management engineering socity project management certification...

Quality

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GUIDELINES

Code No: G-2

ISSUE NO: 5

ISSUE DATE: Dec. 2013

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MANAGEMENT ENGINEERING SOCITY

PROJECT MANAGEMENT CERTIFICATION

BODY

(MES PM -CERT)

MPC

GUIDELINES FOR CANDIDATES

Copy No. ( )

Prepared By Reviewed By Authorized By Name Mr. Mahmoud A. Aziz Eng. Mohamed Mansour Eng .Hassan Sharrawi

Job Title Document officer Quality Manager Certification Managing Director

Signature

Date

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Code No: G-2

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AMENDEMENT /MODIFICATION RECORD ISSUE

NO:

SECTION

NO: PAGE

NO:

AMENDMENT AMENDE

D BY

DATE APPROVED

BY 3

All section ----- All sections of MPC G-2 Guidelines for

Candidates has been revised & restructed

to clarify the actual certification process

implemented in Egypt .

The following items have been included in

the new issue (issue No3 Jan 2009 ) to

explain the details of the certification

process .

1- Fig (1) IPMA universal four levels

certification system (page 5)

2- Table (1) process steps for each IPMA

certification level (page 9).

3- IPMA level A,B,C&D certifications

process flow charts pages

(16,17,18,19).

4- Recertification process flow chart

(page 23).

I.H Jan 2009 Prof.Dr.H.F

4

1.1

1.2

3

4

5.4

6.1

6.1

7.1

7.2

4

5

7 to 9

10

13

14/1

14/2

20

21

ICRG -3 changed to be ICRG-3.10

Notes about Training & Appeals added

The validity of level D changed to be 5

years .

The entry requirements & core

competence have been changed to suit

the condition of ICRG-3.10

Level C have to submit report / short

w.sh report table (1).

Min No. of question for levels B,C &D

has been added .

The questions may include :…..etc.

The Fig for the coverage competences

changed in table 3

Validity for level D certificate became 5

years instead of 7 years.

The responsibilities of the certificate

holder has been added (2 line)

The Interview for level D in the table

became (as required). Level D

recertification should be obtained by the

same process for the initial certificate

has been added.

Eng.

I. Habrout

Oct.2011 Eng.

H. Shaarawy

5 All section Revision to be compatible with ECRG and

ECB Eng.

M. Mansour

Aug. 2013 Eng.

H. Shaarawy 5/1 Appendices App.1 (application form), App. 3 (Code of

ethics), Fig. 1 Eng.

M. Mansour

Dec. 2013 Eng.

H. Shaarawy

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Table of Contents

S. No: Contents Page No:

1. Introduction 1.1 General Background

1.2 IPMA agreement and its objectives

1.3 Benefits of the Certification

4

2. IPMA universal Four Level certification (4-L-C) system. 6

3. Requirement for each IPMA Certificate levels 3.1 IPMA Level A

3.2 IPMA Level B

3.3 IPMA Level C

3.4 IPMA Level D

7

4. Certification process. 4.1 The initial certification process steps and certification

upgrade (table 1 shows which steps are relevant to each level )

4.1.1 Application form, Curriculum vitae , reference

4.1.2 A Curriculum vitae

4.1.3 List of projects , programmes, portfolios; references

4.1.4 Self – assessment

4.1.5 Admittance to attend the certification process

10

5. Administration to stage 2 of certification process 5.1 Workshop

5.2 Written Exam

5.3 Characteristics of written exam

5.4 Report

11

6. Administration to stage 3 of certification process 6.1 Interview

6.2 Certification decision

6.3 Final Assessment

6.4 Appeal

6.5 Keeping & maintaining records & document

6.6 process flow charts

13

7. Re-Certification & Upgrading of certificate 7.1 Recertification

7.2 Recertification process steps

7.3 Interview

7.4 Appeal


7.6 Recertification process flow chart

7.7 Upgrading of certificate

20

8. Appendices

Appendix i - Application Form

Appendix ii -C.V

Appendix iii – S.A

Appendix iv- List of project

Appendix v- Complexity of programme or portfolio

Appendix vi- Complexity of project (IPMA level B)

Appendix vii- CPD-Log

Appendix viii- code of ethics

25

26

29

32

34

35

36

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1. Introduction

MES AGREEMENT FOR SETTING-UP AN IPMA CERTIFICATION VALIDATED

PROGRAM IN EGYPT

1.1 General Background

The International Management Association ( IPMA ) has established PM

Certification Validation system, based on certification programs carried out by

national associations ( or certification bodies linked to them ). Each IPMA

National Association (NA) is encouraged to set up its own programe, taking into

account the local culture and ways of doing business, or to use another MA’s

program.

The IPMA Certification Validation system calls for:

- A process following the IPMA rules

- The “MPC” Egyptian Certification Regulations and guidelines ( ECRG) Based

on (ICRG-3.1) and the Egyptian Competence base line (ECB) based on

the IPMA Competency Baseline (ICB-3),

- The International Standard ISO/IEC 17024: Conformity assessment-General

requirements for bodies operating certification of persons as well as ISO 9001-

2008 Quality Management system – Requirements

1.2 IPMA agreement and its objectives

A. An agreement for setting-up an IPMA Validated PM certification Scheme

in Egypt have been signed between MES & IPMA.

B. The objectives of this project is to establish an Egyptian PM Certification

Scheme validated by IPMA, providing the profession with a competency

improvement system and with international competency recognition, in

order to improve the competitiveness of the Egyptian industry, both

nationally and internationally.

C. According to the mentioned agreement:

MES developed and managed its project management qualification and

competence programme and established its certification body (MPC-Egypt)

and agreed to participate in IPMA's validation

MPC Applies the IPMA universal four level certification system and offers

IPMA certificates (levels A,B,C&D) recognized from all IPMA members

countries .

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Fig.1 “IPMA universal four level certification”

Back Page

Front Page

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1.3 Benefits of the Certification Enrolment in the certification programme is an incentive for the managers of projects,

programmes and portfolios and the members of the project management teams to :

expand and improve their knowledge and experience;

continue their education and training ;

improve the quality of projects management ;

last but not least-achieve the project objectives more effectively.

The benefits of the certification programmes are:

For the project management personnel: to obtain an internationally recognized

certificate acknowledging their competence in project management;

For the suppliers of project management services: a demonstration of their

employees’ professional competence;

For the customers: to increase certain that they “will receive take of the art”

services from a project manager.

For PM Public: Harmonization ,standardization comparability in project

management , Quality of project Management confidence in project management

and professional

2. IPMA's Universal Four –Level- Certification ( 4-L-C ) System (Fig 1)

The certificates awarded to individuals are based on an assessment of their

competence in typical project management activities that occur in their daily

working lives. In the IPMA Certification System, the following four categories of

people , to which the same particular standards apply, are specified:

IPMA Level A Certified Projects Director:

means that the person is able to direct an important portfolio or programme, with

the corresponding resources, methodologies and tools, that is the subject of the

certification rather than the management of a single project. To take on this

responsibility an advanced level of knowledge and experience would be required.

IPMA level B Certified Senior Project Manager:

means that the person is able to manage a complex project for which the criteria

are defined in ECB-IPMA chapter 3 Sub-projects are normal, i.e the project

manager is managing by sub-project managers rather than leading the project

team directly.

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IPMA level C Certified Project Manager: means that the person is able to lead a project with limited complexity which

signifies that he has demonstrated the corresponding level of experience in

addition to the ability to apply project management knowledge.

IPMA level D Certified Project Management Associate: means that the person is able to apply project management knowledge when he

participates in a project in any capacity and common knowledge is not sufficient

to perform at a satisfactory level of competence.

3. Requirements for each IPMA certification level:

3.1 IPMA Level A

IPMA Level A

Certified Projects Director

Has in the last eight years at least five years of experience in portfolio

management and/or programme management with strategic relevance,

of which at least three years were in a responsible leadership function

in the management of complex portfolios or programmes and has in

addition two years of experience in managing projects (entry

requirement). The time span of 8 years can be extended up to 12 years

with appropriate justification.

Entry requirements

Shall be able to manage complex portfolios or programmes Is responsible for the management of a complex portfolio of an organisation

or a branch of an organisation, or for the management of an important

programme within an organisation.

improve their competence in PM.

team.

a role of leading or directing the development of project management

competence and infrastructure (i.e. processes, methods, techniques, tools,

handbooks, guidelines for a programme or portfolio).

Core competence

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The main criteria for the complexity of a portfolio or programme are:

portfolio and number of project managers directed.

gement requirements, processes, methods,

techniques, tool, regulations and guidelines in the organisation.

d ensuring compliance

to strategy.

3.2 IPMA Level B

IPMA Level B

Certified Senior Project Manager

Has in the last eight years at least five years of project management

experience of which three years were in a responsible leadership function

of complex projects (entry requirement). The time span of 8 years can be

extended up to 12 years with appropriate justification.

Entry

requirements

Shall be able to manage complex projects

project and all project management competence elements.

sub-projects.

s,

techniques and tools.

Core

competence

The complexity of the assessed projects shall be evaluated against the following criteria:

ovation, general conditions

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3.3 IPMA Level C

IPMA Level C

Certified Project Manager

Has in the last six years at least three years of project management

experience in a responsible leadership role of projects with limited

complexity (entry requirement). The time span of 6 years can be

extended up to 9 years with appropriate justification.

Entry

requirements

Shall be able to manage projects with limited complexity, and/or to

assist the manager of a complex project in all competence elements

of project management .

all its aspects, or for managing a sub-project of a complex project.

techniques and tools.

Core

competence

3.4 IPMA Level D

IPMA Level D

Certified Project Management Associate

Experience in the project management competence elements is not

compulsory; but it is an advantage if the candidate has applied his

project management knowledge to some extent already.

Entry

requirements

Shall have knowledge in all competence elements (core competence). 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.

Core

competence

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4. Certification Process

4.1 The initial certification process steps and certification upgrade (table 1

shows which steps are relevant to each level )

(Table 1) process steps for each IPMA Certification level

Stage Steps IPMA Certification Level

A B C D

1 1.1 Application form, Curriculum vitae x x x x

1.2 List of projects , programmes, portfolios;

references x x x --

1.3 Self-assessment x x x x

1.4 Admittance to attend the certification

process x x x x

2 2.1 Workshop x x

2.2 Workshop report x x

2.3 Written exam I x x x

2.4 Written exam II (x) (x) x

2.5 Report x x x --

3 Interview x x x --

Certification decision : delivery , registration x x x x

x = compulsory, (x) = option

The IPMA Certification stages for Levels A,B,C&D are illustrated in (Fig.1) as well

as table (1).

The details of the item for certification process's steps in (table 1) are explained clearly in

the following section.

4.1.1 Application form, Curriculum vitae , reference The application from is intended to identify the applicant and the IPMA

certification level for which he applies. See appendix (i)

4.1.2 A Curriculum vitae is required covering his education , professional qualifications

and career details and should be attached to the application form.See appendix (ii) Further , the applicant should provide the names of two individuals who will

provide references and from whom the certification body can get further

information in the case of doubt.

The full content of the application is singed off by the applicant.

4.1.3 List of projects , programmes, portfolios; references

The list of projects, programmes and portfolios as well as the references is part of

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the application documentation . the list should show all projects, programme and

portfolios the applicant was engaged in during the period of project management

experience required for respective level , in a format provided by MPC.

For each project , programme and portfolio the individual has been engaged in,

detailed information should be given about the project, , programme and portfolio

characteristics ( such as deliverables , phases , cost, budgets, interested parties ,

management complexity ), the applicant's project management role and his

responsibilities within the project , programme or portfolio , and about the

duration and intensity of the applicant's engagement See appendix (iv,v&vi)

4.1.4 Self – assessment

The self –assessment for each level and each stage in the applicant's professional

life a common requirement in the IPMA certification system . the applicant

should be able to assess his own competence in a format provided by MPC which

include the scale of evaluation sheet . see appendix (iii)

4.1.5 Short report

The applicant for levels A, B or C shall admit a short report (3-5 pages)

for one of the projects listed in para 4.1.3.

4.1.5 Admittance to attend the certification process

The application form , the list of projects, programmes and portfolios , the

references and the self-assessment sheet are the documents used for evaluating

the eligibility of the applicant for the certification process. After a formal check

by the certification secretariat and evaluation by at least two assessors the

applicant will get written approval to participate in the certification process for

the appropriate level.

5. Admission to stage 2 of certification process (see table 1)

5.1 Workshop

The workshop is a part of the certification process for levels B & C.

The duration of the workshop is one day. The candidates show their PM

competence by working in parallel groups of not more than five members.

Starting from an outline project description, they develop the project plans

using multimedia techniques.

Two assessors observe the candidates, who manage the case study and present

their results. The assessors evaluate the project management competence of the

candidates against the representative number of competence elements.

* Level B&C candidates have to submit a short workshop report.

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5.2 Written Exam

Examination for D level certificates

Candidates for the D certificates have to show their project management

knowledge in the written {exams Part I (3 hours ) & Part II (2½ hours )}, which

will usually be done within the course of workshops for open certification rounds

for B & C level certificates ( same applies for re-examinations ).

The examination consists of three parts, comprising different fields of project

management.

Each part has to be marked separately and in each part the candidate has to

achieve a minimum of 50 % of the total number of points in order to pass the

examination. The candidate must retake all parts of the exam he failed to achieve

the 50 % benchmark. In case candidates cannot gain at least at leas 50 % of the

overall score he has to retake the entire examination.

Evaluation of the exam has to be done by two Assessors

The points achieve in each part of the exam as well as the overall points and

marking for each candidate have to be entered into a list (Results of D

Examinations ), which must be signed by the Assessor .

Examination for levels B and C certificates

The exam for B and C level certificates is a written 3 hours test -{Exam

(part I)}- which is integrated into the certification workshop.

Two Assessors according to a definite scheme do the evaluation of the test.

A candidate must achieve at least 50 % of the total score to pass the test. Otherwise

he may not be admitted to next step of the certification procedure (interview or

project report) and has to repeat the exam. In this case the assessors should give

recommendations to the candidates as to how he could improve his project

management knowledge.

* Level B&C can attend written exam part II optionally .If they pass level I&II

Exams & failed in the other steps of the certification process they may grant level

D certificate

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5.3. Characteristics of written exam

The exam may be composed of several kinds of questions:

Direct questions (multiple choice: selection of answers from a short

list; questions requiring an answer of 1-2 sentences).

Intellectual task

Table 2 : Characteristics of written exam as guideline & Min.No. of question for levels B/C/D Minimum number of competence elements to be covered in an exam at IPMA Levels B/C and D

IPMA Level B,C IPMA Level D

Direct questions 35 % of elements All elements

Intellectual tasks 2 elements per range 3 elements per range

Minimum number of questions in an exam at IPMA Levels B,C and D

IPMA Level B/C IPMA Level D

Direct questions 17 46

Open essays and/or Intellectual tasks

14 9

Duration minimum 3 hours 3 hours

5.4. Report The candidate shall submit a report describing the application of project management

competence in a real project, programme or portfolio:

Level A: for a complex portfolio or programme.

Level B: for a complex project & short workshop report.

Level C: for a project with limited complexity or short workshop report.

The scope of the report:

The project report should address the competence elements of the ECB-IPMA

Scope of report at IPMA Levels A, B and C

IPMA Level A IPMA Level B IPMA Level C

Body, pages 15 to 30 10 to 25 5 to 15 Appendices, maximum pages 20 15 10

Minimum number of competence elements addressed

Technical 14 14 12 Behavioural 11 8 5

Contextual 8 6 4

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The number of pages relates to a report produced with a font size of 11 pts.

The appendices should provide support for statements made in the report, e.g. time

schedule, and should be cross-referenced to the report.

If some competence elements were not relevant in the reported project, programme or

portfolio, the candidate should be asked in the interview why this was the case and how

they would have dealt with them in another project, programme or portfolio.

The report is an important basis for the interview. In the report, typical project

management situation tasks, actions, and results, the roles of the candidate and other

involved parties, the methods and tools applied and the experience and conclusion

gained, are described for a large number of competence elements of the ECB/ICB

Version3.

N.B: G-5 Project report guidelines and instruction gives more detail information about the

report it will be provided by MPC.

6. Admission to stage 3 of certification process (see table 1)

6.1 Interview

In the interview the assessors ask questions they have previously prepared related to the

report, the-self assessment of the candidate, and eventually the written exam answers, the

workshop out-comes.

The question may include:

nce of

the candidate.

programmes and portfolios.

Both assessors are expected to actively participate in the interview process.

The candidate may be asked to make a brief but detailed presentation to the assessors on

the outlined report.

The candidate can illustrate his answers by presenting examples of documents in addition

to the report (e.g. a handbook, status report) during the interview

Normally, a real project management situation concerning one or more competence

elements with tasks, actions, and results will be described as the background to a

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question. A situation will be selected at an appropriate point in the life-cycle of the real

project, programme or portfolio that is discussed.

The project management competence elements of the ECB/ICB version 3 that are

addressed in the interview are a sample based on the general objectives of the assessment

of the certification body and the information provided by the candidate or collected from

the references. The characteristics of the interview are shown in table 3 as a guideline.

Table 3 Characteristics of the interview at IPMA Levels A, B and C

IPMA Level A IPMA Level B IPMA Level C

Number of assessors 2 2 2

Duration 2 to 2.5 hours 1.5 to 2 hours 1 to 1.5 hours

Coverage

Technical competence elements 5 6 6

Behavioral competence elements 4 3 2

Contextual competence elements 4 3 2

Total 13 12 10

6.2 Certification decision

MPC makes a decision on whether the candidate can continue or must quit the

certification process after defined steps of the certification process on the basis of the

total evaluation of the assessors.

The assessors involved in an assessment are independent and do not respond to questions

from the candidates. They can pass on information to the candidate about missing or

insufficient information in his application that has been identified by MPC and invite him

to add it during the next step in the process. MPC provides the information about the

certification process to the candidate and answers any questions he may have.

An assessor normally evaluates the knowledge and experience component per

competence element in common.

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MPC has rules for the situation where the two assessors do not reach a common view on

the outcome. As an exception, guest assessors can be invited to observe or to participate

in the interview (trainee assessor, quality manager of MPC, foreign guest assessors).The

management of MPC decides on the outcome based on the information gathered during

the certification process. Those who make the final decision have not participated in the

assessment of the candidate.

If a candidate wants to know the reasons for a failure, the lead assessor responds to the

candidate, accompanied by a representative of MPC .

6.3 Final Assessment

The Final assessment/evaluation of each certification level ( A, B, C & D) should take

inconsideration the over all performance of the candidate during all the steps of the

certification procedure. The rules of final evaluation are included in MPC Procedure

No.5 : Candidate assessment

All certificates will be registered by MPC as well as the international Project

Management association IPMA.

6.4 Appeal

An applicant or candidate who has not been allowed to enter or complete the process

may file an appeal for reconsideration of the decision within four weeks. Such an

appeal must be made in writing to the MPC and must include reasons for the appeal

Ref. to MPC procedure (P-15) appeals & complaints .

6.5 Keeping & maintaining records & documents

All documentation shall be archived in hard copy and/or electronically for at least six

years from the date of the certificate to cover the recertification period. Local

requirements may extend this period. Ref. to MPC procedure (P-03) Records.

6.6 Process flow chart

The process flow charts are illustrated in the following section :

6.6.1 IPMA level A Certification process flow chart .

6.6.2 IPMA level B Certification process flow chart .

6.6.3 IPMA level C Certification process flow chart .

6.6.4 IPMA level D Certification process flow chart .

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Level A

Interview

- Granting of IPMA

Level A Certificate

- Delivery

- Registration

6.6.1 IPMA Level A Certification process flow chart

Activities Action By:

Document

Review /check

Check

Eligibility

Identify Level

- Application Form

- C.V

- List of Projects ,

Programme ,

Portfolios , References

- Self Assessment

Applicant Submit

Admitted to

attend the

certification

process

MPC Administration office

Secretary + assessors

Assessors

Candidate submit

Candidate + assessors

Certification Committee

+

MPC Management + IPMA

Projects

Director

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Interview

Level B

Work Shop &

Workshop report

W Ex I

W Ex II

Option

Report

- Granting of IPMA

Level B Certificate

- Delivery

- Registration

- Granting of IPMA

Level D Certificate

- Delivery

- Registration

6.6.2 IPMA Level B Certification process flow chart


Document

Review /check

Check

Eligibility

Identify Level

6.6.3 IPMA Level C Certification process flow chart

- Application Form

- C.V


References

- Self Assessment

Applicant Submit



Assessors

Admitted to

attend the

certification

process

Candidates + Assessors

Assessors


+


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Interview

Level B

Work Shop &

Workshop report

W Ex I

W Ex II

Option

- Granting of IPMA

Level C Certificate

- Delivery

- Registration

- Granting of IPMA

Level D Certificate

- Delivery

- Registration


Document

Review /check

Check

Eligibility

Identify Level

6.6.4 IPMA Level D Certification process flow chart

- Application Form

- C.V


References

- Self Assessment

Applicant Submit



Assessors

Admitted to

attend the

certification

process

Candidates + Assessors

Assessors


+


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Level D

W Ex I

W Ex II

- Granting of IPMA

Level D Certificate

- Delivery

- Registration


Document

Review /check

Check

Eligibility

Identify Level

- Application Form

- C.V + Supporting

Document

- Self Assessment

Applicant Submit



Assessors

Assessors

Assessors

Certification Committee +


Admitted to attend

the certification

process

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7. Recertification and upgrading of certificates

7.1 Recertification

As the Validity of certificates is time limited (level A, B, C & D Certificates five years) .

The holder of such certificate has to apply for recertficatoin to extend the validity period

by another five years.

It is the responsibility of the certificate holder to monitor the expiry date of their

certificate and to initiate the recertification process.

MPC will inform the certificate holder as well in advance of the recertification date.

Basically a valid certificate is a prerequisite for recertfication. In case not more than one

year has passed from the date of expiry and all requirements set have been fullfilled

durning that time, a candidate can apply for “revival of the certificate” and recertification.

Otherwise he has to go through the complete certfication procedure again to obtain a new

cerificate.

An applicant for recertification has to furnish in writing information concerning his:

Ongoing professional activity as a project manager

Continunig development of project management knoledge in order to keep it at

actual “state of art” (literature study, trainings, seminars …etc.)

The documents will be passed on to two Assessors who will carfully check, whether the

candidate can met the requirements set with regard to the above points , and will inform

the certification office respectively .

In case all requirements have been met by the applicant , the certification office sends the

certificate to the assessors , who will sign it and return it to MPC for passing it on to the

candidate .

Should the holder of the certificate not be able to meet the requirements .set or should

have failed to apply for recertification in time, the certificate will expire at the indicated

date.

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7.2 Recertification process steps

Compulsory and optional steps in the recertification process & required document:

Recertification process steps IPMA Certification Level

A B C D

Expiry information × × × ×

Application form ,Curriculum vitae, references × × × ×

Updated project, programmes and portfolios List × × × (×) Updated Self-assessment × × × ×

PM activities and assignments × × × ×

Continuing professional development evidence / record "CPDLog Form" × × × ×

Complaints , references × × × ×

Interview (where the individual is on the pass /fail borderline) A A A A

Certificate decision : delivery , registration × × × ×

IPMA Level D recertification should be obtained by the same process as for the

initial certification

×=compulsory (×( = option A= as required

The steps of the re-certification process are as follows:

a- In the application form re-certification, the re-certification candidate also declares that

he is well aware of conditions of the re-certification process and status of an individual

certified in project management. As an attachment, an updated Curriculum vita is

required.

b- The project , programme and portfolio list is updated and presented according to the

level of recertification.

c- The self-assessment is updated .

d- The professional activities that have occurred during the period of certificate validity

are reported for the (function) , responsibilities and tasks of the re-certification

candidate in projects, programme and portfolio , the complexity of the projects,

programmes and portfolios and the time the certificate holder (as a percentage of total

work time) was involved in them.

e- If any justified and proven complaints were made in writing against the project

management competence or the professional conduct of the recertification candidate,

these should be listed in the candidate's application with details of

the project concerned, the subject and reasons for the complaint and the

person making the complaint, together with their contact details

f- The continuing education of the re-certification candidate to maintain and improve his

level of competence in project management during the equal period which the

certificate was valid is reported in tne CPDLog Form. This includes any training he has

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under gone , experience gained , and any contributions he has made to his own ongoing

development in project management . see appendix (vii).

g- The re-certification candidate provides a list of individuals who can provide reference,

who are certification body if necessary. if there were complaints in writing about his

project management competence or professional conduct they should be listed in his

re-certification application.

h- In a case where there is doubt about the renewal of a certificate, the assessors prepare

questions to clarifying whether the re-certification candidate still fulfils the

requirements for his IPMA competence level. The re-certification candidate can

provide additional evidence on his competence level , his development and

professional conduct .

i- The certification committee makes a decision on whether the certificate can be

renewed or not on the basis of the total evaluation of the assessors.

7.3 Interviews

If the persons who assess the candidate find it necessary, they shall recommend an

interview and the MPC shall make the decision as to whether it will take place.

The persons who assess the candidate shall prepare the interview questions in order to

clarify whether the recertification candidate still fulfils the requirements for his level.

The candidate can provide additional evidence on the maintenance or development of his

competence and/or on his professional conduct.

If the candidate does not participate in the interview, the certificate shall not be renewed.

The final evaluation, decision , issue of certificates &assessment Method

are available in P-14 Page 6

7.4 Appeal

A recertification candidate who has been denied renewal of the certificate may, within

four weeks, file an appeal for reconsideration of the decision. Such an appeal must be

made in writing to the MPC and must include a rationale for the appeal .Ref to: Ref. to:

MPC procedure No (15) appeals & complaints.


All documentation shall be archived either in hard copy and/or electronically for at least

six years from the date of the certificate to cover the recertification period. Local

requirements may extend this Period. Ref to: MPC procedure No (3) Record.

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Reviewed

Evaluation

Interview

(*)

- Certification decision

- Delivery

- Registration

7.6 Process flow

Rectification Process flow chart diagram


Document

Review /check

(*) Candidate is notified of the assessor's decision and date of interview where

applicable

- Application Form

- C.V


Programme ,

Portfolios , References

- Self Assessment

- Professional

Development Record

"CPD"

Applicant Submit


Assessors

Assessors


+


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7.7 Upgrading of certificate

Candidate has to submit an application for an upgrade of his certificate, provided that – in

the meantime – he has become able to meet the requirements set for the desired higher

level certificate.

Prerequisites for an upgrade in certificate:

Candidate can meet the requirements set for the desired higher level certificate

Application documents:

- Official application form for certification at the desired level

- supporting documents as described in table 1.

Upgrading process

The upgrading process is the same as the initial certificate process.

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Application Form Appendix (i) [Check √ on which you are applying for]

o Level (A) Certified Projects Director Certification

o Level (B) Certified Senior Project Manager Recertification

o Level (C) Certified Project Manager Professional Upgrading

o Level (D) Certified Project Management Associate

Personal Data [Please write in block letters, as data will be copied out into your official certificate]

Mr./Ms./Mrs.

Surname First Name Title

Street/ House Number Telephone number

Postal Code City Fax

Country E-mail

Date of Birth Place of Birth

Employer Data (If different from A)

Employer name

Street/House number Telephone number Country

Postal Code Domicile Fax E-mail

III. Statement of the Applicant I know that:

- Incorrect data or misuse of the certificate entails the withdrawal of the certificate.

- The certificate becomes not valid as soon as the professional activities in the field of project management are ceased (Interruption of

activities exceeding six months must be notified to MPC).

- MPC will review the performance of project management activities of the certificated person within the period of validity of the

certificate, e.g. By personal questionnaire.

- The granted certificate (and the subject of the project report) will be published and held in a list with open access.

- Changes in address must be notified to MPC without delay.

- MPC will raise a fee for the certification. This fee will become due also in case of the certification procedure not being successfully

passed or being broken off by the applicant before the official end.

- For Recertification: professional development of candidates (as minimum 35 hours of trainings, workshops lectures etc. per annum)

- I have read and accept all terms of the MPC Code of ethics (professional conduct)

I accept the above conditions and assure that all statements made are correct and in accordance with the truth.

D. References* The following persons may confirm my experience (as stated in the attached C.V.) in the field of project management.

. MR./Ms./Mrs. Telephone Company

. MR./Ms./Mrs. Telephone Company

Date Signature

*Does not apply to “ Certificated Project Management Practitioner”

28 Ramsis st, Cairo, Egypt. Tel.:5790050-5748169 Fax: 5790050-5740569 Website http://www.ese.eg.net/manage_main.html

F/P-04/1

Photo

http://www.ese.eg.net/manage_main.html

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CURRICULUM VITAE

PERSONAL INFORMATION Appendix (ii)/1

Name:

Date of Birth:

Marital Status:

Nationality:

Mailing Address:

E-Mail Address:

Mobile Phone:

Telephone:

Fax:

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CAREER SUMMARY

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TRAINING COURSES Appendix (ii)/2 [

LANGUAGES

EXPERIENCE

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CONT. Appendix (ii)/3

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Appendix (iii)/1

Self – assessment sheet

Name of Candidate:

Knowledge Experience

0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 6 7 8 9 10

1 Technical

Competence

1.01 Project Management

Success.

1.02 Interest Parties 1.03 Project Requirement

& Objectives

1.04 Risk & Opportunity 1.05 Quality 1.06 Project Organization 1.07 Team Work 1.08 Problem resolution 1.09 Project structures 1.10 Scope & deliverables 1.11 Time & Project

phases

1.12 Resources 1.13 Cost & finance 1.14 Procurement &

Contract

1.15 Changes 1.16 Control & reports 1.17 Information &

Documentation

1.18 Communication 1.19 Start up 1.20 Close out AVERAGE 1

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Appendix (iii)/3 Description of the scale of valuation as a guide for compiling the self assessment sheet

Experience Knowledge

01 9 8 7 6 5 4 3 2 0 1 01 9 8 7 6 5 4 3 2 0 1

2 Behavioral Competence

2.01 Leadership 2.02 Engagement &

Motivation 2.03 Self control 2.04 Assertiveness 2.05 Relaxation

2.06 Openness

2.07 Creativity

2.08 Result orientation

2.09 Efficiency

2.10 Consultation

2.11 Negotiation

2.12 Conflict & crisis

2.13 Reliability

2.14 Values appreciation

2.15 Ethics

AVERAGE 2

Experience Knowledge

01 9 8 7 6 5 4 3 2 0 1 01 9 8 7 6 5 4 3 2 0 1

3 Contextual Competence

3.01 Project orientation

3.02 Programme

orientation

3.03 Portfolio orientation

3.04 PPP implementation

3.05 Permanent organization

3.06 Business

3.07 Systems, products

& technology 3.08 Personnel management

3.09 Health, safety

& security environment

3.10 Finance

3.11 Legal

AVERAGE 3

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Values Knowledge characteristics Experience characteristics

(0) none none

1

2 low (i)

3

The candidate knows the element and is

able to present and explain known criteria for

this element.

Verbs: Recognise, name, count-up,

structure, describe, define, explain, lookup,

reproduce.

Nouns: Terms, denominations, facts,

criteria, standards, rules, methods, processes,

relations.

The candidate has some experience which he

has obtained from a project management role

in a few projects in one sector of the

economy or unit of an organisation during

one or several phases of these projects.

Description: Some experience, from being

involved as an assistant, in some phases, of

afew projects, with a good awareness of

project management.

4

5 medium (m)

6

The candidate has a solid level of knowledge

and is able to recognise and to apply the

relevant criteria as well as check the results

Verbs: Apply, use, implement, calculate,

verify, interpret, differentiate, solve.

Nouns: Situations, applications, principles,

criteria, rules, methods, conclusions

The candidate has an average level of

experience and an average record which he

obtained from many important project

management areas of several projects in at

least one important sector of the economy

during most phases of these projects

Description: Considerable experience, in a

responsible project management position, in

most phases, of several different projects,

with limited complexity, with a good

awareness of project management.

7

8 high (h)

9

The candidate understands the role in detail

and is able to evaluate, to create and to

integrate the relevant criteria and can interpret

and evaluate the results.

Verbs: Analyze, derive, design, develop,

combine, compose, investigate, evaluate,

assess, propose, decide.

Nouns: Situations, conditions, assumptions,

ideas, opinions, cases, models, alternatives,

problems, results, procedures, judgments

The candidate has a broad range of

experience and a good track record which he

has gained from responsible project

management roles in many different kinds of

projects, during most or all phases of these

projects.

Description: Extensive experience in project

management positions with high level of

responsibility, in most phases, of several

different projects and / or programmes or

portfolios, with a thorough understanding of

project management.

(10) Absolute maximum Absolute maximum

The extreme values of the scale are very rarely used in real assessments. The coarse evaluation, for example

"medium (m)" can be fine tuned to :

· 4: low medium

· 5: medium medium

· 6: high medium

In a similar way ’low (l)’ and ’high (h)’ can be fine tuned. The values from 0 to 10 represent a

continuous linear scale which means that the competence difference of 6 (high medium) to 7 (low

high) is one point. The competence difference between 7 (low high) and 8 (medium high) is also one point, i.e.

the same amount. F/P-04/5/3

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Appendix (IV)

LIST OF PROJECTS"L.P" INVOLVED

From To Project Name My

Function Full/Temp.

Reference for

the attached

evidences (*)

../../.. ../../..

(*) See Over (Back of this page) for guidance Note.

Photocopy of this document may be used .

F/P -04/4/1

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* Guidance Note for Filling last column of the List of Projects “L.P”-

04/4 )-Involved Form (F/P

1- Verified Evidences:

a) Verified Evidence should be submitted for each project mentioned on the

list.

b) Each evidence should be given a reference number, this number should be

written on the last column of the form.

2- Organization & Project Charts:

a) Candidate should submit an organization chart for his Organization

showing clearly his position on it.

b) Candidate should select a project that he managed and draw an organization

chart for the project showing clearly his Position on the chart.

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Appendix (v) Complexity of a programme or portfolio

Guideline, template

The main criteria for a portfolio or programme (IPMA Level A) manager are:

An important group of projects is contained in the portfolio or programme, and the candidate is responsible for coordinating and directing them.

The candidate proposes to the overseeing body for their decision (or where appropriate

decides himself) the start, priority, continuation or interruption and termination of the projects of his portfolio or programme.

The candidate is responsible for the selection and continuing development of project management requirements, processes, methods, techniques, tools, regulations and guidelines in the organisation as well as for the implementation of project management in general, in his range of projects.

The candidate coordinates and influences (or is responsible for) the selection, training and employment of the project managers who manage his range of projects as well as for their performance appraisal and remuneration.

The candidate is responsible for the coordination of all projects of his portfolio or programme and ensuring their compliance to the strategy of the business/organisation, as well as for establishing professional control and reporting mechanisms for his range of projects.

The number, variety and complexity of active projects in the portfolio or programme and the number of project managers he controls.

The portfolio or programme must be important enough to provide evidence of competent management. The important parameters to consider are:

Amount of time the candidate dedicates to the portfolio or programme

Number of active projects

Different kinds and sizes of projects

Complexity of projects

Number of project managers and size of organisational unit

Annual amount of investment in the portfolio or programme

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Appendix (vi) Complexity of a project (IPMA Level B) Guideline, template

This scheme is used to assess the complexity of project management in a project. Each indicator is rated according to four

Identification of Certification Cycle …………......................................................... levels of complexity (4 = very high complexity, 3 = high

complexity, 2 = low complexity, 1 = very low complexity).

If the total complexity value is equal or exceeding 25points,

a project is appropriate to be used in a certification process

on IPMA Level B.

Candidate (Last name, first name) ............................................................... Ratings between 23 and 27 points need a careful verification.

For a complete evaluation all criteria have to be rated. Criteria Description of criteria Comments/justification

Significant complexity Limited complexity

Val

ue

complexity

very high (4)

complexity high

(3)

complexity

low (2)

complexity very low (1)

1. Objectives, Assessment of

Results

Mandate and objective

Conflicting objectives

Transparency of mandate and

objectives Interdependence

of objectives

Number and assessment of results

uncertain, vague

many conflicts

hidden

very interdependent

large, multidimensional

defined, obvious few conflicts

quite transparent quite independent

low, monodimensional

Rating □ □ □ □

2. Interested Parties, Integration

Interested parties, lobbies

Categories of stakeholders

Stakeholder interrelations

Interests of involved parties

numerous parties

many different

unknown relations

divergent interests

few parties few uniform categories

few and well known relations

comparable interest


3. Cultural and social context

Diversity of context

Cultural variety

Geographic distances

Social span

Diverse

multicultural, unknown

distant, distributed

large, demanding

homogeneous

uniform, well known

close, concentrated

small, easy to handle


4. Degree of innovation, general conditions

Technological degree of innovation

Demand of Creativity

Scope for Development

Significance on public agenda

Unknown technology

innovative approach

large

large public interest

known and proven technology repetitive approach

limited

public interest low


5. Project structure, demand for

coordination

Structures to be coordinated

Demand of coordination

Structuring of phases Demand

for reporting

numerous structures

demanding, elaborate

overlapping, simultaneous

multidimensional,

comprehensive

few structures

simple, straightforward sequential

uni-dimensional, common


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6. Project organisation

Number of interfaces

Demand for

communication

Hierarchical structure

Relations with permanent

organisations

many

indirect, demanding, manifold

multidimensional, matrix structure

intensive mutual relations

few

direct, not demanding, uniform

uni-dimensional, simple

few relations


7. Leadership, teamwork,

decisions

Number of sub-ordinates

Team structure

Leadership style

Decision-making

processes

many, large control span

dynamic team structure

adaptive and variable many

important decisions

Few small control span

static team structure

constant and uniform

few important decisions


8. Ressources incl.

finance

Availability of people,

material, etc.

Financial resources

Capital investment

Quantity and diversity of

staff

uncertain, changing

many investors and kinds of

resources

large (relative to project of the

same kind)

high

available, known

one investor and few

kinds of resources

low (relative to project of the

same kind)

low


9. Risk and opportunities

Predictability of risks and

opportunities

Risk probability,

significance of impacts

Potential of opportunities

Options for action to

minimize risks

low, uncertain

high risk potential, large impact

limited options for actions

large potential of opportunities

high, quite certain

low risk potential, low impact

many options for actions

low potential of opportunities


10. PM methods, tools and

techniques Variety of

methods and tools applied

Application of standards

Availability of support

Proportion of PM to total

project work

numerous, manifold

few common standards applicable

no support available

high percentage

few, simple

common standards applicable

much support available

low percentage


Total complexity value 0

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CONFIDENTIAL WHEN COMPLETE Appendix (vii) See over for guidance Notes Photocopy of this document may be used CONTINUING PROFESSIONAL DEVELOPMENT (CPDL) LOG Name & Initial Certification No. Sheet of Date

(Day

Month

&

Year)

CPDL

hours

Claimed

Type of

activity

(Cat.I,and

Cat.II )

Details of activity

(Title & duration

of Training

courses or

Conferences, Type

.. etc.)

Description of

activity and how it

meets the CPDL

requirements

( Remember to attach

copies of relevant

documents)

Validation of

CPDL Activity

where applicable

(Signature of

Tutor/Lecturer/Org

aniser/Manager

etc.)

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Appendix (viii)

MPC

CODE OF ETHICS

(Professional Conduct)

Purpose:

The purpose of this Code of Ethics is to define and clarify the ethical responsibilities for

present and future MPC Applicants, Certified Persons, or PM Association Members .

Preamble:

In the pursuit of the project management profession, it is vital that MPC Certified

Persons conduct their work in an ethical manner in order to earn and maintain the

confidence of team members, colleagues, employees, employers, customers/clients, the

public, and global community.

CODE OF ETHICS:

As a professional in the field of project management, MPC Certified Person pledges to

uphold and abide by the following:

I will maintain high standards of integrity and professional conduct

I will accept responsibility for my actions

I will continually seek to enhance my professional capabilities

I will practice with fairness and honesty

I will encourage others in the profession to act in an ethical and professional manner

I will not misuse the certification in a misleading manner

Applicant: Candidate: PM Association Members:

Name:

Signature:

Date: / /

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MPC ETHICAL STANDARDS CONDUCT

The following MPC Applicants/Certified Persons/PM Association Members

Standards of Conduct describes the obligations and expectations they conduct their

activities consistent with the ethical Standards of Conduct.

Professional Obligations.

1. MPC (Applicants/Certified Persons/PM Association Members) will fully and

accurately disclose any professional or business-related conflicts or potential

conflicts of interest in a timely manner.

2. MPC (Applicants/Certified Persons/PM Association Members) will refrain from

offering or accepting payments or other forms of compensation or tangible benefits,

which will do the following:

a. Abide by the By-laws, policies, rules, requirements, and procedures of the

MES PM-CERT, and will not knowingly engage or assist in any activities

intended to compromise the integrity, reputation, property, and/or legal

rights of MPC.

b. Abide by the laws, regulations, and other requirements of their respective

communities and nations, and will not knowingly engage in, or assist in any

activities intended to have negative implications, including criminal conduct,

professional misconduct, or malfeasance.

c. Cooperate with the MPC concerning the review of possible ethics violations,

and other MPC matters, completely, consistent with applicable policies and

requirements.

d. Accurately, completely, and truthfully represent information to MPC.

MPC Quality Manager MPC Managing Director

F/P-16/3

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