Get this from a library! ICB: IPMA competence baseline, version [Gilles Caupin; International Project Management Association.;]. ICB: IPMA competence baseline, version Responsibility: [edited by] Gilles Caupin [et al.]. Edition: Version ; Imprint: Nijkerk: IMPA, International Project . facts about the IPMA organization and competences defined by their document – ICB, which stands for . IPMA Competence Baseline Version ( MB).
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At the conclusion of the project disband the team. Monitor effect of changes against project baseline. Communicate the project objectives and their context.
ICB IPMA Competence Baseline Version 3.0
Cultivate sustainable relationships with interested parties. Consider the organization and its culture and processes in relation to projects. Examine possibilities to include the interests of all parties, define quick wins and incentives.
Set out negotiation strategy.
ICB IPMA Competence Baseline Version ppt download
Get the chosen group get together, explain the problem requiring a solution and ask them to use imaginations in offering ideas. Document the results for other projects or basfline of the same project. Project finance management ensures that in all project phases project manager knows how much financial resource is required for each time interval.
Ensure adequate start-up of the project. Identify all proposed changes.
Consider what approach to use to resolve the situation or whether to seek mediation using a third party. Understand and adopt an alternative point of view when appropriate. The technical competence range, containing 20 elements.
Hold a project close-out meeting. Get changes accepted or rejected. Quantitative risk and opportunity assessment provides a numerical competenc measuring the effect expected from risks and opportunities. Present options that address the issues. Calculate financial resource usage and ipmx and cash-out flows of the project.
Analyze the current situation, identify what issues are likely to provoke debate and possible consequences.
Update the deliverables and scope when changes are agreed with the interested parties. Establish and control, book-keeping and financial auditing systems.
Control and audit the use of the project management information system. Maintain, vetsion and change the project organization during the project life-cycle if needed. Determine the critical path for the project, communicate this to all parties and get it accepted. Formally hand over the deliverables to the interested parties Document the lessons learnt and apply to future projects. Changes must be monitored against the original project goals and objectives.
Apply learning to future projects. Validate requirements at key points in the project life-cycle. Schedule the project or phase. Choose the place, time, duration and means of communication.
Is honest and creates openness with all individuals and group representatives involved with the project. Communicate and control project structures.
Control the resources with respect to changes. Auth with social network: Assess the people involved in the discussion, their likely point of view, interests and relationships. Reporting provides information and communication about the status of work on the competencee and forecasts development up until the end of the project.
Provides feedbacks on the lessons learnt. Consider options and consequences of each.