Management of Projects: Getting results!
At the core of realizing strategies - in other words making change happen - we find what we call "Management of Projects". This serves as a container of activities and disciplines such as but not limited to:
- Program Management
- Portfolio Management
- Project Management
Association for Project Management Body of Knowledge (APMBOK)
According to APM:
"The APM Body of Knowledge is a ‘scope statement’ defining what functions comprise project, programme and portfolio management. It defines the bread th of project, programme and portfolio management, but not the depth."
The current version is edition 6, published in 2012.
The APMBOK (5th Edition) is the basis for the APM Qualifications. APM is currently a review of the APM qualifications to bring them inline with the 6th edition of the BOK. The Current APM Qualifications are:
- APM Introductory Certificate (SCQF Level 6)
- APMP (IPMA Level D, SCQF Level 7)
- Practitioner Qualification (IPMA Level C)
- APM Project Risk Management Certificates
- Introduction
- Sections
- Appendices
A Guide to the Project Management Body of Knowledge (PMBOK®)
A Guide to the Project Management Body of Knowledge (PMBOK®)
A Guide to the Project Management Body of Knowledge (PMBOK® Guide), currently in its fifth edition, is the basis for the Project Management Professional (PMP) qualification granted by the Project Management Institute (PMI). First published by the Project Management Institute (PMI) as a white paper in 1987 in an attempt to document and standardize generally accepted project management information and practices. In 1996 "the guide to" was added to the title and published as a first edition. Subsequent editions were in 2000 (2nd), 2005 (3rd), and 2008 (4th). The fifth edition was published in 2013.
The guide is made up of the following main sections:
- Introduction
- Organizational influences and project lifecycle
- Project Management Processes
- Project Integration Management
- Project Scope Management
- Project Time Management
- Project Cost Management
- Project Human Resource Management
- Project Communications Management
- Project Risk Management
- Project Procurement Management
- Project Stakeholder Management
- Annex A1: The Standard for Project Management of a Project
- Project Management Process Groups
- Initiating Process Group
- planning Process Group
- Initiating Process Group
- Executing Process Group
- Monitoring and Controlling Process Group
- Closing Process Group
- Project Management Process Groups
- Appendices
Practice Standard for Earned Value Management
Practice Standard for Earned Value Management
The Practice Standard for Earned Value Management expands on the earned value information in A Guide to the Project Management Body of Knowledge (PMBOK® Guide). The standard is currently in its second edition.
The guide is made up of the following main sections:
- Introduction
- Basic Elements of Earned Value Management
- Description of the basic elements of EVM
- Derivations of the basic EVM elements
- EVM Performance Analysis and Forecasting
- Schedule analysis and forecasting.
- Cost analysis and forecasting
- Management by exception
- Guidance for the Use of Key EVM Practices
- Establish a performance measurement baseline
- Measure and analyze performance against the baseline
- Appendices
IPMA Competence Baseline (ICB®)
From IPMA's
"The International Project Management Association (IPMA) Competence Baseline (ICB®) is based upon project management theory combined with the practices and demands from some 50 member associations. The ICB is of most use to individual project managers who wish to review their competence in project, programme and portfolio management, as well as for candidates and assessors involved in a certification."
Although the title does not contain the word standard we still grouped this
The current version is version 3.0 published in 2006.
The ICB is the basis for the IPMA's universal four level certification (4-L-C) system. The levels being:
- Certified Projects Director (IPMA Level A)
- Certified Senior Project Manager (IPMA Level B)
- Certified Project Manager (IPMA Level C)
- Certified Project Management Associate (IPMA Level D)
- Introduction
- Key Concepts
- Certification
- Element Descriptions
- Technical competence elements
- Behavioural competence elements
- Contextual competence elements
- References
- Comparison between IPMA Competence Baseline versions 2.0b and 3.0
- Appendices
Although the title does not contain the word standard we still grouped this under standards as IPMA clearly refers to the ICB as a standard as can be seen on page 155 of version 3.0 of the ICB
M_o_R Management of Risk
M_o_R® (Management of Risk) is a generic framework for the management of risk across all parts of an organization - strategic, programme, project and operational. It incorporates all the activities required to identify and control the exposure to any type of risk, positive or negative, which may have an impact on the achievement of your organization's business objectives.
M_o_R® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries
The most recent version of M_o_R® is the 3rd edition published in 2010
The core publication of M_o_R consists of the following sections:
- Introduction
- Principles
- Aligns with objectives
- Fits the context
- Engages stakeholders
- Provides clear guidance
- Informs decision-making
- Facilitates continual improvement
- Creates a supportive culture
- Achieves measurable value
- Approach
- Process
- Identify
- Assess
- Plan
- Implement
- Embedding
M_o_R is, since the 2010 revision/refresh, closely related to ISO 31000