “constantly upgrading their skills and adding new ones? Are these new skills and competencies recognized by the company and incorporated into its operations *and HR management systems+?”70

Innovation Capital: according to Edvinsson & Maline (1997), “refers to the renewal capability and the results of innovation in the form of protected commercial rights, intellectual property, and other intangible assets and talents used to create and rapidly bring to market new products and services;” a typical nonphysical asset would include intellectual property (IP).71

Process Capital: according to Edvinsson & Maline (1997), are “those work processes, techniques (such as ISO 9000), and employee programs that augment and enhance the efficiency of manufacturing or the delivery of services.”72

In the model used by Edvinsson & Maline there are two additional grouping that are aggregates:

Organizational Capital: the sum of both Innovation Capital and Process Capital.

Structural Capital: the sum of both Customer Capital and Organizational Capital.

The Edvinsson & Maline book, Intellectual capital: realizing your company’s true value by finding its hidden roots (1997), provides many excellent examples on how to measure each category of capital as well as a case study of Skandia, one of the world's leading independent providers of quality solutions for long-term savings and investments, which published the first Intellectual Capital annual report in 1995.


7.6 Internship A more formal approach to an Externship and longer in duration/emersion: this is a closely supervised individual taken through some business or technical process in order to gain new knowledge, skills or ability or to achieve higher levels of efficiency and effectiveness (usually with emphasis on quality and customer satisfaction). An Internship usually includes some type of credit for completion (such as academic) and/or compensation. May be full-time, part-time, virtual or onsite.

An Internship at Microsoft offers the following benefits: subsidized housing; pay for essentials like water and cable; housecleaning; paid travel to Microsoft; subsidized car rental or bike purchase plan; health club membership; shipping reimbursement; free bus pass; parties and special events; free training; and software discounts.73 According to Oblinger & Verville (1998), “the skill development, maturity, self-confidence, and competitiveness of [individuals] who have participated in internships are generally superior to those who have not had the opportunity.”74 A less formal approach is to use an Externship (usually a week in duration) or even less formal is to use Shadowing (usually a day in duration).

7.7 Job Enlargement According to Noe (2005), Job Enlargement is “adding new challenges or new responsibilities to an employee’s current job.”75 This can be achieves through: allowing the individual to research ways to improve customer capital, innovation capital or process capital; being assigned to a special project; or switching a role within a team (a technical role taking on more project management related activities).

7.8 Job Rotation According to Noe (2005), Job Rotation “involves providing employees with a series of job assignments in various functional areas of the company or movement among jobs in a single functional area of department.”76

Some companies use the Internship and Sabbatical as opportunities for job rotation. An Internship may allow the intern to select one or more areas of the organization in which their internship would be divided. For example, in a technology firm time could divide an assignment in: finance; hardware development; human resources; information technology; legal; marketing; sales; services; or software development. This allows the intern to determine which departments present a closer career fit as well as feedback from the department itself on additional structured development prior to a possible hire. The Sabbatical offers employees an opportunity to work in the open position during vacancy which provides an increased understanding of the position, its role and responsibilities, and a fit for career transition.


7.9 Knowledge Management (KM) While Knowledge Management is a component of Intellectual Capital (discussed previously) it is important to include it as a separate discussion as for many companies this is an individually funded function. According to the National Aeronautics and Space Administration (NASA)—“Knowledge management is getting the right information to the right people at the right time, and helping people create knowledge and share and act upon information in ways that will measurably improve the performance of [the organization] and its partners.”77 While at Microsoft an initiative from Bill Gates at the end of the twentieth century spurred an e-Business system called the Intellectual Capital Exchange (ICE) used for the use and reuse of intellectual capital/property; one interesting point of functionally included a rating system similar to that of Amazon.com, i.e. users able to rate the IP/IC on a five star model as well as providing comments helping individuals harvest the IP/IC with the greatest business/technical value. Another of the values created by this initiative support the concept that Gates envisioned: that every program and “project should directly build on the learning from any similar project undertaken anywhere else in the *organization+”78

7.10 Mentoring Mentoring and coaching are not the same: for this very reason it is important to understand their unique taxonomy. According to Rosen (2008), a mentor is “an expert in a field, industry, or at a company who typically acts as an internal advisor. Usually this is done on a professional level to advance the mentored person's career.”79 Another definition: “mentoring is the process by which a person with more experience (a mentor) consciously helps a person with less experience (a protégé) achieve his or her professional goals.”80 Mentoring has a focus on the individual rather than a team; it is a self-selecting process. There are some school of thought that believe Tutoring is more effective than mentoring given the emphasis on professional goals versus education/training goals respectively.

7.11 Sabbatical A period of time in which an individual is away from their current job, engaging is some activity (research, gaining new training or skills) and upon return either reengages their current job or transitions into a new one. For example, a facility member may take a sabbatical over an academic semester in order to concentrate on their education or on research in a particular field of study.

7.12 Shadowing A short-term experience, usually a day, in which an individual learns more about a job by walking through the work day as a shadow to a competent worker—often the goal is to learn about a particular career path as: in determining if the career path is one you wish to transition into; or one you are exploring as a means to add additional structured development in


preparation for the career path e.g. a job shadow day such as bring-your-son/daughter-to-work day (possibly so the child may write an essay about the experience); after an informational interview (to provide further examination into a job function and the opportunity to ask further questions about the job); or a student assigned to a competent worker in a company to which they determine which, if any, careers may interest them in applying for an internship; etc.

Often Shadowing (also called job shadowing) and Externship are used interchangeably. To help delineate Shadowing: a more formal approach is to use an Externship (usually a week in duration) or an Internship (usually several months in duration). Shadowing usually does not include credit for completion and/or compensation.

7.13 Utilization The time an individual contributes to a role within the organization less non-utilization tasks such as administrative tasks, less-profitable tasks, training and wasted time. Note that utilization may include a breakdown of any/all of the non-utilization tasks, e.g. an individual may be evaluated on 75% in role, 10% in role education/training, 10% administration, and 5% innovation. Utilization may also include the effective use of flexible work arrangements (FWAs) where the individual work at home (virtual). Other considerations may include time-in-role, e.g. if a project manager were to be rewarded for spending 65% of their time as a project manager, but spent part of this percentage as a business analyst—this could impact the organizations capacity and capability to deliver in project management by sacrificing utilization on the alternate role. There is much written in the industry on roles, commitments (management by objectives), variable compensation, etc. The important factor is that time-in-role may be a deciding factor toward advancement/promotion and regulation of such. For some organizations understanding utilization by role allows an understanding of what capacity and capability they have, what is leading and what is lagging in their current portfolio of human capital.

An example: say a project manager at mid-point in career needs 2,250 hours in role to qualify for potential promotion yet spends half their time doing technical development tasks such as software programming—this would increase their potential promotion time by a factor of two. This may be acceptable for the individual, but it the organization miss-using the role and padding their need for both a developer and a project manager (certainly subjective and interpretive to the business/management scenario).


8. LICENSE

Goal: to have authority, formal or legal permission or right to do, have or use something.

Figure 2-8. Accreditation knowledge area: License

According to InTech—“Licensure is where a state has laws and regulations that

specify who can provide a particular service or can call himself or herself a

member of a particular profession. Without meeting your particular state’s

requirements for licensure, which typically involves a prior level of attained

education, experience, and examination performance, you cannot practice

certain professions. There are two kinds of licensure — title act and practice act.

Title act laws require you to meet certain qualifications before you can call

yourself a specific name or title…Practice act regulations deem you cannot

perform certain things for the general public or for employers in the state unless

you have met certain requirements qualifying you to do the work.”81 See also

Section 3 Definition Phase with a compare/contrast discussion with regard to

the Certification, License and Registration Knowledge areas as there is some

ambiguity to the use of these three taxonomies in the industry and general

use—this Section provides an industry thought-leader discussion that will assist

the Accreditation Management professional.


8.1 Business According to the government, “every business needs one or more federal, state or local licenses or permits to operate. Licenses can range from a basic operating license to very specific permits, (e.g., environmental permits). Regulations vary by industry, state and locality, so it's very important to understand the licensing rules where your business is located. Not complying with licensing and permitting regulations can lead to expensive fines and put your business at serious risk.”82

8.2 Probationary A license constraint that authorizes the operation of something either as a precursor to gaining a more comprehensive license (such as satisfying prerequisites of the probationary license prior to applying for the more all-inclusive) or if a licenses has been revoked or suspended (usually for some time period) this allows limited use (usually during business hours or other exceptions).

Driving in the United States requires a license; in Colorado, as with other states, if the privilege to drive is revoked, according to one attorney—“you have the right to request a probationary license - also called a ‘restricted,’ ‘provisional,’ or ‘red’ license. However, you can only request such a license if you submitted to a blood test or breath test at the time of your arrest. You are not eligible if you refused to take the blood alcohol test.”83 Some states also restrict the time in which the license may be used, e.g. 6:00am to 7:00pm to cover most business hours of operation.

8.3 Product This is an agreement, especially in the software industry, in which a specific product is “not sold” but “licensed” for use. There are “conditions of use” which specify what the user may and many not do with the product, as well as the types of license (commercial; demonstration; educational; personal; etc.) and localized terms and conditions (U.S. versus outside the U.S.). There is often an associated warranty period, usually 90 days, and that the manufacture may terminate support for the product at some point in the future usually associated with the release to manufacture of a newer version or newer product.

8.4 Professional Professional licensing is often performed by licensing boards and commissions to ensure competent consumer services; the license is granted as “permission to practice” in a field of study that requires a high-level of specialized skill and may be deemed dangerous or a threat to a person or the public. See also License and Registration in this Section as there is some ambiguity to the use of these three taxonomies in the industry and general use.


There is an exhaustive list of professional licenses such as the following:

Acupuncture; Addiction Counselors; Athletic Trainers; Behavioral Health and Human Services; Chiropractors; Controlled Substances Advisory Committee; Dentistry; Dietitians; Environmental Health Specialists; Genetic Counselors; Health Facility Administrators; Hearing Aid Dealers; Hypnotists; Marriage and Family Therapists; Medical (Physicians & Osteopathic Physicians); Mental Health Counselors; Nursing; Occupational Therapy; Optometry; Pharmacy; Physical Therapy; Physician Assistant; Podiatric Medicine; Psychology; Respiratory Care; Social Workers; Speech Language Pathology and Audiology; Veterinary Medicine.

8.5 Service The premise of the service license is based on public health, safety or wellbeing. This includes a wide range of services from radio services that may be used during a catastrophic event and are not for financial gain to protecting wildlife from its immediate environment or protecting the public environment. Several examples follow:

Amateur Radio Service License: For amateur-radio and amateur-satellite services granted by the U.S. Federal Communications Commission (FCC) which demonstrates interest in radio technique with a personal aim and without financial interest. This requires an examination by volunteer examiners which then determine the license grant (Amateur Extra; General, or Technical).

Ambulance Service License: a license which usually indicates the levels of service offered (first responder, paramedic); the ability to use two-way communications equipment; automobile insurance; credentials of emergency medical personnel and vehicle operators; proof of vehicle permits and inspections; etc.

Food Service License: for public safety this observes food the food types and food services offered; the processing and distribution of food; water and waste treatment; the business type and hours of operation; etc.

Public Service License: enables physicians enrolled in postgraduate education and training programs to practice medicine outside this program.

Wildlife Service License: for public health or safety, even the well-being of the wildlife itself in its immediate environment—this enables an individual or company to market and assist with nuisance wildlife as in the capture, removal, transport and relocation of the wildlife.


9. REGISTRATION

Goal: to declare, enter or enroll something or someone as being associated and counted within a particular category, group, record, or list.

Figure 2-9. Accreditation knowledge area: Registration According to InTech—“Registration is a process by which a state, or an association, maintains a list of people who have informed the governing body that they perform professional services for the public in a particular field.”84 See also Section 3 Definition Phase with a compare/contrast discussion with regard to the Certification, License and Registration Knowledge areas as there is some ambiguity to the use of these three taxonomies in the industry and general use—this Section provides an industry thought-leader discussion that will assist the Accreditation Management professional.

Duly noted that it is possible to register for a license—don’t confuse the action with the artifact defined in the first paragraph of each knowledge area.


9.1 Business A common practice in the U.S. is registering a business: this service ensures that there are non-conflicting business names, recognizes the type and structure of business, and receives tax collection information. Registration results in a business license.

9.2 Certification Mark(CM) According to the United States Patent and Trademark Office (USPTO) a certification mark is “any word, name, symbol, device, or any combination, used, or intended to be used, in commerce by someone other than its owner, to certify regional or other origin, material, mode of manufacture, quality, accuracy, or other characteristics of such person's goods or services, or that the work or labor on the goods or services was performed by members of a union or other organization.”85 The following are several examples (not an exhaustive list):

American National Standards Institute (ANSI): strengthens the U.S. marketplace position in the global economy while helping to assure the safety and health of consumers and the protection of the environment. ANSI is the official U.S. representative to the International Organization for Standardization (ISO) and, via the U.S. National Committee, the International Electrotechnical Commission (IEC). ANSI is also a member of the International Accreditation Forum (IAF).

Canadian Standards Association (CSA) International: leading provider of product testing and certification services and fully accredited by the Occupational Health and Safety Association (OSHA) as a National Recognized Testing Laboratory (NRTL).

Underwriters Laboratories® (UL): is an independent product safety certification organization that has been testing products and writing standards for safety for more than a century. These requirements are primarily based on UL's own published Standards for Safety.

9.3 Copyright According to the United States Patent and Trademark Office, a copyright “is a form of protection provided to the authors of ‘original works of authorship’ including literary, dramatic, musical, artistic, and certain other intellectual works, both published and unpublished…copyrights are registered by the Copyright Office of the Library of Congress.”86

9.4 Employment A common practice In the U.S. under child labor laws, and for individuals that are considered a minor aged 14 and 15, is registering for an Employment Certificate whose purpose is to let the employer and employee


know that there will be an understanding and oversight to ensure the minors education take priority over work.

9.5 Patent According to the United States Patent and Trademark Office, a patent “for an invention is the grant of a property right to the inventor” for a term of 20 years where “patent grants are effective only within the US, US territories, and US possessions…*What is granted is+ the right to exclude others from making, using, offering for sale, selling or importing the invention”87 Patents are issued by the Patent and Trademark Office.

9.6 Penal In the U.S. individuals convicted of a misdemeanor or felony may require self-registration with their local authorities or face prison time. Registration is usually around the person’s birthday and is often a lifetime requirement.

9.7 Permit A “document issued by a government regulatory authority, that allows the bearer to take some specific action.”88 There are far too many types of permits to list in this Section, however, take note of some of the permits and that an attorney/lawyer may need to be consulted if there are terms and conditions that deeply regulate the operation under the permit; in some cases government agencies may also need to be consulted.

Building: some localities in the U.S. require a permit for construction both residential and commercial.

Bulk Mailing: the U.S. Postal Service requires businesses with postage meters additional savings and services when registering for bulk mail.

Electrical: some localities in the U.S. require a permit for electrical work both residential and commercial.

Elevator: a common practice In the U.S. is the Bureau of Elevator Safety registering company’s installing, altering, or relocating elevators with a permit. Once the work is complete, it is inspected by a “certified elevator inspector” that is not associated with, or employed by, the registered elevator company or the elevator owner. Note that registration and certification are both used in this application and that public safety is the theme.

Encroachment: According to Riverside County Flood Control and Water Conservation District in California, “an encroachment permit is required whenever work is proposed within the public rights-of-way or easement. Typical examples of work include: trenching across public right-of-way for installation of water, sewer, storm drain, cable, and other underground utilities; construction of curb, gutter,


sidewalk, driveway, and roadway pavement; [and] water monitoring and extraction wells, soil sample borings.”89

Health Department: some U.S. county regulations require a permit for: “new construction on properties with a Well and/or a Septic Systems, additions and Septic repairs; food service and the public; [and] day care operations; and nail salons.”90

Learner's or Instruction: a common practice In the U.S. if prior to obtaining a motor vehicle license, an individual must obtain a Lerner’s or Instruction permit which usually includes education and training, a written test, and a practice test.

Major Use: some U.S. county regulations require a permit for an assembly of 15 or more individuals or face large fines and other penalties.

Parade: some U.S. cities require a permit before a parade can take place upon any street or in any public place; permits issued by the Police Commissioner.

Parking: allows employees and/or guests parking often used within a given time constraint, e.g. the permit must be visible on the vehicle from 7:00 a.m. to 9:00 p.m., Monday through Friday.

Radioisotope: Individuals that are able to order and use radioactive material at Harvard University are required to get a permit from the Radiation Protection Office (RPO) where it then is submitted to the Radiation Safety Committee (RSC) wherein the RSC reviews and approves or denies individual applications.

River Noncommercial Float Permit: some of the U.S. under the Bureau of Land Management requires a permit for water access. Once registering for a permit, some use a lottery, e.g. selecting only a specific quantity say from December 1 to January 31 each year.

Waste: if you treat, store or dispose of some kind of waste, the Bureau of Land generally requires a waste permit.

9.8 Professional Some professions require registration with the State in which they will work, according to MIT, this will “insure that persons practicing in these professions are competent to practice and are not endangering the life, health, safety and welfare of the public.”91

The AHTA has voluntary registration: “the American Horticultural Therapy Association recognizes and registers horticultural therapists through a voluntary professional registration program. This is a peer review system that is intended to promote basic professional competencies based


upon academic and professional training, work experience in horticultural therapy and other professional activities and accomplishments.”92

Those in school business administration may register with the Association of School Business Official International and receive a credential of: Registered School Business Administrator (RSBA); Registered School Business Official (RSBO); or the Registered School Business Specialist (RSBS); the delineation seems to be on level of education and experience.93

Professional Registration may be administered by a body titled the Division of Professional Registration; it may be voluntary; it may be required; it may be independently governed or government mandated. Another example: for some States those with a Real Estate License must also register with a Real Estate Commission—see also Section 3 Definition Phase with a compare/contrast discussion with regard to the Certification, License and Registration Knowledge areas as there is some ambiguity to the use of these three taxonomies in the industry and general use—this Section provides an industry thought-leader discussion that will assist the Accreditation Management professional.

9.9 Publication Anywhere in the world you can ask an individual for an ISBN number that usually appears on the read cover of a book; the International Standard Book Number (ISBN) is a 10 or 13-digit number that uniquely identifies books and book-like products published internationally.

In the U.S., R.R. Bowker is the agency “responsible for assigning ISBNs as well as providing information and advice on the uses of the ISBN system to publishers and the publishing industry in general—”94 individuals, businesses into self-publishing, and publishers leverage the ISBN numbering system due to its international recognition (think of the ISBN as a unique part number for a publication).

9.10 Service Mark (SM) According to the United States Patent and Trademark Office (USPTO) a service mark is “a word, name, symbol or device that is to indicate the source of the services and to distinguish them from the services of others. A service mark is the same as a trademark except that it identifies and distinguishes the source of a service rather than a product. The terms "trademark" and "mark" are often used to refer to both trademarks and service marks.”95

9.11 Trademark(TM) According to the United States Patent and Trademark Office (USPTO) a trademark is used to “protect words, names, symbols, sounds, or colors that distinguish goods and services from those manufactured or sold by others and to indicate the source of the goods. Trademarks, unlike patents, can be renewed forever as long as they are being used in commerce.”96 Essentially, a trademark is a brand name.


9.12 Trademark®, Registered Same as a trademark with the following benefits of Federal trademark registration: 1) “constructive notice nationwide of the trademark owner's claim; 2) evidence of ownership of the trademark; 3) jurisdiction of federal courts may be invoked; 4) registration can be used as a basis for obtaining registration in foreign countries; and 5) registration may be filed with U.S. Customs Service to prevent importation of infringing foreign goods.”97 Essentially, a registered trademark is a brand name.

9.13 Transportation Many U.S. cities require registration of an automobile, boat, motorcycle, motor home, trailers and trucks. Many streets and highways are funded from transportation registration; usually a license plate, license plate tag (the duration in which the tag must be renewed), and a certificate of registration are provided.


10. REGULATION

Goal: to prescribe or regulate a law, principle or rule as means to control or govern conduct; evidence of capability controlled within established constraints.

Figure 2-10. Accreditation knowledge area: Regulation

10.1 Economic A type of government regulation that sets prices or conditions on entry of firms into an industry. Economic regulation also includes the regulation of financial firms.98 See Table 2-1.

10.2 Social Includes environmental controls, health and safety regulations, and restrictions on labeling and advertising. Social regulation involves the correction of externalities. However, there is considerable disagreement about the exact economic rationale for much social regulation.42.

Social Regulation Economic Regulation Consumer Product Safety Commission (CPSC) Federal Communications Commission (FCC)

Food and Drug Administration (FDA) Federal Energy Regulatory Commission (FERC)

Federal Aviation Administration (FAA) Financial

National Highway and Traffic Safety Administration (NHTSA)

Comptroller of the Currency (OCC)

Occupational Safety and Health Administration (OSHA)

Federal Reserve System (Fed)

Environmental Protection Agency (EPA) Securities and Exchange Commission (SEC)

Table 2-1 Key federal agencies: Table adapted from Taylor, Stanford University42


10.3 Trade Export

Involves controlling the delivery and type of goods that can be exported. In the U.S. within the Department of Homeland Security (DHS), the U.S. Customs and Border Protection (CBP) assist in facilitating trade-related activities that include: protecting U.S. businesses from theft of intellectual property and unfair trade practices; collecting import duties, taxes and fees; enforcing trade laws related to admissibility; regulating trade practices to collect the appropriate revenue; maintaining export controls; and protecting U.S. agricultural resources via inspection activities at the ports of entry.”99

10.4 Trade Import Involves controlling the delivery and type of goods that can be imported.


Tab

le 2

-2 A

ccre

dit

atio

n D

elin

eati

on

Tab

le o

f kn

ow

led

ge a

reas

an

d k

no

wle

dge

ele

men

ts


SECTION 2 - Endnotes 34

Ramond A. Noe, Employee training and development, 3rd

ed. (New York, NY: McGraw-Hill/Irwin, 2005), 436.

35 Paula J. Caproni, Management skills for everyday life (Upper Saddle River, NJ: Pearson

Education, Inc., 2005), 20. 36

WordNet Search - 3.0, Goal, 2006, <http://wordnetweb.princeton.edu/perl/webwn?s=goal&o2=&o0=1&o7=&o5=&o1=1&o6=&o4=&o3=&h> (17 January 2010).

37 Intesi! Resources, Behavioral vs. Personality Assessments, 2008,

<http://www.intesiresources.com/d/What-Is-a-DiSC-Profile-/Behavior-vs-Personality.htm > (17 January 2010).

38 Peter J. Dean, Performance engineering at work, 2

nd ed. (Silver Spring, MD:

International Society for Performance Improvement, 1999), ix. 39

Intesi! Resources, 1. 40

InTech, Registration, Licensure, Certification . . . Which is Right for You?, N.D., <http://www.isa.org/InTechTemplate.cfm?Section=ISA_News1&template=/ContentManagement/ContentDisplay.cfm&ContentID=37793> (17 January 2010).

41 Noe, 95.

42 Paul C. Green, Building robust competencies: linking human resource systems to

organizational strategies (San Francisco, CA: Jossey-Bass, 1999), 53. 43

Diane Arthur, The employee recruitment and retention handbook (New York, NY: AMACOM, 2001), 170.

44 Small Business Administration (SBA), Affiliation discussion , July 17 2008,

<http://www.sba.gov/idc/groups/public/documents/sba_homepage/affiliation_discussion.pdf> (17 January 2010).

45 Internationals Association of Facilitators (IAF), IAF Affiliate Networks Information:

Memorandum of Agreement Network Affiliation, 2008, < http://www.iaf-world.org/i4a/pages/index.cfm?pageid=3761> (17 January 2010).

46 LexisNexis, Strategic Business Alliances FAQS, 2009, < http://business-

law.lawyers.com/strategic-alliances/Strategic-Business--Alliances-FAQS.html> (17 January 2010).

47 Jack P. Friedman, Dictionary of Business Terms, (Hauppauge, NY: Barron’s Educational

Services, 1994), 242-243. 48

Friedman, 237. 49

Microsoft, Microsoft Partner Program Benefits, 2009, <https://partner.microsoft.com/global/program/programoverview> (17 January 2010).

50 Pavilion Lake, Mini submersibles enlisted to probe odd structures in B.C. lake, 16 June

2008, <http://www.pavilionlake.com/press-release/McMasterPavilionLake061608.pdf>

51 Friedman, 572.

52 Reference.com, Sponsor, 2009, <http://www.reference.com/browse/sponsor> (17

January 2010).

http://wordnetweb.princeton.edu/perl/webwn?s=goal&o2=&o0=1&o7=&o5=&o1=1&o6=&o4=&o3=&h

http://wordnetweb.princeton.edu/perl/webwn?s=goal&o2=&o0=1&o7=&o5=&o1=1&o6=&o4=&o3=&h

http://www.intesiresources.com/d/What-Is-a-DiSC-Profile-/Behavior-vs-Personality.htm

http://www.intesiresources.com/d/What-Is-a-DiSC-Profile-/Behavior-vs-Personality.htm

http://www.isa.org/InTechTemplate.cfm?Section=ISA_News1&template=/ContentManagement/ContentDisplay.cfm&ContentID=37793

http://www.isa.org/InTechTemplate.cfm?Section=ISA_News1&template=/ContentManagement/ContentDisplay.cfm&ContentID=37793

http://www.sba.gov/idc/groups/public/documents/sba_homepage/affiliation_discussion.pdf

http://www.sba.gov/idc/groups/public/documents/sba_homepage/affiliation_discussion.pdf

http://www.iaf-world.org/i4a/pages/index.cfm?pageid=3300



http://business-law.lawyers.com/strategic-alliances/Strategic-Business--Alliances-FAQS.html

http://business-law.lawyers.com/strategic-alliances/Strategic-Business--Alliances-FAQS.html

https://partner.microsoft.com/global/program/programoverview

http://www.pavilionlake.com/press-release/McMasterPavilionLake061608.pdf

http://www.pavilionlake.com/press-release/McMasterPavilionLake061608.pdf

http://www.reference.com/browse/sponsor


53

Donald Trump, Education vs. experience, 28 May 2009, <http://www.trumpuniversity.com/blog/post/2009/05/education-vs-experience.cfm> 17 January 2010.

54 Noe, 266.

55 Gibbs, Brigden and Hellenberg, The education versus training and the skills versus

competency debate. Vol 46, No 10 - November/December 2004, <http://74.125.155.132/search?q=cache:Frk7YKJAYvsJ:www.safpj.co.za/index.php/safpj/article/viewFile/141/141+%22the+education+versus+training+and+the+skills+versus+competency+debate%22&cd=1&hl=en&ct=clnk&gl=us> 17 January 2010.

56 International Congress and Convention Association (ICCA), FAQs. ICCA definitions,

2009, <http://www.iccaworld.com/aeps/aeitem.cfm?aeid=29> 17 January 2010. 57

ICCA, <http://www.iccaworld.com/aeps/aeitem.cfm?aeid=909> 17 January 2010. 58

ICCA , <http://www.iccaworld.com/aeps/aeitem.cfm?aeid=29> 17 January 2010. 59

Harvard Business School Press (HBSP), Pocket mentor. Running meetings, (Boston, MA: HBSP, (2006), ix, 7.

60 Caproni, 61.

61 Michael Schrage, Mentoring is overrated. Try tutoring instead, 21 September 2009,

<http://blogs.harvardbusiness.org/cs/2009/09/dont_mentor_tutor_want_to.html> 17 January 2010.

62 Noe, 206.

63 Project Management Institute (PMI) Project Management Institute Code of Ethics and

Professional Conduct, (Newtown Square, PA: PMI13 December 2006), n.p. 64

University of South Florida (USF), Mission, vision and values, n.d., <http://health.usf.edu/medicine/dpt/mission.htm> 17 January 2010.

65 Noe, 209.

66 Keith Rosen, Coach vs. mentor: what’s the difference?, 13 February 2008,

<http://www.allbusiness.com/company-activities-management/sales-selling/6786729-1.html> 17 January 2010.

67 Donald Ball et al., International business: the challenge of global competition, 11

th ed.,

(New York, NY: McGraw-Hill/Irwin, 2007), 550. 68

Leif Edvinsson and Michael S. Malone, Intellectual capital: realizing your company’s true value by finding its hidden roots, (New York, NY: HarperCollins Publishers, Inc., 1997), 4.

69 Edvinsson, 35-36.

70 Edvinsson, 34.

71 Edvinsson, 35-36.

72 Edvinsson, 36.

73 Microsoft, Internships: a real-world experience like no other, 2000,

<https://careers.microsoft.com/careers/en/us/collegeinternships.aspx> 17 January 2010

74 Diana Oblinger and Anne-Lee Verville, What business wants from higher education,

(Phoenix, AZ: The Onyx Press, 1998), 91. 75

Noe, 282. 76

Noe, 284. 77

National Aeronautics and Space Administration (NASA), What is knowledge management?, (n.d.), <http://km.nasa.gov/whatis/index.html> 17 January 2010.

http://www.trumpuniversity.com/blog/post/2009/05/education-vs-experience.cfm

http://www.trumpuniversity.com/blog/post/2009/05/education-vs-experience.cfm

http://74.125.155.132/search?q=cache:Frk7YKJAYvsJ:www.safpj.co.za/index.php/safpj/article/viewFile/141/141+%22the+education+versus+training+and+the+skills+versus+competency+debate%22&cd=1&hl=en&ct=clnk&gl=us



http://www.iccaworld.com/aeps/aeitem.cfm?aeid=29



http://blogs.harvardbusiness.org/cs/2009/09/dont_mentor_tutor_want_to.html

http://health.usf.edu/medicine/dpt/mission.htm

http://www.allbusiness.com/company-activities-management/sales-selling/6786729-1.html


https://careers.microsoft.com/careers/en/us/collegeinternships.aspx

http://km.nasa.gov/whatis/index.html


78

William H. Gates, III, Business @ The Speed of Thought, (New York, NY: Warner Books, 1999), 261.

79 Keith Rosen, <http://www.allbusiness.com/company-activities-management/sales-

selling/6786729-1.html>. 80

Caproni, 239. 81

InTech, 1. 82

Governement.gov, Business Licenses and Permits, 24 April 2009, <http://www.business.gov/register/licenses-and-permits/> 17 January 2010.

83 K. Churchill, Probationary Driver’s License, 2007,

<http://www.coloradoduiattorneys.com/dmv_license_suspension/probationary_license.html> 17 January 2010.

84 InTech., 1.

85 United States Patent and Trademark Office (USPTO), Glossary: Certification Mark, 10

December 2008, <http://www.uspto.gov/main/glossary/index.html#c > 17 January 2010.

86 USPTO, What are patents, trademarks, servicemarks, and copyrights?, 12 May 2004,

<http://www.uspto.gov/web/offices/pac/doc/general/whatis.htm> 17 January 2010. 87

USPTO. 1. 88

Friedman, 448. 89

Riverside California, Encroachment Permit, n.d., <http://www.floodcontrol.co.riverside.ca.us/content/encroachment.htm> 17 January 2010.

90 Bethel, Bethel health department permit involvement, n.d.,

<http://www.bethelct.org/health/hd_permit_processing.html> 17 January 2010. 91

Massachusetts Institute of Technology (MIT), Professional registration, n.d, <http://meche.mit.edu/life/registration/> 17 January 2010.

92 American Horticultural Therapy Association (AHTA), Voluntary registration, 2008,

<http://www.ahta.org/content.cfm?id=professional_registration> 17 January 2010. 93

Association of School Business Officials International (ASBO), Professional Registration Program, n.d., <http://asbointl.org/Index.asp?bid=76> 17 January 2010.

94 United States International Standard Book Number (ISBN), Welcome, 2010,

<http://www.isbn.org/standards/home/index.asp> 17 January 2010. 95

USPTO, Glossary: Service Mark, 10 December 2008, <http://www.uspto.gov/main/glossary/index.html#c> 17 January 2010.

96 USPTO, Glossary: Trademark, 10 December 2008,

<http://www.uspto.gov/main/glossary/index.html#c> 17 January 2010. 97

USPTO, FAQ: What are the benefits of a federal trademark registration?, . (10 December 2008, <http://www.uspto.gov/main/faq/index.html> 17 January 2010.

98 J. Taylor, Principles of microeconomics,3

rd ed., n.d.,

<http://college.cengage.com/economics/taylor/econ/3e/micro/students/add_topics/ch12_econ_reg.html> 17 January 2010.

99 Customs and Border Protection, This is CBP, 11 December 2008,

<http://www.cbp.gov/xp/cgov/about/mission/cbp_is.xml> 17 January 2010.



http://www.business.gov/register/licenses-and-permits/

http://www.coloradoduiattorneys.com/dmv_license_suspension/probationary_license.html

http://www.coloradoduiattorneys.com/dmv_license_suspension/probationary_license.html

http://www.uspto.gov/main/glossary/index.html#c

http://www.uspto.gov/web/offices/pac/doc/general/whatis.htm

http://www.floodcontrol.co.riverside.ca.us/content/encroachment.htm

http://www.bethelct.org/health/hd_permit_processing.html

http://meche.mit.edu/life/registration/

http://www.ahta.org/content.cfm?id=professional_registration

http://asbointl.org/Index.asp?bid=76

http://www.isbn.org/standards/home/index.asp



http://www.uspto.gov/main/faq/t120053.htm

http://www.uspto.gov/main/faq/index.html

http://college.cengage.com/economics/taylor/econ/3e/micro/students/add_topics/ch12_econ_reg.html

http://college.cengage.com/economics/taylor/econ/3e/micro/students/add_topics/ch12_econ_reg.html

http://www.cbp.gov/xp/cgov/about/mission/cbp_is.xml


SECTION 3 – PROCESS AREAS

Accreditation Delivery Framework™ (ADF) The Accreditation Delivery Framework (ADF), Figure 3-1, contains three phases— the Definition phase, the Implementation phase and the Support phase. Each phase with a theme that asks: 1) are the actions of the process area viable, valid, and valuable to both the accreditation Provide and ultimately the Holder? Each phase has managed decision-gates to help answer these questions (discussed subsequently in each process area phase). Surrounding each phase are Assurance and Governance in program management practices and principles. Process defined as: “a philosophy of management that advocates an integrated approach to the management of an end-to-end process…which produces a product or service.”100

DEFINITION PHASE

Assurance & Governance

Accreditation Delivery Framework™ (ADF)

Ideation and Envisioning vi

able

IMPLEMENTATION PHASE

SUPPORT PHASE

valu

able

valid

AC

CR

ED

ITA

TIO

N P

RO

VID

ER

Proof of Concept

Architecture and Design

Development and Delivery

Release and Production

Transition to Support

Monitoring and Control

Upgrade or Divestment

Use Case and Requirements

Figure 3-1 The Accreditation Delivery Framework (ADF) end-to-end lifecycle

This ADF, see Figure 3-1, closely correlates with the PMIs product life cycle (PMBOK® Guide, 3rd ed.) which begins with an idea; passes through an initial, intermediate and final phase; and ends with a product/service that operates for some timeframe before being considered for upgrade or divestment.101 This lifecycle contains core processes which depend on the circumstance for which they are used and therefore some accreditations may require a much more


detailed approach; this lifecycle provides a suggested set of core and functional processes.

The ADF and other Frameworks and Methodologies Some businesses have their own frameworks and methodologies. Some follow those acknowledged organizations such as the:

International Institute for Business Analysis (IIBA) and its practice standard A Guide to the Business Analysis Body of Knowledge (BABOK Guide), or that of the

Project Management Institute (PMI) and its practice standard A Guide to the Project Management Body of Knowledge (PMBOK® Guide).

The SDF is a light-weight framework to which you may reference other frameworks, methodologies, best-practices; the key is to deliver value and quality within constraints with an accreditation product and service that meets your wants and needs. Style conventions: the following Sections please note that Assurance and Governance is 0 (zero) because it is a supporting process, therefore, in each phase you will see a corresponding Assurance and Governance Section identified as 1.0, 2.0 and 3.0 respectively.


ASSURANCE AND

GOVENENCE

GOAL: To continuously support the Provider throughout the ADF phases: by using generally accepted project management

principles and practices, by using managerial and cost accounting principles and

practices to express project, product, process or service costs and financial approvals, by adhering to policy and procedures to minimize project

misstatements.

DEFINITION PHASE

Ideation and Envisioning

Proof of Concept


GOAL: To provide accreditation solutions with a commitment to quality and value to the Provider/Holder: by effective inquiry to develop use-case and

requirements for design, by understanding the scope and constraints

in execution and the associated environment, by promoting accreditation solutions with

clear benefits that promote a viable business case.





GOAL: To deliver within constraints, fulfilling requirements, with a focus of being free from deficiencies: by making the right business and design

tradeoffs, by never sacrificing quality as a trade off

during implementation to meet the project objectives, by incremental and iterative development

demonstrating value toward accreditation release.

SUPPORT PHASETransition to Support



GOAL: To operate and sustain as a means of deriving value and benefits: by providing a knowledge transfer before

transitioning to support to ensure quality, by seeking feedback from the overall

customer/holder experience and measuring levels of satisfaction, by using metrics to determine whether to

update or divest to a subsequent release/version.

Figure 3-2 Goals and objectives of the accreditation management process


0. ASSURANCE AND GOVERNACE

ASSURANCE AND

GOVENENCE

GOAL: To continuously support the Provider throughout the ADF phases: by using generally accepted project management

principles and practices, by using managerial and cost accounting principles and

practices to express project, product, process or service costs and financial approvals, by adhering to policy and procedures to minimize

project misstatements. PROCESS DISCUSSION AND DELIVERABLES:

0.1 Generally Accepted Project Management Principles and Practices Generally accepted project management principles and practices include its guidelines, methodology (in this case, the ADF), and a taxonomy that govern how a project passes through each phase; which resources are adopted such as industry standards, processes, and tools; what deliverables are expected; and decision-gates.

0.2 Managerial and Cost Accounting Principles and Practices

According to Marshall, McManus and Viele (2007), “managerial accounting is concerned with the use of economic and financial information to plan and control many of the activities of the entity and to support the management decision-making process. Cost accounting is subset of managerial accounting that relates to the determination and accumulation of product, process, or service costs.”102 Certainly, within any phase of the lifecycle, actual costs, invoicing, preparation of budgets, etc. would review historic data as well as create future-oriented data to support management decisions.

0.3 Adherence to Policy and Guidelines

Policy and guidelines are developed to support decisions within any phase of the lifecycle.

Policy describe standards that should be followed (being reasonable and having common sense); and guidelines describe best practices. A policy may grant authority, e.g. signature authority to authorize an expense with a constraint: the purchase of an outside consultant to assist in the building of an accreditation: consulting fees and expenses not to exceed $25,000. A policy helps resolve conflict, e.g.


who has signature authority if the consultant fees and expenses exceed $25,000?

A guideline may direct an effort to create a predictable experience, even reinforce a marketing message, e.g. normal text printed in Calibri at 11 point font; or only using black-and-white figures and tables for your accreditation marketing material. Another example of a guideline may be customer-driven, e.g. every project must start-well and end-well by incorporating Phase Kickoff and Planning meeting and at the end of the project hold a Project Retrospective to help ensure the accreditation holder has high satisfaction and has benefits realized.

- An example of a guideline: by providing a taxonomy

standard for documentation, for example, when writing requirements, consistent usage of the words (must, should not, and shall) would be necessary to ensure clarity of interpretation by the reader. The Internet Society provides such a standard in RFC: 2119- Key words for use in RFCs to Indicate Requirement Levels.103


1. DEFINITION PHASE

DEFINITION PHASE

Ideation and Envisioning

Proof of Concept


GOAL: To provide accreditation solutions with a commitment to quality and value to the Provider/Holder: by effective analysis to develop use-case

and requirements for design, by understanding the scope and

constraints in execution and the associated environment, by concept testing the proposed

accreditation with a focus group to provide business justification.

ACTIVITIES AND DELIVERABLES:

1.0 Assurance and Governance The following activities are suggested during this phase:

Phase Kickoff and Planning: a “start well” meeting in which the accreditation sponsor, key stakeholders, and team members to go through the goal and summary of the proposed accreditation; initial project assessment (classification of the project as one of compliance, operational or strategic in nature);104 roles and responsibilities; stakeholder analysis; breakdown of work and assignments; initial estimates, key timeframes and schedule, and an approach to communications, risk and issue management.

Decision-Gates: these are governance meetings that have specific go/no- go/modify criteria, including an escalation provision, to advance the project through the next process or phase, cancel it, or make specific changes; this includes the accreditation sponsor and key stakeholders.

Time reporting: recording actual time on the activity; some organizations use this for cost-of-sales and gross margin calculations, as well as utilization based metrics for measuring employee performance and contribution margin.

1.1 Ideation and Envisioning

Ideation is idea generation; it is “the systematic search for new-product ideas” and innovative companies such as IBM have sponsored, periodically, an Innovation Jam; one session “generated some 46,000 ideas from 150,000 people in more than 160 countries over three days.”105 These ideas can come from many different sources such as


customers, employees, distributors, market research firms, partners, suppliers, etc.

Screening is simply taking the 46,000 ideas and sorting the good ideas from those with less promise; Kotler and Armstrong (2010), suggest asking the following:106

Is it real? Is there a real need and desire for the product and will customers buy it? Is there a clear product concept and will the product satisfy the market? Second,

Can we win? Does the product offer a sustainable competitive advantage? Does the company have the resources to make the product a success? Finally,

Is it worth doing? Does the product set the company’s overall growth strategy? Does it offer sufficient profit potential?

Ideation and envisioning should result in a high-level understanding of what accreditation is to be created, as well as its high-level scope and application. One technique for ideation is brainstorming, i.e. discussing the design objectives for your intended accreditation. According to Robert Heller (1998), in his book Managing Teams, he says: “brainstorming sessions aim to generate as many ides as possible, no matter how far-fetched…brainstorming is sometimes called “group action thinking.”107

IDEATION AND

ENVISIONING

CONCEPT

refi

nem

ent

refi

nem

ent

PRODUCT

brainstorming

use case and

requirements

proof of concept

TEAM

PRODUCT

MANAGER

Figure 3-3 The first phase of the AMF process refines the vision


The output of the brainstorming process is a list of ideas that may be grouped by theme and into stories that relate to use cases and requirements.

An alternative to brainstorming, and as discussed previously in the Correlation Knowledge Area, could suggest assembling an advisory council, i.e. a group of individuals appointed to provide advice or subject matter expertise on current and future issues, operational processes, policy, etc. a forum for the exchange of ideas and recommendations often with fair representation from business units and geographies. The advisory council is sometimes represented by existing customers or business partners that have strategic importance.

Activity: Ideation and Envisioning Workshop.

Duration: 1 day.

Deliverable: Documented results of the workshop

Owner: The Accreditation Sponsor.

Decision Point: a stakeholder meeting in which the accreditation sponsor decides a Go/No-Go to committing resources for the next activity including the appointment of a Product Manager.

1.2 Use Case and Requirements Every accreditation will have at least one use case for an identified Holder (user). Just like the use cases discussed in Section 1, we need to identify who the Holder of the accreditation will be: identify who our target market for the accreditation will be. For example, from Section 1, the Holder in Use Case 1 is the automobile owner and the Holder in Use Case 3 is the accountant. The requirements for both likely to be specified by the manufacture of the automobile and the governing location of the accounting practice respectively. There should be at least one or more use cases from the brainstorming session. These use cases may also identify a Holder faced with multiple options or offerings within an accreditation, specifically, if it is designed to contain subordinate accreditation based on a theme such as: the differing levels of the apprentice and journeyman; an undergraduate and graduate; the position of junior and a senior; or in some cases using metaphors such as a white, green and black belt; etc.

Every accreditation will have at least one requirement: a requirement “is a statement of need, something that some class of user or other stakeholder wants [i.e. the Holder of the accreditation’s own wants and needs+.”108 There should be a list of requirements from the brainstorming session possibly grouped into themes, e.g. from the perspective of the Holder as an apprentice or as a journeyman. There are many ways to elicit requirements, in our example we used the brainstorming activity, however, the IIBA identifies several techniques you may leverage as well, such as: a focus group; interviewing; observation or job shadowing; a requirements workshop; a survey or questionnaire.109


Requirements are often grouped into themes: according to the International Institute for Learning (2006), there are three types or classifications of requirements:110

Business Requirements:

Define business goals and objectives

Functional Requirements:

Define the product capabilities

Nonfunctional Requirements:

State constraints on the capabilities Some Providers of accreditation employ a business analyst to elicit requirements (we have the ideas from the brainstorming and have refined them in this activity); we have a high-level understanding of what is needed and are able to provide an understanding of what the level-of-effort (LOE) may be needed to build out our business justification. Because we are early in the development process, it should be considered that the LOE may be off by as much as a factor of four. Borrowing from the software industries study of LOE estimate variability over time, or the Cone of Uncertainty—this illustrates that as time moves forward throughout a project, more is known and more is accomplished, so that by the time requirements are turned into a design, the LOE’s become more definitive and may be off by as much as a factor of two (certainly, as the accreditation is built we have actuals that may be compared to estimates); the key here is that we do have a LOE we can work with.111

Documenting this activity, there are plenty of excellent textbooks on product management and how to write a Product Requirements Document (PRD), the output of this activity. One whitepaper written by Martin Cagan of the Silicon Valley Product Group (2005), provides a simple and concise ten step process to writing a good PRD, which provides addition detail to the aforementioned. In his whitepaper Cagan says that “the PRD describes the *accreditation you plan] to build. It drives the efforts of the entire product team and the company’s sales, marketing, and customer support efforts. It’s hard to come up with a more important, higher leverage piece of work for a company.112

Activity: Use case and requirements workshop; requirements agreement and approval meeting with sponsor.

Deliverable: a Product Requirements Document (PRD).

Owner: The Product Manager.


Duration: 5 days.

Decision Point: a stakeholder meeting in which the sponsor decides a Go/No-Go to committing resources for the next activity.

1.3 Proof of Concept (POC) The Proof of Concept (POC), or concept testing, is a test of the accreditation with “groups of target customers. The concepts may be presented to consumers symbolically or physically…many firms routinely test new-product concepts with consumers before attempting to turn them into actual new products.”113

The results of the POC may uncover new requirements and influence changes to others based on the interactions of the participants. It may also refine the LOE from Section 1.2 based on new understanding. Note: POC participants should be under a legal non-disclosure agreement (NDA), or confidentiality agreement, in order to protect proprietary information, trade secrets and confidential information.

Activity: POC workshop; feedback and approval meeting with sponsor.

Deliverable: POC presentation; and a POC workshop results report.


Duration: 5 days.



2. IMPLEMENTATION PHASE





GOAL: To deliver within constraints, fulfilling requirements, with a focus of being free from deficiencies: by making the right business and design

tradeoffs, by never sacrificing quality as a trade off

during implementation to meet the project objectives, by incremental and iterative

development demonstrating value toward accreditation release.

ACTIVITIES AND DELIVERABLES: 2.0 Assurance and Governance

The following activities are suggested during this phase:

Phase Kickoff and Planning: a “start well” meeting in which the sponsor, key stakeholders, and team members to go through the goal and summary of the proposed accreditation; initial project assessment (classification of the project as one of compliance, operational or strategic in nature);114 roles and responsibilities; stakeholder analysis; breakdown of work and assignments; initial estimates, key timeframes and schedule, and an approach to communications, risk and issue management.

Monitoring and Control: measuring progress, actual versus planned, and making any adjustments or corrective action; this may include communicating status reports.

Decision-Gates: these are governance meetings that have specific go/no- go/modify criteria, including an escalation provision, to advance the project through the next process or phase, cancel it, or make specific changes; this includes the sponsor and key stakeholders.


Retrospective: an “end well” meeting that asks the sponsor, stakeholders and team members what went well, and what could we have done better reflecting on improvements for future


performance; close-out may include archiving intellectual property, reassigning team members, and celebration.

2.1 Architecture and Design Now that we have our use case and requirements we are ready to address architecture and design: we are ready to build the blueprint for how our accreditation will be developed or built. While the PRD required sponsor approval, the Product Architecture and Design Document (PAD) also requires sponsor approval before any development activity.

Architecture includes the identification of:

components, materials, interfaces, Interdependence’s, and need for Information Technology (IT).

Design is what we will build working within the requisite architecture. This will include all of the deliverables (make or buy).

Design includes the identification of: assumptions, constraints, dependencies, issues, risks, LOE (refined from Section 1.2 based on new understanding), resource requirements.

Design, to this point, should provide the blueprint—each deliverable sufficiently complete that they may be presented to the appropriate resource(s) to build and test the design based on the PRD. Note, that there may be more than one proposed design or a deliverable and that it is the sponsor that must make the decision in choosing which design (one or all) to build. In some cases the design choice is made from a support perspective, e.g. that graphics files used in the creation of documentation for the accreditation should use .PNG format, rather than a .JPG format, because of the differences in file size. One deliverable that cannot be overemphasized enough is that of documentation such that the Holder and Provider of the accreditation are clear on its application, its engagement, and lifecycle.

Another design consideration would be a tiered approach to building the accreditation. For example, Microsoft Learning created an accreditation program “with three tiers of certifications to meet the needs of every experience level: Tier 1—Technology Series; Tier 2—Professional Series; and Tier 3—Architect Series.”115


Once the PAD has been approved by the sponsor we are ready to provide the development team with the PRD and PAD.

Activity: PAD architecture and design effort; feedback and approval meeting with sponsor.

Deliverable: Sponsor approved PAD.


Duration: 5 days.


2.2 Development and Delivery With the PRD and PAD approved by the sponsor we now have the blueprint to build the accreditation product offering (see Figure 3-3): design has been approved; resources have been identified with an approach to build—an Evolutionary Delivery Lifecycle Method is recommended because of its iterative nature and ability to deliver value quickly. In Figure 3-3, this model illustrates development of multiple versions (for example, Draft 1, Draft 2, etc.); incorporating a pilot program could provide additional insight (requirements and use case may be updated or challenged by the Product Manager); ultimately, we end with a release that is ready for production.

Evolutionary Delivery Lifecycle Model

Proof-of-

Concept

(POC)

Release to

Production:

Version x

Incorporate Customer Feedback Deliver Version n

Elicit Customer Feedback

Develop Version n

PrototypeAlpha; Beta; Release Candidate

Architecture

and Design

(PAD)

Use Case and

Requirements

(PRD)

Figure 3-4 Suggested approach to development: evolutionary delivery


Before development begins, the Product Manager may choose to assign a project manager. In addition, some deliverables may be outsourced (identified in the PAD with regard to resources), e.g. for legally defensible tests as part of the accreditation, Prometric is a vendor that could be considered, as they are a leading global provider of comprehensive testing and assessment services. Certainly the more resources the more coordination efforts are needed because of the increased lines of communication. There are abundant textbooks on project management that this textbook will not belabor; however, one practice with regard to the team model will be included because of its simplicity. The team model is designed to have a focus on quality goals for each role; the following is a goal/role contrast with what must be achieved to be considered a successful engagement (note, that the customer will be the accreditation Holder):

Team Goal Team Role

A satisfied customer Product Manager

Delivery within constraints and expectations Project Manager

A solution enabling the customer to achieve its goals Business Analyst

Efficient and maintainable components Architect

Delivery to specifications based on requirements Developer

Release after knowing and addressing all issues Tester

Enhanced user performance and levels of efficiency Training

Table 3-1. Project team goals and team roles

Activity: Delivery of all deliverables identified in the PAD; feedback and approval meeting with sponsor.

Deliverable: PAD deliverables to a Release to Production quality.


Duration: 20 days.


2.3 Release and Production With a Release to Production version of the accreditation we are now prepared to go into production. This activity branches into two parallel efforts: first, is the production of the accreditation, and secondly, are the support activities needed to sustain it during its productive lifecycle (the next phase of the ADF). Time reporting should reflect this change accordingly; impacts on profitability.


There may be a vendor kickoff meeting to begin the production process and introduce production personnel. This is the last activity prior to a go-live with the accreditation. Sales and marketing may have provided press releases, advertisements, etc.

Activity: Kickoff production; Prepare for a knowledge transfer including completeness of all documentation and online information; feedback and approval meeting with sponsor.

Deliverable: Sponsor approved Release to Production; Kickoff with production personnel; information readiness for next phase.


Duration: 2 days.



3. SUPPORT PHASE

SUPPORT PHASETransition to Support



GOAL: To operate and sustain as a means of deriving value and benefits: by employing education and training as a

foundation to productivity, by seeking feedback from the overall

customer/holder experience and measuring levels of satisfaction, by using metrics to determine whether to

update or divest to a subsequent release/version.

ACTIVITIES AND DELIVERABLES:

3.0 Assurance and Governance

The following activities are suggested during this phase:

Phase Kickoff and Planning: a “start well” meeting in which the sponsor, key stakeholders, and team members to go through the goal and summary of the proposed accreditation; initial project assessment (classification of the project as one of compliance, operational or strategic in nature);116 roles and responsibilities; stakeholder analysis; breakdown of work and assignments; initial estimates, key timeframes and schedule, and an approach to communications, risk and issue management.

Monitoring and Control: measuring progress, actual versus planned, and making any adjustments or corrective action; this may include communicating status reports.

Decision-Gates: these are governance meetings that have specific go/no- go/modify criteria, including an escalation provision, to advance the project through the next process or phase, cancel it, or make specific changes; this includes the sponsor and key stakeholders.


Retrospective: an “end well” meeting that asks the sponsor, stakeholders and team members what went well, and what could we have done better reflecting on improvements for future


performance; close-out may include archiving intellectual property, reassigning team members, and celebration.

3.1 Transition to Support

With the project complete the transition to support places the accreditation into operation. Customers, or Holders, contact Support for questions and to address any issues they are having.

3.2 Monitoring and Control

Time reporting should incorporate this phase to determine profitability. The Product Manager, still engaged, determines if any support issues need resolution, what the Corrective Action Preventive Action approach will be, and if any point releases will be offered to correct any of the issues.

3.3 Upgrade or Divestment

Depending on the success of the accreditation, and feedback from Holders and Providers (partners), the Program Manager must decide if the accreditation program is sufficiently profitable, whether to invest in a subsequent version, an upgrade, or to divest and decommission it altogether.


External & Supplementary Documentation Out-of-scope for the AMBOK® Guide are detailed, step-by-step, processes—these are well documented in external supplementary documentation; rather each phase will provide several suggested activities that result in deliverables and a decision point Go/No-Go. Each deliverable, in itself, may be of such scope as to warrant an external supplementary document, which will be listed in this Section as follows:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), International Institute of Business Analysis (IIBA), Version 2.0, 2009.

Helps support the Opportunity Phase. According to the IIBA (2009), business analysis “is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions that enable the organization to achieve its goals.”117 The business case is a deliverable from the Opportunity Phase and it is used to “determine if an organization can

justify the investment required to deliver a proposed [accreditation].”118

This

supplementary textbook is formatted to provide for this deliverable in: a

purpose statement; description; inputs; elements; techniques; stakeholders;

and outputs.

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Project Management Institute (PMI), 4th ed., 2008.

Helps support the Opportunity and Implementation Phases. According to the PMI (2008), projects “are often utilized as a means of achieving organizations strategic plan…projects, within programs or portfolios, are a means of achieving organizational goals and objectives in the context of a strategic plan.”119 As each accreditation undertaking is, in itself, a project and perhaps part of a program, this supplementary textbook supports the project management function and is formatted to provide each deliverable with: inputs; tools & techniques; and outputs. ANSI accredited.

Principles of Marketing, Philip Kotler and Gary Armstrong, 13th ed. 2010. Operations Management, William J. Stevenson, 9th ed., 2008.

Helps support the complete lifecycle. According to Kotler and Armstrong (2010), “today’s marketing is all about creating customer value and building profitable customer relationships;”120 and according to Stevenson (2008), operations “is responsible for producing the goods or providing the services offered by the organization.”121 Both textbooks provide years of research and best-practice in gaining support within an organization’s primary activities of finance, marketing and operations as well as those


organizational supporting activities such as Information Technology, Human Resources and Legal and Corporate Affairs.

Writing Better Requirements, Ian F. Alexander and Richard Stevens, 2002.

Helps support the Implementation Phase. Provides an excellent reference to requirements management by: identifying the stakeholders; gathering requirements from stakeholders; structuring the requirements; and requirements writing. According to Alexander and Stevens (2002), in the forward written by Dr. Ralph R. Young, “experience has shown that insufficient attention is paid to requirements. The price paid for this lack of focus and applied practices is systems that don’t meet customer needs; take longer to develop than planned; and cost more than customers are willing to pay.”122

Setting the PACE in Product Development: A Guide to Product And Cycle-Time Excellence,® 3nd Ed., Michael E. McGrath, 2000.

Helps support the Implementation Phase. According to McGrath (2001), “an improved product development process can increase productivity by shortening development cycle times, reducing wasted development, improving resource utilization, and attracting technical talent.”123

Product Design: Fundamentals and Methods, N.F.M. Roozenburg and J. Eekels, 1995.

Helps support the Implementation Phase. According to Roozenburg and Eekels (1995), “first and foremost it is a goal-oriented thinking process by which problems are analyzed, objectives are defined and adjusted, proposals for solutions are developed and the quality of those solutions is assessed…a product can only be designed if there is an idea of its functions, its potential users, the number that is to be produced and the selling price aimed at.124


SECTION 3 - Endnotes 100

U.S. Navy, Process management, n.d., <http://competitivesourcing.navy.mil/reference_documents/defs.cfm?ltr=P> 18 January 2010.

101 Project Management Institute (PMI), A guide to the project management body of

knowledge: PMBOK® Guide 3

rd ed., (Newtown Square, PA: PMI, 2004), 24.

102 David H. Marshall, Wayne W. McManus and Daniel F. Viele, Accounting: what the

numbers mean, 7th

ed., (New York, NY: McGraw-Hill Irwin, 2007), 7. 103

Bradner, S, Key words for use in RFC’s to Indicate Requirement Levels, (Boston, MA: Harvard University, March 1997). http://www.ietf.org/rfc/rfc2119.txt

104 Lynn Crawford, Brian Hobbs and J. Rodney Turner, Aligning Capability With Strategy:

Categorizing Projects to Do the Right Projects and to Do Them Right, ((Newtown Square, PA: Project Management Journal, vol. 37 (2), June 2006), 38-50.

105 Kotler, 259.

106 Kotler, 262.

107 Robert Heller, Managing Teams, (New York, NY: DK Publishing, Inc., 1998). 45.

108 Ian F. Alexander and Richard Stevens, Writing better requirements, (London: Great

Britain, Addison-Wesley, 2002), 8. 109

IIBA, 155. 110

International Institute for Learning (IIL), Requirements Management: Managing Project Scope from Concept to Completion, Version 4.2, (New York, NY: IIL, 2006), 2-25.

111 Steve McConnell, Rapid Development: Taming Wild Software Schedules (Redmond,

WA: Microsoft Press, 1996), 168. 112

Martin Cagan, How to Write a Good PRD (San Jose, CA: Silicon Valley Group, 2005), http://www.svpg.com/assets/Files/goodprd.pdf

113 Philip Kotler, Gary Armstrong, Principles of Marketing, 13ed, (Upper Saddle River, NJ:

Prentice Hall, 2010), 263. 114

Lynn Crawford, Brian Hobbs and J. Rodney Turner, Aligning Capability With Strategy: Categorizing Projects to Do the Right Projects and to Do Them Right, ((Newtown Square, PA: Project Management Journal, vol. 37 (2), June 2006), 38-50.

115 Al Valvano, Certifying Value: Microsoft Revamps Certification Structure, (Oakland,

CA: Certification Magazine, Vol. 1 (12), December 2005), 36, 37. 116

Lynn Crawford, Brian Hobbs and J. Rodney Turner, Aligning Capability With Strategy: Categorizing Projects to Do the Right Projects and to Do Them Right, (Newtown Square, PA: Project Management Journal, vol. 37 (2), June 2006), 38-50.

117 International Institute of Business Analysis (IIBA), A guide to the business analysis

body of knowledge, Version 2.0, (Toronto, Ontario, Canada: IIBA, 2009), 3. 118

IIBA, 94. 119

PMI, A guide to the project management body of knowledge: PMBOK® Guide 4th ed.,

(Newtown Square, PA: PMI, 2008), 10. 120

Philip Kotler and Gary Armstrong, Principles of Marketing 13th

ed., (Upper Saddle River: New Jersey: Pearson Education, Inc., 2010), xvi.

121 William J. Stevenson, Operations Management, (New York: NY: McGraw-Hill/Irwin,

2010), 4.

http://competitivesourcing.navy.mil/reference_documents/defs.cfm?ltr=P

http://www.ietf.org/rfc/rfc2119.txt

http://www.svpg.com/assets/Files/goodprd.pdf


122

Alexander, 8 and Richard Stevens, Writing better requirements, (London: Great Britain, Addison-Wesley, 2002), viii.

123 Michael E. McGrath, Setting the PACE in product development: a guide to Product

And Cycle-time Excellence 2nd

ed., (Newton, MA: Butterworth-Heinemann, 1996), 15. 124

N.F.M. Roozenburg and J. Eekels, Product Design: Fundamentals and Methods, (West Sussex, England: John Wiley & Sons, Ltd., 1995), 3-4. 106.


SECTION 4 – GETTING STARTED

Introduction Sections 1 through 3 have provided an understanding of how accreditation is used, developed, and managed. In this Section we will provide a fictional case study in which we draw everything together as if we were creating a new accreditation—a proof-of-concept, with the goal of creating new capabilities, competitive advantage and improved market value.

Accreditation Proof-of-Concept AVediaControls™ is the manufacture of intelligent hand-held remote controls for the professional audiovisual and information communications industries. Established in 2007, their network includes dealers and distributors, independent consultants, programmers, rental and staging companies, and end-users. They attend InfoComm, an important annual conference and exhibit focused on AV buyers and sellers.

Their current product line consists of learning remote controls. AVediaControls™ will be introducing their next generation of remote controls in the next quarter: these are more sophisticated remotes using a popular functional programming language JavaScript. The new remote controls are known as the Infrared-Radio Programmable Remote, or the Model IRP-12. Here are some high-level considerations to the scenario above, i.e. this will step you may go through several of the processes with the ADF phases.

4.0 Assurance and Governance The Product Manager (PdM) creates a breakdown for time reporting across ADF phases in order to allow participants on the project to record their time (to capture estimates in terms of Cost of Sales, Gross Margin and Profit). A project plan is set up; the IRP-12 Accreditation project is created. As well as establishing a central document repository. This sets the groundwork for the ADF phases.


4.1 Definition Phase

Ideation and Envisioning: The PdM facilitates an ideation workshop. Some of the materials may include handouts such as the Accreditation Delineation Table (see Table 2-2) and this textbook. A slide presentation from the PdM would also be helpful to describe the vision and scope of the accreditation in order to set the foundation for the workshop. Other items that may assist in the collection of participant contributions are:

self-adhesive easel pads (25” x 30”);

markers of assorted colors;

multiple self-adhesive pads (3” x 3”, 4” x 5”) in assorted colors;

removable self-adhesive labels (1/4” or smaller, dots, stars, etc.) in assorted colors.

The easel pads are good to collect themes or major components; the adhesive pads are good to collect use case and requirements; and the labels are good for voting, e.g. if an accreditation is composed of two credentials, such as the associate and professional, the workgroup may challenge the PdM to vote in delivery of the more critical accreditation to improve time-to-market. Combining all of the ideation workshop findings in a mind-map is also helpful, i.e. transposing them from the different pads into a logical breakdown for further discussion and validation. In Figure 4-1, this is illustrated by delineating the IRP-12 from the workshop discussions; the certification contains two major components: 1) the certified associate, and 2) the certified professional. The accreditation components are derived from the Accreditation Delineation Table, with three listed: 1) assessment, 2) education, and 3) experience (note each line item references a knowledge area and knowledge element). These three knowledge areas form the basis of the high-level design, i.e. this becomes part of the product breakdown structure. Use Case and Requirements: the use cases, in this example, are more scenario based, rather than a step through process. Finally, the requirements make reference to the accreditation Holder (the Provider was excluded from this illustration intentionally). During the workshop when eliciting requirements: “the core of the process is to get the requirements down quickly, and then to encourage the stakeholders to correct and improve them. [Moreover,] every requirement should be a single active sentence, as short as possible.”125 It is very probable that the PdM has brought some requirements and a draft PRD into the workshop (based on prior product offerings or reusable IP). Only a partial list of functional requirements is illustrated in Figure 4-1.


Fig

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4-1

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Proof of Concept: Testing the concept with a group of stakeholders is facilitated by the PdM; this activity may be a presentation discussing the vision, scope, cost, time frame for release to production, resource requirements and commitments required for both sides. The POC may also generate more requirements, e.g. the need may arise for localization of the certifications in both English (American) and conversely in English (British). Summary: This fast-track example through the Definition phase should provide enough information to move to the next phase (the PRD with input from the ideation workshop, refined from the POC, and a high-level design with LOE and resource requirements). The PRD should be signed off by the sponsor, even if an iterative approach to completing the PRD is taken, i.e. business and functional requirements first, with non-function requirements following (since these requirements are typically performance based).

This phase should strongly take into consideration that introducing a new product has its risks as well as a probability for failure; Cooper (2001), in his book Winning at New Products: Accelerating the Process from Idea to Launch, third edition, identifies six problems and pitfalls which result in failure:126

1) A lack of market orientation 2) Poor quality in execution 3) Moving too quickly 4) Not enough homework 5) A lack of differentiation 6) No focus, too many projects, and a lack of resources

Before any design takes place in the next phase, it is important to risk assess moving forward; risk assess for the probability of success.

4.2 Implementation Phase Architecture and Design: Architecture represents scalable components. The certified associate is the foundation with the certified professional having greater requisites. Scalable architecture means easily updatable, but also easily extensible, e.g. adding an additional higher requisite component such as the certified architect. Architecture should allow flexibility in design.

In Setting the Pace for New Product Development: a Guide to Product and Cycle-Time Excellence, McGrath (1996), states “the three most important new factors from the customer’s standpoint are quality, cost, and delivery…*and+ ongoing delivery depends heavily on the parts


and assembly processes specified by the product’s design.”127 Based on the seven requirements listed in Figure 4-1, how will the designer of the accreditation address each so that it can be built and assembled, as well as address the who and were of assembly? The design must be the blueprint to which we build toward: “just as it makes sense to create a set of blueprints before you begin building a house, it makes sense to create an architecture and design before you begin building” a product.128 The directions in the design need to be clear whether you are building within your organization or outsourcing the work. Summary: The goal of this phase is to deliver within constraints, fulfilling requirements, with a focus of being free from deficiencies. With the PAD completed and approved, this phase moves through Development and Delivery, and fully tested, into Release and Production. Whether you choose a traditional or Agile approach to project management, we now end this phase with a product of sufficient quality to go-live; where quality means “features of products which meet customer needs and thereby provide customer satisfaction…freedom from deficiencies.”129

The PdM for AVediaControls™ now has an accreditation product that addresses two levels of technician that need be identified and put through the accreditation process. The marketing machine should have been placed in motion during this phase to let its dealers and distributors, independent consultants, programmers, rental and staging companies and end-users know of the new product and technical capabilities; chances are they are also exhibiting and providing product evangelism at InfoComm.

4.3 Support Phase The goal of this phase is: to operate and sustain as a means of deriving value and benefits. Leveraging e-Commerce as a means of connecting with those signing up and maintaining their accreditation is recommended; with the availability of the Internet, any-place and any-time affords a continuous self-service portal. During this time the PdM monitors and controls any support issues, or feature recommendations, to the point of determining to upgrade the accreditation in a subsequent version, or divest it altogether. If there will be an upgrade, with the existing Intellectual Property from this version, the whole process begins again with the first phase of the ASF.


Summary It was the intent of this Section to draw everything together as if we were creating a new accreditation; new capabilities with the goal of improved market value and competitive advantage. The only items provided here are the Accreditation Delineation Table and this textbook; no templates for the PRD or PAD were provided, but content implied, as the industry is inundated with such.

In addition, in creating an accreditation, emphasis need be placed on the importance of a good customer-driven marketing strategy—building customer value, pricing, and promotion. It is for this reason additional textbooks were suggested in the Section titled “External & Supplementary Documentation.” Here you will find additional bodies of knowledge, principles of marketing, operations management, and general product management.

Lastly, this Section should have provided though familiarly with this textbook as well as those referenced in the previous Section to create an accreditation program of your own. As stated at the beginning: The audiences for the AMBOK® Guide are individuals wanting to understand how accreditation is envisioned, and implemented throughout industry; organizations looking to distinguish capability through accreditation as a means of performance engineering in human capital or as a way of distinguishing goods and services; or as an avenue to a sustainable competitive advantage. You have had one example is this Section to help illustrate these perspectives.


SECTION 4 - Endnotes

125

Ian F. Alexander, p.29, 98. 126

Cooper, p.43, 44. 127

McGrath, p.86, 87. 128

McConnell, p.62. 129

Rose, p.5.

AMBOK® GUIDE – FIRST EDITION GLOSSARY Page 99

GLOSSARY

A Accreditation Advisory Council (AAC): a group of representatives, practitioners, selected for their individual merits who advise the role owner on current trends, future directions, and industry thought-leadership in building core capabilities, behavioral excellence, and organizational maturity in their respective role and/or specialization. The AAC is a forum for the exchange of ideas and recommendations to the role owner with fair representation from business units and geographies.

Accreditation Consultant (AC): an Accreditation Designer is responsible for translating the accreditation requirements and specifications into all aspects in the design of an accreditation.

Accreditation Management Lifecycle: the end-to-end activities, their associated processes and deliverables, which support accreditation from opportunity, implementation and support. The model for this lifecycle depends on circumstance for which it is used and therefore some accreditations may require a much more detailed approach; the lifecycle illustrated in this guide provides a scalable and straightforward model.

Accreditation Management Office (AMO): an individual or organizational entity responsible for accreditation management activities including oversight of the accreditation portfolio that include the activities of selection, prioritization, management and governance.

Accreditation Management System (AMS): a system of record containing the actual and forecast accreditations for an organization which represents its capacity and capability.

Accreditation Management: the process in which we formulate, implement and operationalize accreditation as it aligns to mission, goals, objectives and strategy.

Accreditation Manager (AM): an individual responsible for delivering accreditation within the constraints of: scope, schedule, budget, and quality.

Accreditation Program Portfolio (APP): the aggregate of all individual and organization profiles as defined through accreditation management.

Accreditation Prototype & Simulation (APS): a material model of an accreditation developed as closely as possible to that which will go into

GLOSSARY AMBOK® GUIDE – FIRST EDITION

operation/production; simulation allows interface and experience with the expected features and functions of the model to assist in the evaluation, realization, and improvement during the design process; often part of a pilot program to introduce the new/updated accreditation for review.

Accreditation, Individual: from an individual perspective has to do with characteristically distinguishing themselves with academic and professional credentials that demonstrate knowledge, commitment, and industry standards in achievement that organizations seek when recruiting for the best talent. It can also include an individual’s association with a club; community; an event; a fraternity or sorority; etc. The significance is distinction and recognition by association.

Accreditation, Organizational: from an organizational perspective accreditation often has to do with building human capital; a competitive position; respect through industry thought-leadership; productivity; profitability; return on investment; technological leadership; etc. Employees and employers, academics and consultants, governments and institutions—accreditation provides a distinction in the work individuals do and in the products and services they deliver in today’s competitive global economy

Accreditation: establishes that a person, place, thing, quality, or action holds evidence of capability.

Accreditation Sponsor: the individual who underwrites the accreditation; the source of funding and approvals for owner of an accreditation.

AMBOK® Guide: identifies areas of knowledge that represent proven, recommended and emerging practices in the field of accreditation

Assessment Knowledge Area: to appraise, estimate, evaluate, judge or determine the amount, content, quality, size, or value of something.

B Bill of Materials (BOM): A list of the materials that make up a product or service often broken down into groups, classifications, sub-assemblies, for example, an accreditation may consist of sales and marketing collateral, an application form, an event, and a certificate of attendance and completion.

Business Case: The process of providing just cause, position, and commitments to an accreditation project. Also see Product Requirements Document (PRD).

Business Case Study: The process of studying information in a situation, either hypothetical or actual, in order to formulate a recommended approach based on the facts provided. For example, a case study to determine if creating a specific certification would promote consistent deployment of a company’s products, their productive use, whereby creates greater customer satisfaction. The study would further provide recommendations to create this certification.


C Certification Knowledge Area: to attest, confirm state or validate the authenticity, fact, statement or truth of something.

Chief Accreditation Officer (CAO): the senior-level manager accountable for accreditation management including the operation of the Accreditation Management Office and oversight of the accreditation portfolio.

Competency Knowledge Area: to establish areas of capability, and levels of proficiency, in which something can be successfully executed to achieve its expected outcome.

Correlation Knowledge Area: to establish a complementary, parallel or reciprocal relationship: to involve a qualitative correspondence between two or more entities.

D Definition Phase: the activities, processes and deliverables performed that justify the need and feasibility, and investment in, an accreditation and the benefits it will deliver. Major Objective: perform business analysis sufficient to select and invest in the accreditation.

E Education Knowledge Area: To obtain knowledge or skill of a specified degree, kind or level through an instruction or learning process about a particular subject and its operating environment.

Ethics Knowledge Area: to demonstrate morals, principles, or standards of conduct recognized by a particular culture, group or profession.

Experience Knowledge Area: To accumulate knowledge, skills and ability to a specified degree, kind or level through employment, term of employment, and operation within its environment.

I Implementation Phase: the activities, processes and deliverables performed to procure, augment, or build an accreditation with partial implementation further justifying the current investment. Major Objective: perform a test implementation to determine if the accreditation is worth continued investment.

L License Knowledge Area: to have authority, formal or legal permission or right to do, have or use something.

GLOSSARY AMBOK® GUIDE – FIRST EDITION

O Operations: see Support Phase.

Opportunity: see Definition Phase.

P PdM: see Product Manager.

Product Architecture and Design Document (PAD): a document that contains the architecture and design for a given accreditation: the blueprint for which the accreditation may be built to requirements.

Product Manager (PdM): the role accountable for planning a product or products at all stages of the ASF and accountable for the PRD and PAD.

Product Requirements Document (PRD): a document that contains the use cases and requirements for a given accreditation.

Proof-of-Concept (POC): the development or implementation of one, or more, features of a proposed accreditation. Often requested by the sponsor as substantiation that a critical feature is viable; this is often performed prior to proposal and budget approval for the accreditation.

Proposal: a sales/promotional instrument that defines a customer’s problem/opportunity and a vendor/providers ability to provide a solution, based on the wants and needs, as well as the requirements in terms of time, cost, resources and quality.

R Registration Knowledge Area: to declare, enter or enroll something or someone as being associated and counted within a particular category, group, record, or list.

Regulation Knowledge Area: to prescribe or regulate a law, statute, principle or rule as means to control or govern conduct.

S Support Phase: the activities, processes and deliverables performed to sustain and maintain an accreditation, evaluate the benefits and value, and determine further justification and future investment. Major Objective: perform business analysis sufficient to determine the benefit/value received.

V Value Chain: the division within a business based on organization: Sales, Finance and Operations; and those supporting these organizations, such as Human Resources and Information Technology. The concept is that each adds value in the process of delivering products and services to the customer.

INDEX AMBOK® GUIDE – FIRST EDITION


INDEX

16PF Questionnaire (16PF) .................................................................................. 23 360o Review ......................................................................................................... 23 Academic

Certification Knowledge Area .......................................................................... 25 Accreditation .................................................................................................. 2, 100

Benefits of .......................................................................................................... 9 Competitive Advantage ..................................................................................... 1 Definition ........................................................................................................... 2 Examples ............................................................................................................ 2 Individual............................................................................................ 9, 100, 102 Organizational ............................................................................................ 9, 100 Product and Services........................................................................................ 10 Use Cases ........................................................................................................... 3

Accreditation Delivery Framework ADF ................................................................................................................... 67

Accreditation Sponsor.................................................................................. 73, 100 ADF ............................................................. See Accreditation Delivery Framework Adherence to Policy and Guidelines

ADF-Assurance and Governance...................................................................... 71 Advisory Council

Correlation Knowledge Area ............................................................................ 31 Advisory Group ....................................... See Board, Certification Knowledge Area Affiliation

Correlation Knowledge Area ............................................................................ 32 Alliance

Correlation Knowledge Area ...................................................................... 32, 33 AMBOK® Guide

Audience for ....................................................................................................... 1 Purpose .............................................................................................................. 1

AMBOK® Guide Focus, Provider of Accreditation ................................................ 10 American Council on Education (ACE) ................................................................. 26 American National Standards Institute (ANSI)................................................. 8, 54 Apprenticeship

Experience Knowledge Area ............................................................................ 43 Architecture and Design

ADF-Implementation Phase ............................................................................. 80 ASSESSMENT KNOWLEDGE AREA .................................................................. 21, 29


Assurance and Governance ADF-Definition Phase ....................................................................................... 73 ADF-Implementation Phase ............................................................................. 79 ADF-Support Phase .......................................................................................... 85

Audit Assessment Knowledge Area ..................................................................... 21, 29

AVediaControls™ ................................................................................................. 91 Behavior

Assessment Knowledge Area ..................................................................... 21, 30 Better Business Bureau (BBB) .............................................................................. 41 Bill of Materials (BOM) ..................................................................................... 100 Board

Certification Knowledge Area .......................................................................... 26 Business

License Knowledge Area .................................................................................. 50 Registration Knowledge Area .......................................................................... 54

Business Case ..................................................................................................... 100 Business Case Study .......................................................................................... 100 Cabinet .................................................... See Board, Certification Knowledge Area Canadian Standards Association (CSA) ................................................................ 54 Certificate

Education Knowledge Area .............................................................................. 36 CERTIFICATION KNOWLEDGE AREA ..................................................................... 25 Certification Mark(CM)

Registration Knowledge Area .......................................................................... 54 Certified Pre-Owned Vehicle ................................................................................ 3 Certified Public Accountant (CPA) ......................................................................... 7 Coaching

Experience Knowledge Area ............................................................................ 43 Committee .............................................. See Board, Certification Knowledge Area Compliance

Assessment Knowledge Area ........................................................................... 22 Comptroller of the Currency (OCC) ...................................................................... 59 Consumer Product Safety Commission (CPSC) .................................................... 59 Consumers Union (CU) ......................................................................................... 27 CORRELATION KNOWLEDGE AREA ...................................................................... 31 Council .................................................... See Board, Certification Knowledge Area Council for Higher Education Accreditation (CHEA) ............................................ 26 Customs and Border Protection (CBP), U.S.......................................................... 60 Degree

Education Knowledge Area .............................................................................. 36 Deloitte Touche Tohmatsu .................................................................................... 7 Department of Homeland Security (DHS), U.S. ................................................... 60


Development and Delivery ADF-Implementation Phase ............................................................................. 81

Diploma Education Knowledge Area .............................................................................. 36

DISC Model (Dominance, Influence, Steadiness, Conscientiousness) ................. 22 Dolby Laboratories ................................................................................................. 4 Economic

Regulation Knowledge Area ............................................................................. 59 EDUCATION KNOWLEDGE AREA .......................................................................... 35 Environmental Protection Agency (EPA) ............................................................. 59 EQSQ Test ............................................................................................................ 23 Ernst & Young ........................................................................................................ 7 ETHICS KNOWLEDGE AREA .................................................................................. 41 Examination .............................................................................. See Test, See Audit Expatriate Assignment

Experience Knowledge Area ............................................................................ 44 EXPERIENCE KNOWLEDGE AREA .......................................................................... 43 External & Supplementary Documentation

Suggested Reading ........................................................................................... 87 Externship

Experience Knowledge Area ............................................................................ 44 Eysenck Personality Questionnaire ...................................................................... 23 Federal Aviation Administration (FAA) ................................................................ 59 Federal Communications Commission (FCC) ................................................. 27, 59 Federal Energy Regulatory Commission (FERC) ................................................... 59 Federal Information Security Management Act (FISMA) .................................... 28 Federal Reserve System (Fed) .............................................................................. 59 Food and Drug Administration (FDA) ................................................................... 59 Forest Stewardship Council (FSC)/Rainforest Alliance certification ...................... 5 Franchise

Correlation Knowledge Area ............................................................................ 33 Generally Accepted Project Management Principles and Practices

ADF-Assurance and Governance...................................................................... 71 Good Housekeeping Seal ..................................................................................... 33 Group of advisors .................................... See Board, Certification Knowledge Area Guideline, Example of .......................................................................................... 72 Human Capital ............................................................................................... 10, 15 Ideation and Envisioning

ADF-Definition Phase ....................................................................................... 73 Inspection

Assessment Knowledge Area ........................................................................... 22 Intellectual Capital (IC)

Experience Knowledge Area ............................................................................ 44 International Accreditation Forum (IAF) .............................................................. 54


International Electrotechnical Commission (IEC) ................................................ 54 International Organization for Standardization (ISO) .......................................... 26 Internship

Experience Knowledge Area ............................................................................ 46 Interview

Assessment Knowledge Area ........................................................................... 22 Job Enlargement

Experience Knowledge Area ............................................................................ 46 Job Rotation

Experience Knowledge Area ............................................................................ 46 Jury .......................................................... See Board, Certification Knowledge Area Keirsey Temperament Sorter ............................................................................... 23 Key federal regulatory agencies ........................................................................... 59 Knowledge Management (KM)

Experience Knowledge Area ............................................................................ 47 KPMG International ............................................................................................... 7 LICENSE KNOWLEDGE AREA ................................................................................ 49 Managerial and Cost Accounting Principles and Practices

ADF-Assurance and Governance ...................................................................... 71 Marketing, Principles of

Suggested Reading ........................................................................................... 87 Mentoring

Experience Knowledge Area ............................................................................ 47 Millon Clinical Multiaxial Inventory ..................................................................... 23 Minnesota Multiphasic Personality Inventory ..................................................... 23 Monitoring and Control

ADF-Support Phase .......................................................................................... 86 Motion Picture Association (MPA) ....................................................................... 27 Myers-Brigs Type Indicator® (MBTI) .................................................................... 23 National Recognized Testing Laboratory (NRTL) ................................................. 54 NEO PI-R ............................................................................................................... 23 Observation

Assessment Knowledge Area ........................................................................... 22 Occupational Health and Safety Association (OSHA) .......................................... 54 Occupational Safety and Health Administration (OSHA) ..................................... 59 Operations Management

Suggested Reading ........................................................................................... 87 Organizational

Certification Knowledge Area .......................................................................... 26 Panel ....................................................... See Board, Certification Knowledge Area Partner

Correlation Knowledge Area ............................................................................ 33 Patent

Registration Knowledge Area .................................................................... 54, 55


Penal Registration Knowledge Area .......................................................................... 55

Performance Assessment Knowledge Area ........................................................................... 23

Performance Engineering (PE) ............................................................................. 23 Permit

License Knowledge Area .................................................................................. 55 Personal Style Indicator (PSI) ............................................................................... 23 Personality

Assessment Knowledge Area ........................................................................... 23 Phase, Definition

ADF ................................................................................................................. 101 Phase, Implementation

ADF ................................................................................................................. 101 Phase, Support

ADF ................................................................................................................. 102 Presentation

Education Knowledge Area ........................................................................ 36, 39 PricewaterhouseCoopers ....................................................................................... 7 Probationary

License Knowledge Area .................................................................................. 50 Product

Certification Knowledge Area .......................................................................... 27 Product Architecture and Design Document (PAD) ......................................... 102 Product Design

Suggested Reading ........................................................................................... 88 Product Development

Suggested Reading ........................................................................................... 88 Product Manager (PdM) ................................................................................... 102 Professional

Certification Knowledge Area .......................................................................... 27 License Knowledge Area .................................................................................. 51 Registration Knowledge Area .......................................................................... 56

Project Management Institute (PMI®).................................................................... 8 Project Management Professional (PMP®) ........................................................... 8 Prometric ............................................................................................................... 8 Proof of Concept (POC)

ADF-Definition Phase ....................................................................................... 77 Proof-of-Concept (POC)..................................................................................... 102 Publication

Registration Knowledge Area .......................................................................... 57 Questionnaire

Assessment Knowledge Area ........................................................................... 23


Ratings Certification Knowledge Area .......................................................................... 27

Recording Industry Association of America RIAA® .............................................. 28 Registered Trademark®

Registration Knowledge Area .......................................................................... 58 REGISTRATION KNOWLEDGE AREA ..................................................................... 53 REGULATION KNOWLEDGE AREA ........................................................................ 59 Release and Production

ADF-Implementation Phase ............................................................................. 82 Requirements, Writing Better

Suggested Reading ........................................................................................... 88 Research Project

Correlation Knowledge Area ............................................................................ 33 Robin Hood Morality Test .................................................................................... 23 Rorschach inkblot test ......................................................................................... 23 Sabbatical

Experience Knowledge Area ............................................................................ 47 Sales

Certification Knowledge Area .......................................................................... 28 Securities and Exchange Commission (SEC) ......................................................... 59 Service

Certification Knowledge Area .......................................................................... 28 Service Mark (SM)

Registration Knowledge Area .......................................................................... 57 Shadowing

Experience Knowledge Area ............................................................................ 47 SmartWood Rediscovered Wood Program ............................................................ 5 SmartWoodcm ......................................................................................................... 5 Social

Regulation Knowledge Area ............................................................................. 59 Social and Professional Responsibility

Ethics Knowledge Area .................................................................................... 41 Sponsor

Correlation Knowledge Area ............................................................................ 34 Standards Development organization (SDO) ......................................................... 8 Survey

Assessment Knowledge Area ........................................................................... 24 Swedish Universities Scales of Personality .......................................................... 23 System

Certification Knowledge Area .......................................................................... 28 Technical

Certification Knowledge Area .......................................................................... 28 Technical Education and Skills Development Authority (TESDA) ........................ 27 Telecommunications Certification Body (TCB) .................................................... 27


Tenure Assessment Knowledge Area ........................................................................... 24

Term Assessment Knowledge Area ........................................................................... 24

Thematic Apperception Test ................................................................................ 23 Trade Export

Regulation Knowledge Area ............................................................................. 60 Trade Import

Regulation Knowledge Area ............................................................................. 60 Trademark(TM)

Registration Knowledge Area .......................................................................... 57 Transition to Support

ADF-Support Phase .......................................................................................... 86 Transportation

Registration Knowledge Area .......................................................................... 58 Trustees................................................... See Board, Certification Knowledge Area U.S. Department of Transportation ....................................................................... 3 Underwriters Laboratories® (UL) ......................................................................... 54 United States Department of Education (USDE) ................................................. 26 United States Patent and Trademark Office (USPTO) ......................................... 54 Upgrade or Divestment

ADF-Support Phase .......................................................................................... 86 Use Case

The Accounting Profession ................................................................................ 7 The Aquaphonic Farming Industry ..................................................................... 6 The Automobile Industry ................................................................................... 3 The Dietary Supplements Industry .................................................................... 7 The Entertainment Industry ............................................................................... 4 The Organic Food Industry ................................................................................. 6 The Package Engineering Industry ..................................................................... 3 The Project Management Profession ................................................................ 8 The Public Sector Security Clearance ................................................................. 4 The Software Industry........................................................................................ 5 The Telecommunications Industry .................................................................... 6 The Wood Products Industry ............................................................................. 5

Use Case and Requirements ADF-Definition Phase ....................................................................................... 75

Utilization Experience Knowledge Area ............................................................................ 48

Value Chain ........................................................................................................ 102 Woodworth Test .................................................................................................. 23

BUSINESS/REFERENCE

BRANDING

What Happens When a Fortune 500 Company takes on a new Source

of Accreditation in Building their Human Capital?

COMPETITIVE

ADVANTAGE

CHRISTIAN A. JENSEN, MSc., PMP From the author of The Encyclopedic Dictionary of Project Management and Design Considerations for the Enterprise PMO: Beyond the Balanced Scorecard.

For over 10 years Mr. Jensen, a certified project manager, founding officer of the Silicon Valley Chapter-PMI, and a full member nominated into Sigma Xi, has helped global organizations build human capital to sustain enterprise capability. Mr. Jensen has presented a wide range of papers as a speaker at international conferences and symposia—this textbook culminates years of collaborative research, field and lectern experience.

…It encouraged the Project Management Institute (PMI) to host a Business Roundtable in London, U.K. (August 2007), “which was attended by 20 high-level executives from aerospace and defense, engineering, construction, the oil and gas industries,” helping to form a career framework influenced by half-a-decade of field experience in accreditation at one of the worlds most recognized companies. See how accreditation can help your organization place and promote your most valuable resource—human capital; create a measurable competitive advantage; move the dial in serving your customers.

Copyright © 2012 USD $49.95

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