ipma certification – level d -...

Round D1

IPMA Certification – Level D Certified Project Management Associate

Candidates Manual

D

PMDAN, Suite A6, Zone 'D' Plaza, No.1, Adeyinka Adebayo street, Apo Quarters, Zone 'D', Abuja, Nigeria Tel./Fax: +234702 541 6594 www.pmdan,org [email protected]

http://www.pmdan,org/

Content table

1. Introduction to IPMA Level D Certification

Stage 1: Self-assessment, application, exam 2. CV on education, career etc. 3. Basis for competence assessment 4. Self-assessment of experience applications 5. Self-assessment of method applications 6. Self-assessment of leadership behaviour 7. Application for Level D Certification

Stage 2: Examination

8. Written examination 9. Final assessment

Further orientation 10. Preparation of own development plan 11. General information

Cert_Cp_Version 1.0_130912 Candidates Manual Level D page 2 of 71

1. Introduction to IPMA Level D Certification®


Purpose of Introduction Session

Guide

how to succeed in demonstrating your competencies in project management to the assessors during the certification process.

Inspire

to the fact that participation in the process gives a further lift of your competencies in project management.

Topics of the introduction session

Following the content of this manual, all topics laid down here will be further explained where necessary and the questions of the candidates will be answered. This session will be offered to all interested persons in the form of a webinar.


The certification - in brief

1. Test the project management Associates competence to apply project management in an appropriate way

2. Assesses Technical, Behavioural and Contextual competences and the ability to combine those in the context of successful project execution

3. Assessed by two assessors who themselves hold an IPMA certificate in project management and act independently, just bound to the rules and regulations set for all IPMA organisations.

4. Certification in four levels which reflects and supports a career with project management

5. Participation in the certification is a self-learning process which gives a characteristic lift of competencies

6. Managed by the PMDAN

7. The certification is recognised internationally by certification organisations in more than 50 countries on all 6 continents.


Requirements for Level D Certified Project Management Associate

Core competency (Method application) Can practice in any competence element.

Works as a project team member or a member of the project management staff.

Has broad project management knowledge and the ability to apply that knowledge

Experience application Not mandatory (IPMA Level D is not experience-driven)

Leadership behaviour

Has the required knowledge of each of the behavioural competence element and its application


IPMA Level D Certification Procedure Stage 1: Self-assessment, application and exam

1.1 Preparation Get familiar with the application documents and/or collect questions on these (to be answered in the introduction session)

1.2 Introduction session Webinar for applicants (28 October 2013) 14.00-17:00

1.3 Self-assessment and application To be submitted 14 calendar days before the examination day at the latest (25 November 2013)


2.1 Written examination (3 hrs) Written examination will take place 7 January 2014 (13.00-16:00) Venue: The address of venue will be advised additionally

Stage 5: Recommendation and appeal

The assessors will, based on the results achieved by the candidate, decide on whether they can recommend the issuance of the certificate to PMDAN Certification Body.


2. CV on education, career etc.


Guidelines for filling in the CV – Part 1 The candidate • Insert your name at the first page in the file. • Insert your photo in the document Application • Your signature on the application makes your

personal responsible for being able to meet the requirements for Level D

Explanation • Specify both motivation for your company and

your personal motivation Basic education(s) • Fill in your long term education(s) Career pattern • Start with your latest employment. • State both year and month: YY/MM • If you have changed function in a corporation –

use a new line in the form. • Function/responsibility stated by three lines

about project related roles. • Extra line(s) with leave – maternity or other


Guidelines for filling in CV – Part 2 Courses/seminars/conferences/network • Also education in project management – as a

part of basic education • Number of days at training modules and possibly

practice periods as a part of the education • Practice periods include self-study, coaching, use

at own project etc. • The three statements reflect your personal

gaining’s – and should not summarise the content.

Other relevant courses/ seminars/ conferences/ network • The three statements reflect what you personally

gained from it– not headlines from the course content

Literature on project management and other relevant issues • Internal guidelines can also be included – if so

supply with keyword on content • The three statements reflect your personal

gaining’s – summarising the content • Slides from courses are to be filled in under

courses – not as literature Own articles • Both internal and external presentations


Sparring partner • The application has to be reviewed with a

sparring partner.

We encourage the sparring partner to assess the candidate’s technical, behavioural and contextual competences – by using the scale from 0 to 10. • An IPMA assessor must not be used as sparring

partner


3. Basis for competence assessment


Total use of the “IPMA Competence Baseline for Project Management” 1. Introduction meeting Get an overview of the tools and an opportunity to practice selected elements.

2. Self-assessment Work out the main steps describing knowledge and experience applications of the Technical, Behavioural and Contextual competences.

Remember to use the guidelines for each step.

3. Sparring meeting Discuss the result with a sparring partner. The purpose is both to receive feed-back and to become conscious of other aspects of your competencies.

4. Development plan Plan a further development of your general competencies in management of project and/or specific initiatives in the current project to improve the project management.

This is not mandatory for Level D


Differences between the candidates manual and ICB In a few cases the “Candidates Manual” might give other instructions than described in the ICB. In those cases the instructions in the “Candidates Manual” shall prevail.


4. Self-assessment of experience applications


The purpose of describing Experience Applications 1. Your experiences as project participant

are documented.

Useful for your career as project manager - and a requirement for certification

2. A chronological consideration of your career pattern as project manager establishes a solid basis for the next step of the competence assessment, where we decide on your experiences in using chosen project methods.

3. Specifications of experiences give an opportunity to reflect and learn about managing projects.


Guidance to description of management experience (1) • The number of projects are not limited • Formally not older than 7 years, but we accept

up to 10 years

Informative project name • Max. 3 lines of description

Organisation of employment + other major organisations involved • Max. 3 organisations and max. 3 lines • Own organisation, customer organization or

others

Start- and close • For the part of the project you were involved in.

That is not necessarily the whole project’s start and close

Total resources • For the part of the project you were involved in

Active participants • Number who have used a major part of their

time, which means contributed to the result of the projects (eg. permanent project participants, sub-project managers, project co-ordinators, working group leaders etc.)


Guidance to description of management experience (2) Other participants • The number who has contributed to the result of

the project in short periods or in minor degree (eg. members of reference groups, testers, specialists etc.)

Type of project task • BD Business Development • BF Building Facilities, etc • OD Organisational Development • PD Product Development • SD Systems Development • SI Systems Supply/Implementation • TF Technical Facilities Own role in project • PC Project Coordinator • PD Project Director • PGM Programme Manager • PM Project Manager • PMC Project Management Consultant / Assistant • PO Project Owner/Sponsor • SPM Sub Project Manager • PP Project Participant


Manager of phases Covers the phases where you were involved

• PM of the entire lifecycle from idea to operation/application

• PM for developing the project ideas into a defined concept

• PM for further developing the concept into detailed specification of project results

• PM for transferring specifications into final results/products and operation/application

Degree of complexity • Non complex project, • Less complex project, • Complex project, • Very complex project,

Own PM / PE • PM is time spend on project management or

participation in managing projects • PE covers execution of the project tasks • Per year max. 12 man months can be earned


Requirements as to extent and character of experience • At least 36 months of experience as project

participant of less complex projects (complexity 2) or sub-projects in complex projects – with knowledge application of competence elements.

• Only project experience from the recent 7 years should formally be included, but we accepted up to 10 years

• You should also have applied the achieved knowledge in new projects.

• All projects that are part of the assessment should be included in the form.

• Only 12 man-months’ effort can be earned as experience per year – overtime should not be included.

• Numbering of the projects is used as references from the self-assessment of method and leadership behaviour.


Four degrees of the project’s complexity 1. Non complex project, for example a project with few and well known interested parties, performed by one person or a small group, having a well-defined result.

2. Less complex project, for example a project with several predictable interested parties, performed by a larger group, having a mainly well-defined result.

3. Complex project, for example a project with many, partly unpredictable interested parties, performed by an organisation comprising several sub-projects, having a partly unknown solution.

4. Very complex project, for example a project with many, very unpredictable interested parties, performed by an organisation comprising many organisational units, having an unknown solution.


Requirements as to complexity assessment • When complexity is assessed the managerial

complexity is in focus – not the complexity of the project task.

• Just forward complexity assessment of the project, which you later in the application report on experiences – but do use the form for assessing more/all projects.

• On completing the form you are encouraged to indicate the complexity with one decimal.

Summarizing management complexity • Projects with a complexity from 0 to 1.4 is

counted as complexity 1 • Projects with a complexity from 1.5 to 2.4 is

counted as complexity 2 • Projects with a complexity from 2.5 to 3.4 is

counted as complexity 3 • Projects with a complexity from 3.5 is counted as

complexity 4 • All PE time (time with project execution) is

added and given as one total number.


5. Self-assessment of method applications


Procedure for self-assessment of method application (1) 1. Read the 10-level-scale for scoring knowledge

and experience on page 46 of this manual

2. Make a detailed assessment of each competence element – First step per element is to read the introductory text of the competence elements which you find in the ICB. After that, you assess by using the two 10-level-scales your explicit knowledge and practical experience for each of the competence elements in the ICB Make verifying notes during the assessing process in the right-hand column by referring to your sources of explicit knowledge and projects where you have practised to the claimed level. You may also make notes regarding further use of the project management methods or further development of your competencies.

3. For each competence element section and at the bottom, you will conclude the average assessment of your knowledge and experience for the considered competence element


Procedure for self-assessment of method application (2) 4. Based on your reflections during the detailed

assessment, you verify in the right-hand column the claimed scoring to sources for your explicit knowledge and where you have demonstrated the claimed level of practical experiences.


Characteristics of explicit knowledge and practical experience Knowledge/experience at one level is a pre-condition for knowledge/experience at the following/higher levels.


Verification of chosen ICB elements • In the right column verify knowledge and

experience in competence elements of method application NOTE: Experience verification is not MANDATORY for Level D

Refer typically to situations where the competence is used or quote others.

You can also refer to results of personal tests.

• It is required that all elements are verified.

• We encourage that the sparring partner – before the review – assess the candidates’ competence compared to the elements – by using the scale 0-10.


Applying the form which has to be submitted

• At the assessment of each element you assess yourself 0-10 in explicit knowledge (practical experience is not mandatory to be filled out on Level D). Read and learn about the competence elements in the ICB.

• Calculate the average for each group of competence elements in explicit knowledge (practical experience is not mandatory to be filled out on Level D).


6. Self-assessment of leadership behaviour


Procedure for self-assessment of leadership behaviour (1) 1. Read the scale for scoring behaviour on

page 39 with a self-selected competence example in mind.

2. Make a detailed assessment for each competence element. First, read the text of the behavioural competence elements in the ICB and assess your conduct for each of the elements. Remember during the completion that you should not assess your personal qualities as something you possess/are, but as the behaviour you exercise/demonstrate in a more or less appropriate way.

In the right-hand column, make notes during the assessment, stating reasons for your choices by referring to specific situations in projects. You can also write down ideas for improvement of your behaviour in on-going projects.

3. Summarise assessment Add on page 57 verifying references based on the assessment. Conclude each competence element Section


Procedure for self-assessment of leadership behaviour (2)

and at the bottom by calculating an average assessment of your competencies

4. Specify the strongest and weakest aspects of your leadership behaviour. Finish the self-assessment by specifying your four strongest and four weakest behavioural competencies on page 46. Do not repeat what can be read from the self-assessment - add nuances to the descriptions. For the weakest aspects, describe first the behaviour then explain which initiatives you have implemented in projects to compensate for this behaviour, for example by applying methods.

Finally, describe your planned or performed initiatives to develop or improve your leadership behaviour - in addition to what you are doing in projects to compensate. In the right-hand column you can refer back to the behavioural or method competencies elements. Please limit the number of references to maximum two per strong or weak aspect.


Characteristic of performed leadership behaviour Behavior at one level pre-assumes inclusion of the described conduct within the underlying levels.


Scales for assessing level of behavioural competences

If a visible leadership behaviour – which in many cases may be good – is too often, too significant or in situations where it is not appropriate, it should reduce the assessment of the affiliated behaviour!

When making the assessment, use the scale as described on page 39. The first column indicating your general behavioural abilities is weighted the most. The subsequent columns on the conditions for the behaviour and appropriateness of the behaviour might alter your assessments up or down.


Verification of the claimed competence levels (1) In the right-hand column include your verifications of the assessment by referring to specific situations in projects where you have performed the claimed level of leadership behaviour. Examples of this type of verifying comments:

"in spite of extreme pressure i did stay cool and balanced."; "I very seldom experience that people do not listen when I speak."; "The steering committee does normally follow my recommendations."; "I talk openly about my own feelings - and ask about others' feelings."; "My personal 'radar' is continuously spotting additional contributors."

Another way of verifying is to quote others who have commented on your behaviour within the considered leadership element:

"I always trust you, my boss said the other day"; "I like to be in your team, you care for a good spirit"; "In such a situation I would have insisted, but you succeeded by manoeuvring."


Verification of the claimed competence levels (2)

Verification can also be done by referring to outcomes of persona test which you have done:

"The outcome from my last JTI-test was XYZX."; "One of my preferred roles according to a Belbin test is…”


Specifying your strongest and weakest behaviour (1) After scoring your behavioural competencies, specify your strongest and weakest leadership behaviours on pages 46.

First specify four of your strongest behaviours. Avoid just repeating the four elements on the summary form where you have the highest scorings. Use this opportunity to make a more in-depth description, demonstrating a higher degree of self-insight. In the right-hand column, refer to the most related of the twelve behavioural elements.

Then, specify four of your weakest behaviours, including how you compensate for the weakness and how you intend to develop this part of your leadership. Start by specifying in the first box what the behaviour is and refer in the right hand column to one the most related of the twelve behavioural elements.

In the next box give project-based examples of how you have compensated for the specific


Specifying your strongest and weakest behaviour (2) behavioural weakness. One example is that your self-understanding of a particular weakness has influenced the way you compose your team, ensuring that you have people "on board" whose profiles compensate for that quality. Another example is that you schedule events which promote what you may not care for as a natural part of your behaviour.

In the third box of each 'weakness' example, describe what you have done or plan to do personally to develop this part of your behavioural profile via, for example, training or coaching. You may also realise that this weaker behaviour is a fundamental part of your personal character. In general, the process of assessing is both about clarifying your level of behavioural competencies and an opportunity of demonstrating your self-insight and self-knowledge.


Requirement as to strongest and weakest leadership behaviour • In the form ”Strongest and weakest leadership

behaviour” you state 4 strong and 4 weak leadership behaviours.

• Under “Management initiatives” are stated what has been done of initiatives in projects

• Under “Development initiatives” are stated initiatives for strengthening the behaviour in question


7. Application for Level D Certification


Requirements to contents of application • The document shall be forwarded by e-mail

to [email protected]. Word-format is recommended

• Electronic file-name: D.1 First name Surname - CV-self-assessment Date Date is stated as: YY-MM-DD At new versions the date is changed.

• You will not get a receipt from the secretariat. The secretariat will only contact you if the self-assessment is not received in due time.

• On request from the assessors an updated application has to be submitted – e.g. if the application is not complete

• The material will be kept for 5 years according to IPMA’s regulations. After that the files will be deleted/maculated

• All material will be treated confidentially.


mailto:[email protected]

The candidate’s documents from stage 1


8. Written examination


Practical information of the examination

Examination on paper: The examination will be conducted in writing on paper. Each candidate should therefore carry proper writing utensils to the examination place.

Written examination will take place 7 January 2014 (13.00-16:00) Venue: The address of venue will be advised additionally

Duration: 3 hours


Aids: No further aids (books, scripts etc.) are allowed at the examination. No own note paper is to be brought to the examination. Note paper will be made available by the assessors, if needed. This has to be returned together with the examination papers and the task sheets at the end of the examination to the assessors.

Certification fees: Certification Fees shall be paid no later than 28 October 2013. Only applicants with paid fees shall be admitted to exams


Structure of examination Part 1: 30 Multiple choice tasks Each correct answer gives 1 point max. of 30 points could be achieved

Part 2: 4 open questions (to be answered on half a page) max of 40 points could be achieved

Part 3: Project Case with 6 tasks Each correct and satisfactory answer gives between 6 and 10 points max. of 50 points could be achieved.

For the entire set a maximum of 120 points could be achieved. To pass the examination at least 72 points should be achieved (corresponding to 60% correct answers).


Examples for part 1: Multiple Choice


Examples for part 2: Open questions Question 1 A project passes several phases. • Mention four typical project phases. • Elaborate the answers by giving a brief

description of the contents and result of each of the phases.

Question 2: • Describe briefly: What is a risk analysis? • When is a risk analysis to be carried out? • What are the four most important steps of

a risk analyses – and what is the substance of each of the steps?


Introduction to Part 3: Project example

The framework for the task is a less complex project example, in which methodological tasks should be solved within the framework of the example – e.g. tasks of objective description, planning and follow-up of the project example.


9. Final assessment


Issuing of certificate

• The two assessors decide– based on the shown performance and the rules and regulations of the IPMA - if the candidate could be recommended to receive the certificate.

• The certificate will be issued after the Examination

• The names of the certified persons in project management are published: − On www.pmdan.org

(2-6weeks after the certificate is issued) − On www.ipma.ch − (will be updated 4 times a year)

• If the candidate does not want to have the name published, written announcement together with the CV should be given.

Appeal of assessor decisions • A candidate who feels unjustly treated can

appeal the decision within 30 working days


http://www.pmdan.org/

http://www.ipma.ch/

after the examination.

• The candidate should give a written reasoning for the appeal to the Certification Secretariat – not to exceed 2 A4-pages.

• It should to be stated that it is a formal appeal.

• The secretariat forwards the appeal to the Appeal Committee together with relevant documents from the certification in question

• The Appeal Committee assesses the appeal and decides if a new assessment should be organised.


10. Preparation of own development plan


Planning competence development • Practice project management

• Use sparring partner / reflect

• Give sparring and participate in network

• Participate in seminars / conferences

• Self-study of literature / guidelines

• Participate in courses / education

• Become certified as project manager


Clarification of previous development initiatives


Guidelines for competence development • To conclude the self-assessment we recommend

you to prepare a personal plan for development of your project management competencies for the year to come.

• The plan should not be submitted in connection with the certification

• The plan is based on your completed assessment of own competencies, which that could be summarised

• As a first step you could prepare a survey of development initiatives so far.

• Then you establish most important objectives / weak points. We recommend you to focus. Only when you remember the objectives you can deal with them.


11. General information


IPMA Level D Certification Procedure Stage 1: Self-assessment, application and exam

1.1 Preparation Get familiar with the application documents and/or collect questions on these (to be answered in the introduction session)

1.2 Introduction session Webinar for applicants (28 October 2013) 16.00-18:00

1.3 Self-assessment and application To be submitted at the latest 25 November 2013


2.1 Written examination (3 hrs) Written examination will take place 7 January 2014 (13.00-16:00) Venue: The address of venue will be advised additionally


Stage 5: Recommendation and appeal

5.1 Assessor Recommendation After examination the assessors will, based on the results achieved by the candidate, decide on whether they can recommend the issuance of the certificate to PMDAN Certification Body

5.2 Appeal has to be raised within 30 working days after examination day at the latest

Certification fees: Certification Fees shall be paid no later than 28 October 2013. Only applicants with paid fees shall be admitted to exams


IPMA 4 Level Certification – personal effort The following figures indicate the average personal learning and administrative effort of the candidate to be reserved for proper preparation of the examination: •IPMA Level D 30 hours •IPMA Level C 60 hours •IPMA Level B 90 hours •IPMA Level A 120 hours

PMDAN recommends seeking for professional support in preparing yourself for the examination. Further information can be obtained by contacting us directly.

Assessors Level D Currently, the following assessors are appointed by PMDAN CB to conduct Level D certifications:

• Mr. Per Frank Povlsen Foreign First Assessor to PMDAN

• Dr. Chinwi Obari Mgbere National First Assessor to PMDAN


Introduction to re-certification (1)

• When the certificate has been achieved it should be maintained.

• After 5 years a report should be forwarded concerning re-certification. The report should document that the certified still is competent

• It is expected, that the candidate

− is still active in project environment and

− still works to develop own competencies in project management

• The current guidelines are for the reporting aim of forwarding a new version of the material from the first stage of the certification.

• The candidate can also be asked to forward further documentation as part of the re-certification and/or be summoned to an interview meeting.


Introduction to re-certification (2)

• In case a certified project management associate after the five years does not live up to the minimum requirements the certificate will be withdrawn.

• A re-certification process is organized by PMDAN CB once every six months.

• The procedure is initiated by the issuing of a letter asking if you want to be re-certified.

• The current instruction for the re-certification, including the latest Competencies in Project management will be forwarded in due time.

• The re-certification will be concluded by forwarding of a new certificate if the candidate is accepted.


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