1 - COLOPHON [Seite 5]
2 - FOREWORD [Seite 6]
2.1 - Introduction [Seite 28]
2.2 - The IPMA Competence Baseline [Seite 28]
2.3 - An intercultural view [Seite 30]
2.4 - Reader's Guide [Seite 31]
2.5 - The website with the book [Seite 33]
2.6 - Project management as a discipline for life [Seite 33]
3 - 1. Technical Competences [Seite 34]
3.1 - 1.01 Project Management Success [Seite 36]
3.1.1 - 1.01-1 DEFINITIONS [Seite 37]
3.1.2 - 1.01-2 INTRODUCTION [Seite 38]
3.1.3 - 1.01-3 PROCESS STEPS [Seite 40]
3.1.4 - 1.01-4 SPECIAL TOPICS [Seite 44]
3.2 - 1.02 Interested parties [Seite 46]
3.2.1 - 1.02-1 DEFINITIONS [Seite 47]
3.2.2 - 1.02-2 INTRODUCTION [Seite 48]
3.2.3 - 1.02-3 PROCESS STEPS [Seite 49]
3.2.4 - 1.02-4 SPECIAL TOPICS [Seite 53]
3.3 - 1.03 Requirements and objectives [Seite 60]
3.3.1 - 1.03-1 DEFINITIONS [Seite 61]
3.3.2 - 1.03-2 INTRODUCTION [Seite 63]
3.3.3 - 1.03-3 PROCESS STEPS [Seite 64]
3.3.4 - 1.03-4 SPECIAL TOPICS [Seite 67]
3.4 - 1.04 Risk and opportunity [Seite 74]
3.4.1 - 1.04-1 DEFINITIONS [Seite 75]
3.4.2 - 1.04-2 INTRODUCTION [Seite 78]
3.4.3 - 1.04-3 PROCESS STEPS [Seite 80]
3.4.4 - 1.04-4 SPECIAL TOPICS [Seite 86]
3.5 - 1.05 Quality [Seite 98]
3.5.1 - 1.05-1 DEFINITIONS [Seite 99]
3.5.2 - 1.05-2 INTRODUCTION [Seite 103]
3.5.3 - 1.05-3 PROCESS STEPS [Seite 104]
3.5.4 - 1.05-4 SPECIAL TOPICS [Seite 107]
3.6 - 1.06 Project Organization [Seite 122]
3.6.1 - 1.06-1 DEFINITIONS [Seite 123]
3.6.2 - 1.06-2 INTRODUCTION [Seite 125]
3.6.3 - 1.06-3 PROCESS STEPS [Seite 126]
3.6.4 - 1.06-4 SPECIAL TOPICS [Seite 130]
3.7 - 1.07 Teamwork [Seite 134]
3.7.1 - 1.07-1 DEFINITIONS [Seite 135]
3.7.2 - 1.07-2 INTRODUCTION [Seite 136]
3.7.3 - 1.07-3 PROCESS STEPS [Seite 137]
3.7.4 - 1.07-4 SPECIAL TOPICS [Seite 140]
3.8 - 1.08 Problem resolution [Seite 144]
3.8.1 - 1.08-1 DEFINITIONS [Seite 145]
3.8.2 - 1.08-2 INTRODUCTION [Seite 146]
3.8.3 - 1.08-3 PROCESS STEPS [Seite 147]
3.8.4 - 1.08-4 SPECIAL TOPICS [Seite 149]
3.9 - 1.09 Project structures [Seite 156]
3.9.1 - 1.09-1 DEFINITIONS [Seite 157]
3.9.2 - 1.09-2 INTRODUCTION [Seite 158]
3.9.3 - 1.09-3 PROCESS STEPS [Seite 159]
3.9.4 - 1.09-4 SPECIAL TOPICS [Seite 166]
3.10 - 1.10 Scope and deliverables [Seite 176]
3.10.1 - 1.10-1 DEFINITIONS [Seite 177]
3.10.2 - 1.10-2 INTRODUCTION [Seite 178]
3.10.3 - 1.10-3 PROCESS STEPS [Seite 179]
3.10.4 - 1.10-4 SPECIAL TOPICS [Seite 182]
3.11 - 1.11 Time and project phases [Seite 184]
3.11.1 - 1.11-1 DEFINITIONS [Seite 185]
3.11.2 - 1.11-2 INTRODUCTION [Seite 187]
3.11.3 - 1.11-3 PROCESS STEPS [Seite 188]
3.11.4 - 1.11-4 SPECIAL TOPICS [Seite 195]
3.12 - 1.12 Resources [Seite 202]
3.12.1 - 1.12-1 DEFINITIONS [Seite 203]
3.12.2 - 1.12-2 INTRODUCTION [Seite 204]
3.12.3 - 1.12-3 PROCESS STEPS [Seite 205]
3.12.4 - 1.12-4 SPECIAL TOPICS [Seite 209]
3.13 - 1.13 Cost and finance [Seite 212]
3.13.1 - 1.13-1 DEFINITIONS [Seite 213]
3.13.2 - 1.13-2 INTRODUCTION [Seite 214]
3.13.3 - 1.13-3 FINANCIAL PROCESS [Seite 215]
3.13.4 - 1.13-4 COST PROCESS [Seite 219]
3.13.5 - 1.13-5 SPECIAL TOPICS [Seite 223]
3.14 - 1.14 Procurement and contract [Seite 226]
3.14.1 - 1.14-1 DEFINITIONS [Seite 227]
3.14.2 - 1.14-2 INTRODUCTION [Seite 229]
3.14.3 - 1.14-3 PROCESS STEPS [Seite 231]
3.14.4 - 1.14-4 SPECIAL TOPICS [Seite 236]
3.15 - 1.15 Changes [Seite 244]
3.15.1 - 1.15-1 DEFINITIONS [Seite 245]
3.15.2 - 1.15-2 INTRODUCTION [Seite 246]
3.15.3 - 1.15-3 PROCESS STEPS [Seite 248]
3.15.4 - 1.15-4 SPECIAL TOPICS [Seite 252]
3.16 - 1.16 Control and reports [Seite 254]
3.16.1 - 1.16-1 DEFINITIONS [Seite 255]
3.16.2 - 1.16-2 INTRODUCTION [Seite 256]
3.16.3 - 1.16-3 PROCESS STEPS [Seite 257]
3.16.4 - 1.16-4 SPECIAL TOPICS [Seite 260]
3.17 - 1.17 Information and documentation [Seite 266]
3.17.1 - 1.17-1 DEFINITIONS [Seite 267]
3.17.2 - 1.17-2 INTRODUCTION [Seite 268]
3.17.3 - 1.17-3 INFORMATION [Seite 269]
3.17.4 - 1.17-4 DOCUMENTATION [Seite 273]
3.17.5 - 1.17-5 SPECIAL TOPICS [Seite 277]
3.18 - 1.18 Communication [Seite 280]
3.18.1 - 1.18-1 DEFINITIONS [Seite 281]
3.18.2 - 1.18-2 INTRODUCTION [Seite 282]
3.18.3 - 1.18-3 PROCESS STEPS [Seite 283]
3.18.4 - 1.18-4 SPECIAL TOPICS [Seite 286]
3.19 - 1.19 Start-Up [Seite 304]
3.19.1 - 1.19-1 DEFINITIONS [Seite 305]
3.19.2 - 1.19-2 INTRODUCTION [Seite 306]
3.19.3 - 1.19-3 PROCESS STEPS [Seite 307]
3.20 - 1.20 Close-out [Seite 310]
3.20.1 - 1.20-1 DEFINITIONS [Seite 311]
3.20.2 - 1.20-2 INTRODUCTION [Seite 312]
3.20.3 - 1.20-3 PROCESS STEPS [Seite 313]
3.20.4 - 1.20-4 SPECIAL TOPICS [Seite 320]
4 - 2. Behavioral Competences [Seite 322]
4.1 - 2.01 Leadership [Seite 324]
4.1.1 - 2.01-1 DEFINITIONS [Seite 325]
4.1.2 - 2.01-2 INTRODUCTION [Seite 326]
4.1.3 - 2.01-3 PROCESS STEPS [Seite 327]
4.1.4 - 2.01-4 SPECIAL TOPICS [Seite 331]
4.2 - 2.02 Engagement [Seite 342]
4.2.1 - 2.02-1 DEFINITIONS [Seite 343]
4.2.2 - 2.02-2 INTRODUCTION [Seite 344]
4.2.3 - 2.02-3 PROCESS STEPS [Seite 345]
4.2.4 - 2.02-4 SPECIAL TOPICS [Seite 348]
4.3 - 2.03 Self-control [Seite 360]
4.3.1 - 2.03-1 DEFINITIONS [Seite 361]
4.3.2 - 2.03-2 INTRODUCTION [Seite 362]
4.3.3 - 2.03-3 PROCESS STEPS [Seite 363]
4.3.4 - 2.03-4 SPECIAL TOPICS [Seite 366]
4.4 - 2.04 Assertiveness [Seite 370]
4.4.1 - 2.04-1 DEFINITIONS [Seite 371]
4.4.2 - 2.04-2 INTRODUCTION [Seite 372]
4.4.3 - 2.04-3 PROCESS STEPS [Seite 373]
4.4.4 - 2.04-4 SPECIAL TOPICS [Seite 377]
4.5 - 2.05 Relaxation [Seite 388]
4.5.1 - 2.05-1 DEFINITIONS [Seite 389]
4.5.2 - 2.05-2 INTRODUCTION [Seite 390]
4.5.3 - 2.05-3 PROCESS STEPS [Seite 391]
4.5.4 - 2.05-4 SPECIAL TOPICS [Seite 395]
4.6 - 2.06 Openness [Seite 402]
4.6.1 - 2.06-1 DEFINITIONS [Seite 403]
4.6.2 - 2.06-2 INTRODUCTION [Seite 404]
4.6.3 - 2.06-3 PROCESS STEPS [Seite 405]
4.6.4 - 2.06-4 SPECIAL TOPICS [Seite 408]
4.7 - 2.07 Creativity [Seite 414]
4.7.1 - 2.07-1 DEFINITIONS [Seite 415]
4.7.2 - 2.07-2 INTRODUCTION [Seite 416]
4.7.3 - 2.07-3 PROCESS STEPS [Seite 417]
4.7.4 - 2.07-4 SPECIAL TOPICS [Seite 420]
4.8 - 2.08 Results orientation [Seite 428]
4.8.1 - 2.08-1 DEFINITIONS [Seite 429]
4.8.2 - 2.08-2 INTRODUCTION [Seite 430]
4.8.3 - 2.08-3 PROCESS STEPS [Seite 431]
4.9 - 2.09 Efficiency [Seite 436]
4.9.1 - 2.09-1 DEFINITIONS [Seite 437]
4.9.2 - 2.09-2 INTRODUCTION [Seite 438]
4.9.3 - 2.09-3 PROCESS STEPS [Seite 439]
4.9.4 - 2.09-4 SPECIAL TOPICS [Seite 443]
4.10 - 2.10 Consultation [Seite 448]
4.10.1 - 2.10-1 DEFINITIONS [Seite 449]
4.10.2 - 2.10-2 INTRODUCTION [Seite 450]
4.10.3 - 2.10-3 PROCESS STEPS [Seite 451]
4.10.4 - 2.10-4 SPECIAL TOPICS [Seite 454]
4.11 - 2.11 Negotiation [Seite 458]
4.11.1 - 2.11-1 DEFINITIONS [Seite 459]
4.11.2 - 2.11-2 INTRODUCTION [Seite 460]
4.11.3 - 2.11-3 PROCESS STEPS [Seite 461]
4.11.4 - 2.11-4 SPECIAL TOPICS [Seite 466]
4.12 - 2.12 Conflicts and crisis [Seite 482]
4.12.1 - 2.12-1 DEFINITIONS [Seite 483]
4.12.2 - 2.12-2 INTRODUCTION [Seite 484]
4.12.3 - 2.12-3 PROCESS STEPS [Seite 485]
4.12.4 - 2.12-4 SPECIAL TOPICS [Seite 487]
4.13 - 2.13 Reliability [Seite 500]
4.13.1 - 2.13-1 DEFINITIONS [Seite 501]
4.13.2 - 2.13-2 INTRODUCTION [Seite 502]
4.13.3 - 2.13-3 PROCESS STEPS [Seite 503]
4.14 - 2.14 Values appreciation [Seite 506]
4.14.1 - 2.14-1 DEFINITIONS [Seite 507]
4.14.2 - 2.14-2 INTRODUCTION [Seite 508]
4.14.3 - 2.14-3 PROCESS STEPS [Seite 509]
4.14.4 - 2.14-4 SPECIAL TOPICS [Seite 512]
4.15 - 2.15 Ethics [Seite 520]
4.15.1 - 2.15-1 DEFINITIONS [Seite 521]
4.15.2 - 2.15-2 INTRODUCTION [Seite 522]
4.15.3 - 2.15-3 PROCESS STEPS [Seite 524]
4.15.4 - 2.15-4 SPECIAL TOPICS [Seite 529]
5 - 3. Contextual Competences [Seite 534]
5.1 - 3.01 Project orientation [Seite 536]
5.1.1 - 3.01-1 DEFINITIONS [Seite 537]
5.1.2 - 3.01-2 INTRODUCTION [Seite 538]
5.1.3 - 3.01-3 PROCESS STEPS [Seite 540]
5.1.4 - 3.01-4 SPECIAL TOPICS [Seite 544]
5.2 - 3.02 Programme orientation [Seite 552]
5.2.1 - 3.02-1 DEFINITIONS [Seite 553]
5.2.2 - 3.02-2 INTRODUCTION [Seite 554]
5.2.3 - 3.02-3 PROCESS STEPS [Seite 555]
5.2.4 - 3.02-4 SPECIAL TOPICS [Seite 558]
5.3 - 3.03 Portfolio orientation [Seite 568]
5.3.1 - 3.03-1 DEFINITIONS [Seite 569]
5.3.2 - 3.03-2 INTRODUCTION [Seite 570]
5.3.3 - 3.03-3 PROCESS STEPS [Seite 571]
5.4 - 3.04 PPP implementation [Seite 576]
5.4.1 - 3.04-1 DEFINITIONS [Seite 577]
5.4.2 - 3.04-2 INTRODUCTION [Seite 578]
5.4.3 - 3.04-3 PROCESS STEPS [Seite 579]
5.4.4 - 3.04-4 SPECIAL TOPICS [Seite 583]
5.5 - 3.05 Permanent organization [Seite 588]
5.5.1 - 3.05-1 DEFINITIONS [Seite 589]
5.5.2 - 3.05-2 INTRODUCTION [Seite 590]
5.5.3 - 3.05-3 PROCESS STEPS [Seite 591]
5.5.4 - 3.05-4 SPECIAL TOPICS [Seite 593]
5.6 - 3.06 Business [Seite 604]
5.6.1 - 3.06-1 DEFINITIONS [Seite 605]
5.6.2 - 3.06-2 INTRODUCTION [Seite 606]
5.6.3 - 3.06-3 PROCESS STEPS [Seite 607]
5.7 - 3.07 Systems, products and technology [Seite 610]
5.7.1 - 3.07-1 DEFINITIONS [Seite 611]
5.7.2 - 3.07-2 INTRODUCTION [Seite 612]
5.7.3 - 3.07-3 SYSTEM APPLICATION PROCESS [Seite 613]
5.7.4 - 3.07-4 SYSTEMS DEVELOPMENT PROCESS [Seite 617]
5.7.5 - 3.07-5 SPECIAL TOPICS [Seite 620]
5.8 - 3.08 Personnel management [Seite 626]
5.8.1 - 3.08-1 DEFINITIONS [Seite 627]
5.8.2 - 3.08-2 INTRODUCTION [Seite 628]
5.8.3 - 3.08-3 PROCESS STEPS [Seite 629]
5.8.4 - 3.08-4 SPECIAL TOPICS [Seite 633]
5.9 - 3.09 Health, Security, Safety and Environment [Seite 638]
5.9.1 - 3.09-1 DEFINITIONS [Seite 639]
5.9.2 - 3.09-2 INTRODUCTION [Seite 640]
5.9.3 - 3.09-3 PROCESS STEPS [Seite 641]
5.9.4 - 3.09-4 SPECIAL TOPICS [Seite 644]
5.10 - 3.10 Finance [Seite 652]
5.10.1 - 3.10-1 DEFINITIONS [Seite 653]
5.10.2 - 3.10-2 INTRODUCTION [Seite 657]
5.10.3 - 3.10-3 PROCESS STEPS [Seite 658]
5.10.4 - 3.10-4 SPECIAL TOPICS [Seite 661]
5.11 - 3.11 Legal [Seite 676]
5.11.1 - 3.11-1 DEFINITIONS [Seite 677]
5.11.2 - 3.11-2 INTRODUCTION [Seite 678]
5.11.3 - 3.11-3 PROCESS STEPS [Seite 679]
5.11.4 - 3.11-4 SPECIAL TOPICS [Seite 681]
6 - Index [Seite 688]
Introduction
The primary objective I want to achieve with this book is to provide an overview of the project management competence that is as complete as possible. A book, in fact, that I would have liked to have had when I experienced my first adventures as a project manager in the early 1980's.
In 2002 together with Clemens Bon and Rinse van der Schoot, just like me, both IPMA assessors in the Netherlands we wrote a Dutch book based on the National Competence Baseline. The years following I've been expanding my vision more internationally, resulting in the need for book with an intercultural view on project management.
The IPMA Competence Baseline
My starting point was the IPMA Competence Baseline (ICB), which covers the crucial elements of the project management competence. These elements are divided into three main areas: technique; behavior; context.
Technique
In the first 20 elements, the ICB describes the most essential technical project management competences:
ICB Topic
1.01 Project management success
1.02 Interested parties
1.03 Requirements & Objectives
1.04 Risks & Opportunity
1.05 Quality
1.06 Project organization
1.07 Teamwork
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 Purchase & contract
1.15 Changes
1.16 Control & Reporting
1.17 Information & Documentation
1.18 Communication
1.19 Start-Up
1.20 Close-out
These twenty elements form the basis of what good project management is. As a project manager, when you have a command of the major part of these techniques, you can be assured that you are in a position to structure your project soundly, and to maintain this structure for the duration of the project. This is an important condition for success, but it is not enough.
Behavior
The ICB then covers the following 15 behavior elements:
ICB Topic
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
Here, the ICB does something which, in my opinion, is a stroke of genius, by describing for 15 behavior elements how these could be expressed in terms of a project management function. In this way, they accomplish a connection between, on the one hand technique, and on the other hand behavior. I shall make this clear, by way of a few examples.
The element 2.06 Openness: "is the ability to make others feel they are welcome to express themselves, so that the project can benefit from their input, suggestions, worries and concerns" i.e. a competent project manager ensures that within the project team, there is sufficient room for contributions to the plans he draws up. In this way, he achieves a qualitatively much better schedule than when he produces the schedule himself from behind his laptop. The technical element "Time and Project phases" is in this instance linked to the behavior element "Openness".
Element 2.08 Results orientation: "to focus the team's attention on key objectives to obtain the optimum outcome for all parties involved", also demonstrates a link between the hard and soft sides within a project.
When we look at element 2.09 Efficiency, this link becomes even clearer: "the ability to use time and resources cost-effectively to produce the agreed deliverables and fulfil the interested parties' expectations". Here, the technique of Project Control is linked to efficient behavior - a competent project manager acts efficiently!
Context
There is not one single project that exists in a vacuum, sometimes there are other projects battling for the same resources, sometimes there are commercial interests, which determine whether or not the project gets priority, and at other times something goes amiss in the operations of one of the parties involved in the project, whereby your project cannot progress any further.
In order to understand this, as project manager you need a certain amount of management knowledge, and that is what the third part of the ICB is about. In total the last 11 elements:
ICB Topic
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, Security, Safety & Environment
3.10 Finance
3.11 Legal
The first four are related to the professional implementation of project management in an organization, and the last seven are related to general knowledge about companies and organizations.
A complete picture
To the best of my knowledge, there is currently not a more complete description of the necessary project management knowledge and skills available anywhere in the world. For this reason the choice of layout for this book was quickly made. In the following 46 chapters, I cover all of these subjects one by one, always using the ICB as my guiding principle. Because the Dutch IPMA is one of the associations in Europe that is very far advanced in putting the ICB into practice, I have used their exam terms in the choice of the various techniques, models and insights covered. Although some of them are only known in the Netherland, I'll think they will be of help to you.
An intercultural view
This book has been written to support every project manager in the world, who can get along with the English language, so for those whose native language is English, and also for those whose second language is English. This has consequences for the style in which this book has been written; in straightforward and accessible English. For this, I am extremely grateful to Tineke Bruce-Feijen, who has translated my Dutch text.
In addition, the book had to be applicable to groups of project managers originating from diverse cultures. This is not a book that tells how a Westerner must behave in an Arab or an Asian country, but one which, from a number of cultures, looks at the different subjects covered in the ICB. For example, time in Western society is "a line that goes from left to right in an upward slope", whereas in an Arab country it is much more "a circle that finishes back at it's starting point". It is clear that this has an effect on the way in which you draw up a schedule, but also on how you cope with stress. For this intercultural aspect, Leo Kwarten, a well-known Arabist in the Netherlands, has carried out important work.
Furthermore, I went in search of non-western management literature and, where applicable, I have used this in describing the different elements, with the goal of trying to rise above the various cultures. This also makes the book suitable for training purposes, where the participants originate from different cultures, as long as they are able to read English. I have already successfully used this book for a number of years in such training groups.
Reader's Guide
This is a book that, when I was first starting out as a project manager, I would have liked to have had, and also a book that serves as support for the IPMA certification exams (therefore I have used the end terms available), for both the trainer and the exam candidate. This book consists of more than 600...
