certification - Institute of Project Management of Ireland

CERTIFICATION HANDBOOKCERTIFICATIONIPMA Certification System AbbreviationsCBCoDCVMBExBoICBICRGIPMAMACertification Body in a countryCouncil of Delegates of IPMACertification Validation Management Board of IPMAExecutive Board of IPMAIPMA Competence BaselineIPMA Certification Regulations and GuidelinesInternational Project Management AssociationMember Association of IPMA (Institute PM Ireland)NCB National Competence Baseline (PMCBI -Project Management Competence Baseline Ireland)NCRGPMNational Certification Regulations and Guidelines(Certification)Project ManagementNote: For clarity, all individuals will always be referred to in the malegender (he, him, himself or his) but it is clearly understood that thefemale gender would equally apply (she, her, herself or hers).4

CERTIFICATION HANDBOOKCERTIFICATIONDocument StructureSection 1Introduction to IPMA 4-Level Certification SystemSection 2Candidates Seeking Initial CertificationCandidates Wishing to Upgrade to a Higher LevelSection 3Re-Certification(Maintain Qualification at Existing Level)Section 4Scheme AdministrationSection 5Application Forms5

Section 1Introduction to IPMA 4-Level Certification System

CERTIFICATION HANDBOOKCERTIFICATION1.1 Introduction to IPMA 4 level CertificationWith the increasing recognition of project management as a profession, competence and certification have become key drivingforces, both at the organisation and the individual level. The IPMA universal four-level-certification system operates in more than 40countries around the world and offers certification at the following levels:A Certified Project DirectorB Certified Senior Project ManagerC Certified Project ManagerD Certified Project Management AssociateThis multi-level certification system offers the opportunity to reflect developing competence. These levels provide a suitable frameworkfor developing career paths in organisations as well as for creating development programmes for individuals and organisations.The IPMA certification provides international peer recognition of one’s competence. It demonstrates that an individual is competentin the crucial ability to manage projects. It assists in the recognition of the transferability of an individual’s skills from oneorganisation or industry to another. Also, through participation in the certification process, individuals enhance their confidence intheir project management and general business competence.The IPMA certification system provides a benchmark for the organisation in the recruitment, training and development ofproject management staff; it provides a marketing tool by demonstrating the organisation’s commitment to excellence in projectmanagement and demonstrates the competence of its staff at managing projects. It helps significantly, by showing that in additionto other relevant qualifications that staff may have, their IPMA certification can instil confidence in clients that the organisation canhandle their business efficiently and cost effectively.Achievement of one or several of these prestigious certifications acknowledges your abilities in project management and increasesyour visibility within your organisation and on an international level. In order to maintain the certification, you must show ongoingprofessional development in the field of project management by satisfying the Continuing Certification Requirements (CCR)programme or by renewing your certification.1.2 Why You Need the Certification HandbookAll certification applicants are recommended to read this entire handbook. It is important to read and understand this handbook because• It helps you determine which certification is most appropriate for you• It contains important information about the certification process• It outlines the eligibility requirements for each certification• It discusses certification fees and refund policies• It details policies and procedures, such as the audit process and appeals procedure8

CERTIFICATION HANDBOOKCERTIFICATION1.3 Requirements for each IPMA certification levelIPMA Level ACertified Projects DirectorHas at least five years of experience in portfolio management, programme management or multi-project management, ofwhich three years were in responsible leadership functions in the portfolio management of a company/organisation or abusiness unit/or in the management of important programmes.Shall be able to manage portfolios or programmesIs responsible for the management of an important portfolio of a company/organisation or a branch thereof or for themanagement of one or more important programmes.Contributes to strategic management and makes proposals to senior management. Develops project managementpersonnel and coaches project managers.Develops and implements project management requirements, processes, methods, techniques, tools, handbooks,guidelines.EntryrequirementsCorecompetenceAdditionalrequirementsIPMA Level BCertified Senior Project ManagerHas at least five years of project management experience, of which three years are in responsibleleadership functions of complex projects.Shall be able to manage complex projects.Is responsible for all project management competence elements of a complex project.Has general management role as manager of large project management team.Uses adequate project management processes, methods, techniques and tools.EntryrequirementsCorecompetenceAdditionalrequirementsIPMA Level CCertified Project ManagerHas at least three years of project management experience. Is responsible for leadership functions of projects with limitedcomplexity.Shall be able to manage projects with limited complexity and/or to manage a sub-project of a complex project inall competence elements of project management.Is responsible for managing a project with limited complexity in all its aspects, or for managing asub-project of a complex project.Applies common project management processes, methods, techniques and tools.EntryrequirementsCorecompetenceAdditionalrequirementsIPMA Level DCertified Project Management AssociateExperience in project management competence elements is not compulsory; but it is an advantage if the candidate hasapplied his project management knowledge to some extent already.Shall have project management knowledge in all competence elements.Can practice in any project management competence element. May work in some fields as a specialist.Works as a project team member or a member of the project personnel.Has broad project management knowledge and the ability to apply it.EntryrequirementsCorecompetenceAdditionalrequirements9

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Section 2Candidates Seeking Initial CertificationCandidates Wishing to Upgrade to a Higher Level

CERTIFICATION HANDBOOKCERTIFICATION2.1 Certification Process Flow for Initial Certification &Certification UpgradeThis section describes the steps required for candidates who are seeking certification for the first time or for those wishing toupgrade their certification credential (e.g. an existing Level C certificate holder wishes to advance to Level B)Step 1Go to www.projectmanagement.ie and at the Certification section,download and read the comprehensive description of the projectmanagement Certification Handbook.Step 2Complete the Booking Form at www.projectmanagement.ie.Step 3The candidate is invoiced and will receive the application forms.Step 4The candidate submits payment and completed documentation,consisting of• Application form• Curriculum Vitae• List of projects, programmes and portfolios• People to be contacted for references (referees)• Report proposal / Rationale for application at this level• Self-assessment• Project Report (required for Levels A,B,C)Step 5The application is reviewed and evaluated by assessors forconfirmation of acceptance at requested level of certification.Step 6Step 7The candidate is notified of the assessors’ decision and date andtime of interview where applicable.The candidate is notified of the result of the certificationprocedure.12

CERTIFICATION HANDBOOKCERTIFICATION2.2 Certification Process Steps for Initial Certification &Certification UpgradeTable 1: Steps in the certification processIPMA Certification LevelCertification process stepsA B C DApplication form, Curriculum Vitae R R R RList of projects, programmes, portfolios; references R R R RSelf-assessment R R R RAdmittance to attend the certification process R R R RWritten exam - - R RReport R R R -Interview R R R -Certification decision: delivery, registration R R R RLegend: R = Required, O = optional, - = not neededTable 1 illustrates the requirements of the certification process.Each requirement is described in more detail in the succeeding subsections.Application form, Curriculum Vitae, referencesThe application form is intended to identify the applicant and the IPMA certification level for which he applies. A Curriculum Vitaeis required, covering his education, professional qualifications and career details and should be attached to the application form.Further, the applicant should provide the names of two individuals who will provide references and from whom the certification bodycan get further information in the case of doubt. The full content of the application is signed off by the applicant.List of projects, referencesThe list of projects as well as the references constitutes part of the application. The list should show all projects, programmes andportfolios the applicant was engaged in during the period of project management experience required for the respective level, in theformat set out. For each project, programme or portfolio the individual has been engaged in; detailed information should be givenabout the applicant’s role and responsibilities and about the duration of the applicant’s engagement.Self-assessmentThe self-assessment for each level and each stage in the applicant’s professional life is a common requirement in the IPMAcertification system. The applicant assesses his own competence for each element in the PMCBI (Project Management CompetenceBaseline Ireland) and transposes the result to the summary self-evaluation sheet.Admittance to attend the certification processThe application form, the list of projects, programmes and portfolios, the references and the summary self-assessment sheet are thedocuments used for evaluating the eligibility of the applicant for the certification process. After a formal check by the certificationsecretariat and evaluation by an assessor the applicant will be notified regarding participation in the certification process for theappropriate level.13

CERTIFICATION HANDBOOKCERTIFICATIONWritten examThe exam is a comprehensive written test. It is composed of several kinds of questions which can take the form of:• direct questions (multiple choice, assessment of ability to think logically, answers in 1-2 sentences or selection from a short list);• open essay (e.g. about a project proposal, project calculation, process description);• intellectual task (such as a mini-case study).Table 2: Characteristics of the written examIPMA Level CIPMA Level DDuration 4.5 hours 3 hoursNumber of assessors for the written exam 1 (2 in case of doubt) 1 (2 in case of doubt)Direct questions All elements All elementsIntellectual tasks 1-2 elements per range 1-2 elements per rangeReportThe report shall briefly present the:• background (type, scope, customer, other important interested parties, resources, complexity etc.);• project objectives;• project organisation;• roles and responsibilities of the candidate;• distinctive elements of the project;• results of each phase of the project.The major part of the report shall cover the:• management challenges, how these were handled and reflections upon the• project analysis and lessons learned.The report is an important basis for the interview. In the report typical project management situations, tasks, actions and results,the roles of the candidate and other involved parties, the methods and tools applied and the experience and conclusions gained, aredescribed for a large number of competence elements of the PMCBI.InterviewIn the interview the assessors ask questions they have previously prepared related to the report, the self-assessment of thecandidate, the candidates CV, and/or references. A presentation of projects by candidates is not necessary, due to the fact thatthe assessors have obtained enough information about them in the earlier steps of the certification process. The duration of theinterview is approximate due to variances of project and style of interaction.For example, a real project management situation concerning one or more competence elements with tasks, actions, and resultsmay be described as the background to a question. A situation may be selected at an appropriate point in the life-cycle of the realproject, programme or portfolio for discussion.The questions may include:• A check of statements in the documentation submitted.• An exploration of gaps, strengths and weaknesses in the knowledge and experience of the candidate.• A demonstration of the competence of the candidate related to managing projects, programmes and portfolios.14

CERTIFICATION HANDBOOKCERTIFICATIONThe project management competence elements of the PMCBI that are addressed in the interview are a sample based on thegeneral objectives of the assessment of the certification body and the information provided by the candidate or collected from thereferences. Indicative characteristics of the interview are shown below.Table 3: Characteristics of the interviewIPMA Level A IPMA Level B IPMA Level CNumber of Assessors 2 2 2Duration (without reduction in time where there 1 to 1 1 /2 hours 1 to 1 1 /2 hours 1 houris a workshop)Technical competence elements 5-6 6-7 7-8Behavioral competence elements 4-5 3-4 2-3Contextual competence elements 4-5 3-4 2-3Total 13-16 12-15 11-14Certification decisionThe certification body may recommend that a candidate should seek certification at an alternate level, or quit the certificationprocess after defined steps of the certification process.The assessors involved in an assessment are independent and do not respond to questions from the candidates. They can pass oninformation to the candidate about missing or insufficient information in his application that has been identified by the certificationbody and invite the applicant to add it during the next step in the process. The certification body provides the information about thecertification process to the candidate and answers any questions he may have.The Certification Management Board takes the decisions about awarding a pass or fail based mainly upon the recommendation ofthe assessors.All certificates will be registered in the national and IPMA databases and presented as public information on their respectivewebsites unless the applicant has explicitly expressed a wish not to have his name published.Recertification of all successful candidates at each level shall be carried out at an interval of five years.15

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Section 3Re-Certification(Maintain Qualification at Existing Level)

CERTIFICATION HANDBOOKCERTIFICATION3.1 Re-certification Process FlowThis section describes the steps required for candidates to re-certify after the period of certification validity has expired (5 years).The re-certification process is different from the first certification process. It concentrates on the continuing professionaldevelopment of the individual that has occurred since the last certification or re-certification.Step 1Go to www.projectmanagement.ie and at the Certification section,download and read the comprehensive description of the projectmanagement Certification Handbook.Step 2Complete the Booking Form at www.projectmanagement.ie.Step 3The candidate is invoiced and will receive the application forms.Step 4The candidate submits payment and completed documentation,consisting of• Application form• Curriculum vitae• List of projects, programmes and portfolios• Continuing Professional Development• Self-assessmentStep 5The application is reviewed and evaluated by assessors forconfirmation of acceptance at requested level of certification.Step 6Step 7The candidate is notified of the assessors’ decision and date andtime of interview where applicable.The candidate is notified of the result of the certificationprocedure.3.2 Continuous Professional Development (CPD)The Continuing Professional Development programme programme supports the ongoing educational and professional developmentof individuals who have attained the IPMA certification. The purpose of the CDP program is to:• enhance ongoing professional development;• encourage and recognize individualized learning opportunities;• provide a vehicle for attaining and recording professional development activities;• maintain the value and recognition of your IPMA certification.In order to satisfy the CDP programme and maintain an active certification status, you must accrue and report a minimum of 80Professional Development Units (PDUs) during each five-year certification/CCR cycle. The expiry date of validity is shown on yourcertificate.18

CERTIFICATION HANDBOOKCERTIFICATION3.3 Re-Certification ProcessThe certificate holder and candidate for re-certification presents his continuing competence based on his performance during hisprofessional career in the interval since the initial certification or last re-certification. These typically cover:• Tasks and responsibilities in projects.• Project complexity.• Time engaged in PM.• Other ongoing professional development.Table 4: Steps in the re-certification processIPMA Certification LevelCertification process stepsA B C DApplication form, Curriculum vitae R R R RList of projects, programmes, portfolios; references R R R RSelf-assessment R R R RContinuing Professional Development R R RInterview A A ACertification decision: delivery, registration R R R RLegend: A = Assessors recommend whether to include interview or not, R = RequiredTable 4 illustrates the requirements of the re-certification process.Each requirement is described in more detail in the succeeding subsections.Application form, Curriculum Vitae, referencesA Curriculum Vitae is required, covering his education, professional qualifications and career details and should be attached tothe application form. This should be supplemented with information about the individual’s continuous competence developmentsince the last certification or re-certification. Further, the applicant should provide the names of two individuals who will providereferences and from whom the certification body can get further information in the case of doubt. The full content of the applicationis signed off by the applicant.List of projects, referencesThe list of projects as well as the references constitutes part of the application. The list should show all projects, programmes andportfolios the applicant was engaged in during the period of project management experience required for the respective level, in theformat set out. For each project, programme or portfolio the individual has been engaged in; detailed information should be givenabout the applicant’s role and responsibilities and about the duration of the applicant’s engagement.Self-assessmentThe self-assessment for each level and each stage in the applicant’s professional life is updated. The applicant assesses his owncompetence for each element in the PMCBI (Project Management Competence Baseline Ireland) and transposes the result to thesummary self-evaluation sheet.Continuing Professional DevelopmentThe continuing education of the re-certification candidate to maintain and improve his level of competence in project managementduring the actual period in which the certificate was valid is reported. This includes any training he has undergone, experiencegained, and any contributions he has made to his ongoing development in project management. The re-certification candidateprovides a list of individuals who can provide references, who are aware of his competence in project management and who can becontacted by the assessors of the certification body if necessary. If there were complaints in writing about his project managementcompetence or professional conduct, they should be listed in his re-certification application.19

CERTIFICATION HANDBOOKCERTIFICATIONInterviewIf the persons who assess the candidate find it necessary, they shall recommend an interview and the CB shall make the decisionas to whether it will take place. The persons who assess the candidate shall prepare the interview questions in order to clarifywhether the re-certification candidate still fulfils the requirements for his level. The candidate can provide additional evidence onthe maintenance or development of his competence and/or on his professional conduct. If the candidate does not participate in theinterview, the certificate shall not be renewed.Certification decisionIn a case where there is doubt about the renewal of a certificate, the assessors prepare questions to clarify wheter there-certification candidate still fulfils the requirements for his IPMA competence level. The re-certification candidate can also provideadditional evidence on his competence level, his development and his professional conduct. The certification board takes thedecisions about awarding a pass or fail based mainly upon the recommendation of the assessors. All certificates will be registered inthe national and IPMA databases and presented as public information on their respective websites unless the applicant has explicitlyexpressed a wish not to have his name published.3.4 Professional Development Units (PDU)The Professional Development Units (PDUs) is the measuring unit used to quantify approved learning and professional serviceactivities. Typically, one PDU is earned for every one hour spent in a planned, structured learning experience or activity.Acquiring PDUsThere is a range of opportunities available to candidates to acquire PDUs through training/education programmes and professionalactivities.Area Description Number of PDUs EarnedTraining/EducationTE1Professional ActivitiesPA1PA2PA3PA4PA5Contact hours of project management education/training may be earnedby attending relevant educational courses. Calculate the number of PDUsearned, using one contact hour of learning equals one PDU.Author or co-author of an article pertaining to project and/or programmemanagement published in a refereed journal (e.g., International Journal ofProject Management )Author or co-author of an article pertaining to project and/or programmemanagement published in a non-refereed journal (e.g., ProjectManagement Perspectives or Project Management Practice)Lecturer/Speaker on project management topic at a conference, seminaror formal course.Speaker on a project and/or programme management topic at anin-house or public presentationMember or moderator of a project and/or programme management paneldiscussion at a conference, symposium, workshop or formal course.e.g. 7 PDUs for candidate attendinga one day workshop which involves7.0 classroom contact hours30 PDUs per article (author)20 PDUs per article (co-author)15 PDUs per article (author)10 PDUs per article (co-author)10 PDUs per activity5 PDUs per activity5 PDUs per activityPA6 Author or co-author of textbook on project management. 40 PDUs (author)20 PDUs (co-author)PA7Developer of content for a structured project and/or programme 10 PDUs per new coursemanagement learning courseware.PA8 Board or committee member of project management organization 20 PDUs (board)per annum10 PDUs (committee)) per annum20

Section 4Certification Scheme Administration

CERTIFICATION HANDBOOKCERTIFICATION4.1 Fee StructureThe fee structure, as at time of print, is set out below.Fee structureTable 5: Fee StructureIPMA Certification LevelA B C DInitial: New Candidates €1,600 €1,350 €1,100 €750Upgrade: IPMA Certified Candidates wishing to upgrade from €750 €750 €750 -existing levelRe-certify: IPMA Certified Candidates wishing to re-certify atexisting level€350 €350 €350 -4.2 Cancellations, Rescheduling, No ShowsIf you need to cancel or reschedule an interview or an examination, you must do so no later than 48 hours before your scheduledappointment.If you fail to notify the appropriate party within the specified time period and/or fail to meet a scheduled examination appointment,you forfeit the full certification fee and will have to pay the full certification fee in order to schedule another interview or examination.There are times when extenuating circumstances (e.g. medical emergency, death in immediate family, illness in immediate family)may prevent you from meeting a scheduled interview or examination appointment, resulting in a no show. Should a situation like thisoccur, you will be asked to provide an explanation along with supporting documentation (e.g. accident report, medical documentation,death certificate). If you do not make contact within 72 hours following a missed appointment, fees will apply in order to schedule anew appointment. All claims will be reviewed on a case-by-case basis. You are allowed a maximum of one year from the date youapplication is approved to apply for re-examination.4.3 Audit ProcessThe submission of an application indicates your agreement to comply with the terms of the audit process. All applications aresubject to audit, although only a percentage of applications are selected for audit. The selection of an application for audit is random.During an audit, you may be asked to submit supporting documentation or direct contact may be made by one of the assessors withyour nominated referees.4.4 Procedure for AppealIt is policy that the Certification Board has a procedure for considering appeals against the decisions at the end of each stage of thecertification cycle. This procedure allows the Certification body to consider appeals.Written Examination RecheckThe marks awarded for a particular section can be the subject of a recheck. A recheck is carried out to ensure that there have beenno arithmetical or clerical errors, that the marks awarded are appropriate and that all the marks to which the candidate is entitledhave been included in the final total.22

CERTIFICATION HANDBOOKCERTIFICATIONAssessment Interview Review(The reconsideration of a decision of all or part of an examination material or assessment where feasible by the assessor andreconsideration by the certification board of a full set of results.)The grounds for a review must clearly identify the element or elements of the assessment for which the review is sought. It mustalso specify the grounds on which the review is sought and must contain all information, which the candidate requires to be takeninto account in the review.Grounds for a reviewThe grounds for a review are:• The regulations have not been properly implemented.• The regulations do not adequately cover the candidate’s case.• Compassionate or medical circumstances related to the candidate’s examination or assessment situation which were madeknown by the candidate in writing.• Significant performance related information which the candidate believes was not considered by the AssessorsIt is the responsibility of the chairperson of the certification board to ensure compliance to this procedure.ProcedureAppeal for a Written examination Recheck• A request for a recheck must be received no later than 10 working days after the date of posting of the assessment results.• Only a written request for a recheck will be considered.• A fee of €100 will be charged, which must be included in the request for a recheck. In the event of a successful recheck thefee shall be refunded to the candidate.Appeal for a Review• A request for a review must be received by the Chairperson of the certification board, not later than ten working days afterthe date of posting of the assessment results.• Only a written request will be considered.• A review will automatically include a written examination results recheck.• The review process will require, should the review be successful, that the certifcation board ratifies the result. This mayresult in a delay in the candidate receiving a result.• In the case of a review of the interview, different assessors will make use of the same supporting documentation that wasused in the interview being appealed.The fee for the review/interview is €450. The full fee will be reimbursed to the candidate, if the new interview panel finds that theoutcome of the interview being appealed was unfair to the candidate.23

CERTIFICATION HANDBOOKCERTIFICATION4.5 Code of EthicsAs project managers certified within the IPMA 4-level certification structure, and in recognition of our personal obligation to ourprofession, to its members, and to the communities we serve, we hereby commit ourselves to the highest ethical and professionalconduct and agree:1. To maintain high standards of integrity and professional conduct, and to acceptresponsibility for our actions.2. To avoid real or perceived conflicts of interest whenever possible, and to disclose them toaffected parties when they do exist.3. To be honest in representing our project management capability, and realistic in theapplication of project management.4. To reject bribery in the conduct of our professional responsibilities.6. To improve and promote the understanding of project management, of its appropriateapplication and of its potential consequences.6. To maintain and improve our project management capability.7. To seek, accept and offer honest criticism for the purpose of enhancing projectmanagement body of work, and to credit properly the contributions of others.8. To treat all persons fairly regardless of their race, religion, gender, disability, age, nationalorigin or other differences.9. To avoid injuring others, their property, reputation, or employment by false or misleadingwords or action.10. To assist colleagues and co-workers in their professional development and to supportthem in following this code of ethics.24

Section 5Certification Submission FormsPlease note than an example of a completed certificationsubmission is shown in Appendix 625

CERTIFICATION HANDBOOKCERTIFICATIONAppendix 1: Application FormApplication For (Please tick ✓ one)Application For (Please tick ✓ one)InitialCertificationCertificationUpgradeRe-CertificationIPMA Level AProjectsDirectorIPMA Level BSenior ProjectManagerIPMA Level CProjectManagerIPMA Level DProject ManagementAssociatePersonal DetailsName/Title:Date of Birth:Private Address:Phone:Mobile:EmailCompany DetailsName of Company:Address of Company:Phone:Sector:No. of EmployeesDivision / Business Unit:Your Position:Reporting to:HR Manager:Title:E-mail:26

CERTIFICATION HANDBOOKCERTIFICATIONAppendix 2: Curriculum VitaeEducation/Qualifications:Professional Membership:Employments Summary:(Please provide a brief synopsis of your employment summary.)Experience in Projects:(Please note that some candidates may be involved in a combination of project work and functional work within the sameorganisation. This section asks the candidate to describe their experiences in project related work. Level C candidates can revertto a maximum of 6 years. Level B candidates can revert to a maximum of 10 years.)27

CERTIFICATION HANDBOOKCERTIFICATIONAppendix 3: Summary data for each project referencedLevel C applicants can reference projects to a maximum of 6 years from present dateLevel B applicants can reference projects to a maximum of 10 years from the present dateTable 1(The maximum number of working days per annum is 220)Project Date Working % Time Equiv.Process# Title From To Day Allocated Days I P E C Co Br1Title2345678910Title legendProcess LegendPM Project Manager I InitiationAPM Assistant Project Manager P PlanningPS Project Specialist E ExecutionTM Team Member C ControllingCo Close OutBr Benefits RealisationReference Name Company Phone E-mailReference 1Reference 2PMI Cert. retains the right to accurately verify all claims made by me. I further understand that references shall be contacted and Igive my full consent to this. I also confirm that I have read and will abide by the Code of Ethics as outlined in Section 4.5.SignedDate28

CERTIFICATION HANDBOOKCERTIFICATIONAppendix 4: Report ProposalCandidates seeking certification above level D must complete these two sectionsExecutive summary of project report (circa 350 words)Rationale for application at this level.Please state why you believe that you qualify for the level requested.29

CERTIFICATION HANDBOOKCERTIFICATIONAppendix 5: Summary Self-Assessment ResultsEach competence element is scored individually in the PMCBI and summarised here.Name:Level Applied For:KnowledgeExperience1 Technical competence 0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 6 7 8 9 101.01 Project Management Success1.02 Interested Parties1.03 Project requirements & objectives1.04 Risk & opportunity1.05 Quality1.06 Project organisation1.07 Teamwork1.08 Problem resolution1.09 Project structures1.10 Scope & deliverables1.11 Time & project phases1.12 Resources1.13 Cost and finance1.14 Procurement & contract1.15 Changes1.16 Control & reports1.17 Information & documentation1.18 Communication1.19 Start-up1.20 Close-outAverageKnowledgeExperience2 Behavioural competence 0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 6 7 8 9 102.01 Leadership2.02 Engagement & motivation2.03 Self-control2.04 Assertiveness2.05 Relaxation2.06 Openness2.07 Creativity2.08 Results orientation2.09 Efficiency2.10 Consultation2.11 Negotiation2.12 Conflict & crisis2.13 Reliability2.14 Values appreciaition2.15 EthicsAverage30

CERTIFICATION HANDBOOKCERTIFICATIONKnowledgeExperience3 Contextual competence 0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 6 7 8 9 103.01 Project orientation3.02 Programme orientation3.03 Portfolio orientation3.04 Project, programme & portfolioimplementation3.05 Permanent organisation3.06 Business3.07 Systems, products & technology3.08 Personnel management3.09 Health, safety & environment3.10 Finance3.11 LegalAverage31

CERTIFICATION HANDBOOKCERTIFICATIONAppendix 6: Sample of Completed SubmissionApplication For (Please tick ✓ one)Application For (Please tick ✓ one)InitialCertification✓CertificationUpgradeRe-CertificationIPMA Level AProjectsDirectorIPMA Level BSenior ProjectManagerIPMA Level CProjectManager✓IPMA Level DProject ManagementAssociatePersonal DetailsName/Title: John SmithDate of Birth: 25/06/74Private Address: Phone: 01 090877130 Hill Street, Dublin 28Mobile: 088 9526481Email: john.smith@orionservices.comCompany DetailsName of Company: Orion GlobalAddress of Company: Phone: 01 0268151Orion GlobalSector:Blanchardstown Industrial ParkElectro Mechanical ServicesBlanchardstown, Dublin 15Division / Business Unit: Operations DevelopmentYour Position: Project LeaderReporting to: Mr. Edward BrownHR Manager: Ms Emma DanielsNo. of Employees: 22Title: Operations Director for EuropeE-mail: emma.daniels@orionservices.com32

CERTIFICATION HANDBOOKCERTIFICATIONEducation/Qualifications:BSc Computer Science (Software) IT Dublin, 2001-2007Diploma in Networks & Telecommunications Griffith College Dublin, 1999-2001Professional Membership:Employments Summary:Nov 1995 – Feb 1998 Tannhauser Technology, SandyfordPosition: Quality Process AuditorTannhauser Technology, Inc. is a leading provider of Tape Drives, Disc Drives, Magnetic discs and read-write heads enabling peopleto store, access and manage information when, where and how they want it. I worked for Tannhauser Technology for over twoyears. During this time, I worked for the Operations and Quality department as a Process Auditor. My main duties included auditingthe Operations group for adherence to the Process, Documentation Control, Software Control Matrix, Calibration Control, Substrateand seal tape contamination control, E-block reliability testing and monitoring E.S.D. policy adherence.Feb 1998 - Aug 1998 Xerxes Computers, Swords (Acquired by Benchmark Electronics August 1998)Position: Manufacturing TechnicianXerxes Computers were a major supplier and leader in the design, build and test of fault tolerant computer systems for the Telecommunications,banking and medical services sectors and other organizations that depend on their systems running twentyfour hours a day, three hundred and sixty five days a year without interruption. My main responsibilities were to test and de-bugsystems to sub-assembly level as defined by the process using HP-UX and FT-UX software. I was also responsible for monitoringtest and product information inputted on the quality database by all the other technicians. These included types of defect found,fault grouping and out of control monitoring.Aug 1998 - April 2001 Edison Communications, RanelaghPosition: Manufacturing TechnicianEdison is a global telecommunications company that provides the hardware and software for the transfer of data and voicecommunications to large and medium size corporations worldwide. I have worked for Edison for two and a half years in theOperations Department. During this time, I have worked on a number of network products including Ethernet and ATM links.Projects have included hot staging for important customer orders such as the Benetton Formula One team, Cycle-time reduction,test time reduction, new equipment introduction, 100% external outsourcing model and build to order. I also managed a project toconvert $80k of potential scrap into $50k of sales revenue for the company.Nov 2001 - Present Orion Global, BlanchardstownPosition: Operations Development Project Leader EMEAOrion Global is a division of Orion specializing in after market services including reverse logistics, supply chain management,Electro mechanical services, failure analysis, RTV Warranty Control and component level repair services. Our client base includesCACS Software, Linus, Stockman, Longarm Communications, Syrin Cabs, Tyler and Atlantis Computing.My area of responsibility is project managing new business acquisitions including green-field ramp-ups, existing programtransitions from other regions and transfer of a customer’s non-core outsourced business areas. Over the past five years I haveworked on major projects in Brazil, North America, Hungary, Amsterdam, Sweden & China. These projects have meant workingwith and leading teams of key personnel from the fields of I.T., H.R., Q.A., Operations, Engineering, and Materials & Logistics at ourvarious sites. This also included creating provisional budgets, getting capital expenditure approval and then ensuring the projectstayed within the budget approved and the time frame allowed.33

CERTIFICATION HANDBOOKCERTIFICATIONExperience in Projects:PROJECT 1 - Linus Systems Memory Module Re-Utilization, Project SpecialistOrion GlobalApril 2002 – Jan 2003 approx.Linus Systems constantly receive orders from customers to update the memory configuration of their routers, switches andfirewall products. When the Field Service Engineer makes the upgrade the old piece of memory was dumped even though it wasperfectly functional. This was approx. 20k memory modules per month. We proposed to Linus to collect and store the memory forre-utilization. As Project Specialist on this project it was my responsibility to prove to Linus that there was a business case for reutilizingthe parts. I took samples of each memory time, tested them repeatedly for reliability and verified the correct test rig for eachtype. I then completed a time analysis for each type from 16mb to 1GB and created a summary price sheet on the cost of test rig,sorting, testing, cleaning, repackaging, labelling and shipping. The costs were agreeable to Linus and the next Project was to set upthe benches, test rigs, get personnel trained and start processing the memory. My functional manager served as the Project Managerfor this project. Project was delivered on time and there were no issues with the set up. The Project cost less than $25k to set upPROJECT 2 - Richards Radio Network Infrastructure Outsource, Project SpecialistOrion GlobalFeb 2004 – Aug 2004 approx.Richards decided to outsource their Network Infrastructure repair line. We successfully won the contract. As Project Specialist onthis project it was my responsibility to go to Nynasham in Sweden and gain as much knowledge from the local team before theywere made redundant when the factory closed. I collected all the documentation that was available such as schematic drawings,bills of materials, change requests and Quality data from the end of the line. I then had to transfer this knowledge to Hungary.All the equipment in Sweden was consigned to us free of charge so we organized a company to crate it all up; I supervised thisprocess and then travelled with the shipment to Hungary. In Hungary we set up the benches, test rigs, got personnel trained,calibrated and serviced the equipment and started testing in July. My functional manager served as the Project Manager for thisproject. Project was delivered on time and there were no issues with the set up. The Project cost $105k to set up as it was the firstmajor project for Hungary and there was a lot of facility work to be carried out.PROJECT 3 - Tyler Projector Dragon Project, Project SpecialistOrion GlobalSept 2004 – Jan 2005 approx.As Project Specialist on the introduction of this new projector for the home entertainment market, my tasks were to go to themanufacturing site in China and learn as much as possible about the new projector. This knowledge consisted of assembly,disassembly, part replacement, component repair and tools for debugging the unit. I also collected all the documentation that wasavailable such as schematic drawings, bills of materials, change requests and Quality data from the end of the line. I then had totransfer this knowledge to the local repair team in Amsterdam. I also had a chance to meet the design engineers first hand andmake contacts in case we ran into any problems when we started to repair the projector in Europe. This was a relatively shortproject in terms of time and the budget for set-up was less than $90k. My functional manager served as the Project Manager forthis project. Project was delivered on time and there were no issues with the set up.PROJECT 4 - Tyler Projector Legacy Project, Project LeaderOrion GlobalFeb 2005 – Aug 2006 approx.A competitor of ours had suddenly announced the closure of their facility in Holland and Tyler asked us to transfer the business toour site in Amsterdam. As Project Leader my responsibility was to work with the competitor to transfer the business without impactto the customer. We already had projector repair knowledge for similar models so the main focus was on the transfer of inventory,schematics, test rigs, tools for debugging the units, bills of materials and Swap units. The team then had to ramp up the capacityat Orion for the extra volume and relay-out warehouse space. This was a relatively short project in terms of time mainly due to thedeadline for closure of the facility. My functional manager served as the Project Manager for this project. Project was delivered on34

CERTIFICATION HANDBOOKCERTIFICATIONtime and there were no issues with the set up. We were asked by Tyler to take over all inventories, we were concerned by this but Igot a written agreement that any components unused for 13 weeks after the GO LIVE date would be bought back by TylerPROJECT 5 - Miranda Communications Warranty Cost Control & Validation Project, Project LeaderOrion GlobalSept 2005 – April 2007 approx.As Project Leader my responsibility was to lead a team of Orion Hungary personnel to implement a repair & validation processfor In Warranty handsets for Miranda Communications Orion Hungary. Mercury had problems with their existing solution andwe were tasked with implementing their new solution. Project team tasks including setting up bills of materials for 56 differenthandset models, purchasing component parts & plastics from Miranda Communications, creating the logistic network, setting upthe I.T. tracking and Quality reporting system, weekly meetings with Miranda Communications in Hungary and Orion Management,recruitment, training, facilities kit out and environmental solution for managing waste from the process. I served as the ProjectLeader for this project. Project was delivered on time and there were some issues with the set up but nothing that could not beresolved. Set-up cost was approx. 4.5 M Euros. More details can be found in the Project report.PROJECT 6 - Syrin Labs MP3 Repair & Refurbishment, Project ManagerOrion GlobalMarch 2007 – Aug 2007 approx.As Project Leader my responsibility was to lead a team of Orion Romania personnel to implement a repair & refurbishment processfor MP3 players for Syrin Labs in Orion Romania. Creative had never gone down the outsourcing route and this was their first timeoutsourcing any of their business. Project team tasks including setting up bills of materials for 128 MP3 player models, purchasingcomponent parts & plastics from China, signing terms & conditions with suppliers, creating the logistic network, setting up theI.T. tracking and Quality reporting system, weekly meetings with Creative in Dublin and Orion Management, recruitment, training,facilities kit out and environmental solution for managing waste from the process. I served as the Project Manager for this project.Project was delivered on time and there were some small issues with the set up but nothing that could not be resolved. We alsoused a new logistics solution on this project called the ‘Drop Zone’ Solution. Set-up cost was approx. $64k.PROJECT 7 - DHD Laptop LCD Replacement, Project ManagerOrion GlobalJun 2007 – Dec 2007 approx.As Project Leader my responsibility was to lead a team of Orion personnel to implement a replacement Laptop LCD solution inAmsterdam for DHD Computers. DHD had previously no European solution and this was our first contract with DHD in Europe.Project team tasks including setting up bills of materials for 97 LCD models, purchasing laptop test rigs, signing terms & conditionswith suppliers, purchasing spares from China & Taiwan suppliers, creating the logistic network, setting up the I.T. trackingand Quality reporting system, weekly meetings with DHD and Orion Management, recruitment, training, facilities kit out andenvironmental solution for managing waste from the process. For functional failure LCD’s which were still In-Warranty, we set upreturn routes to the OEM suppliers for replacement or credit to DHD. I served as the Project Manager for this project. Project wasdelivered on time and there were no issues with the set up. Set-up cost was approx. $180k.PROJECT 8 - Reillys Laptop Refurbishment Project, Project ManagerOrion GlobalNov 2007 – Ongoing.As Project Leader my responsibility is to lead a team of Orion Romania personnel to implement a repair & validation process forIn Warranty laptops for Reillys. These are multiple vendor laptops. Project team tasks including setting up bills of materials for 4different laptop brands, purchasing component parts & plastics from suppliers, creating the logistic network, setting up the I.T.tracking and Quality reporting system, weekly meetings with Reillys in Romania and Orion Management, recruitment, training,facilities kit out and environmental solution for managing waste from the process. I currently am the Project Leader for this project.Project is on time but we experienced some issues with recruitment as there is now a shortage of English speaking Romanianpersonnel. Set-up budget cost is approx. 220k Euros.35

CERTIFICATION HANDBOOKCERTIFICATIONSummary data for each project referencedLevel C applicants can reference projects to a maximum of 6 years from present dateLevel B applicants can reference projects to a maximum of 10 years from the present dateTable 1(The maximum number of working days per annum is 220)Project Date Working % Time Equiv.Process# Title From To Day Allocated Days I P E C Co BrTitle1 Linus Systems Memory ModuleRe-Utilization, Project SpecialistApril2002Jan2003183 100 183 ✓ ✓ ✓ ✓ PS2 Richards Radio Network Inf. Out source,Project SpecialistFeb20043 Tyler Projector Dragon, Project Specialist Sept20044 Tyler Project Legacy, Project Leader Feb20055 Miranda Communications Warranty CostControl & Validation, Project Leader6 Syrin Labs MP3 Repair & Refurbishment,Project Management7 DHD Laptop LCD Replacement,Project ManagerSept2005Mar2007June20078 Reillys Laptop Refurbishment, Project Manager Nov20079Aug2004125 100 125 ✓ ✓ ✓ ✓ PSJan 92 100 92 ✓ ✓ ✓ ✓ ✓ PS2005Aug 110 100 110 ✓ ✓ ✓ ✓ ✓ ✓ PL2005April 367 90 330 ✓ ✓ ✓ ✓ ✓ ✓ PL2007Aug 110 80 88 ✓ ✓ ✓ ✓ ✓ ✓ PM2007Dec 128 80 102 ✓ ✓ ✓ ✓ ✓ ✓ PM2007Ongoing ✓ ✓ ✓ ✓ ✓ PM10Title legendProcess LegendPM Project Manager I InitiationAPM Assistant Project Manager P PlanningPS Project Specialist E ExecutionTM Team Member C ControllingPL Project Leader Co Close OutBr Benefits RealisationReference Name Company Phone E-mailReference 1 Mr. Edward Brown Orion Global 086-2615184 edward.brown@orionservices.comReference 2 Ms Jean Ryder Orion Global 086-9914592 jean.ryder@orionservices.comThe Certification body retains the right to accurately verify all claims made by me. I further understand that references may becontacted and I give my full consent to this.SignedDate36

CERTIFICATION HANDBOOKCERTIFICATIONReport ProposalCandidates seeking certification above level D must complete these two sectionsExecutive summary of project report (circa 350 words)I chose to do my report on this project as I thought it was one where there was a lot of interaction between all of the main projectarea’s; Quality, Cost & Time. Due to the diversity of the Project Team it was quite a challenge at first getting to know the differentcultures. Communications played a large part in ensuring the success of the project. The pace of the project was quite fast andit was the first major project for the local Hungarian team. The initial concept planning was quite good and the business casewas compelling, however no scrutiny had been done before the project started in the form of a feasibility study to see if theOEMs would allow us to use their test equipment to re-test spares and accessories. This was the biggest set back to the projectschedule and although the customer bore the burden of the delay due to the unwillingness of the OEMs to share the technology,Orion bore the burden of the cost of the project team for an extra five weeks without re imbursement.Despite numerous set backs with the test equipment purchase mainly due to the change in forecasted volume for repair wemanaged to stay within budget, this was down to constant monitoring of the costs and looking at ways to save money in otherareas without impacting Time Schedule or Quality.The lessons I learned from this project are to ensure that even if the concept and business case are sound that a more in depthplanning of the concept should have been done along with a more detailed risk analysis, as this risk was never identified in theearly stages of the project, if it had maybe the project could have been put back until agreements with the OEMs were reached.When working in another country it is good to get to know the local customs, social issues and employment legislation. Eventhough these ten former Eastern Bloc states have now joined the E.U. there are some major differences in Employment lawbetween there and Ireland/UK.Rationale for application at this level.Please state why you believe that you qualify for the level requested.I believe that I have the experience to work as a certified Project Manager. I have been working on progressively more complexprojects over the last five years and I feel confident that I can apply the tools & techniques to my projects as needed. I amespecially interested in the areas of Risk & Planning not just for the Customer but also for my own Company. There is a tendencysometimes for companies to throw projects ‘over the wall’ at us without even the most basic documentation and everyone canbe so focused on the new business that no one is looking at how the project will be rolled out or how the program will lookfinancially in 12 months time. Right now I have started to become involved in more projects from the RFQ stage and all the waythrough to the Closure of the Project. I believe this too can give a better insight on what is required to deliver the project on timeand instead of getting an implementation date from the sales team, I can now do a proper analysis on the RFQ and give a morerealistic time frame based on my knowledge and experience.37

CERTIFICATION HANDBOOKCERTIFICATIONSummary Self-Assessment ResultsName: John SmithLevel Applied For: CKnowledgeExperience1 Technical competence 0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 6 7 8 9 101.01 Project Management Success 6 51.02 Interested Parties 6 61.03 Project requirements & objectives 6 61.04 Risk & opportunity 5 51.05 Quality 7 71.06 Project organisation 7 61.07 Teamwork 7 71.08 Problem resolution 7 71.09 Project structures 7 71.10 Scope & deliverables 7 61.11 Time & project phases 7 61.12 Resources 7 61.13 Cost and finance 6 71.14 Procurement & contract 6 71.15 Changes 6 71.16 Control & reports 7 61.17 Information & documentation 7 61.18 Communication 8 81.19 Start-up 8 81.20 Close-out 7 7Average 6.7 6.5KnowledgeExperience2 Behavioural competence 0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 6 7 8 9 102.01 Leadership 7 82.02 Engagement & motivation 7 52.03 Self-control 7 82.04 Assertiveness 6 62.05 Relaxation 7 82.06 Openness 8 82.07 Creativity 7 82.08 Results orientation 8 72.09 Efficiency 8 72.10 Consultation 8 72.11 Negotiation 7 82.12 Conflict & crisis 7 72.13 Reliability 7 72.14 Values appreciaition 7 72.15 Ethics 7 7Average 7.2 7.238

CERTIFICATION HANDBOOKCERTIFICATIONKnowledgeExperience3 Contextual competence 0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 6 7 8 9 103.01 Project orientation 7 83.02 Programme orientation 7 73.03 Portfolio orientation 7 73.04 Project, programme & portfolio7 8implementation3.05 Permanent organisation 6 73.06 Business 6 83.07 Systems, products & technology 8 73.08 Personnel management 7 73.09 Health, safety & environment 7 73.10 Finance 6 63.11 Legal 6 6Average 6.7 7.139

CERTIFICATION HANDBOOKCERTIFICATIONAppendix 7: Project Report SpecificationAs the project report is not being prepared under examination conditions, style and presentation will be taken into account as wellas the content. The report should contain a minimum of 8,000 words.The project must be typed on A4 paper. It should be presented in a folder or loose binder. Your name and your project title mustappear on the title page. The pages should be numbered and there should be a Table of Contents. One hard copy of your projectreport, application form and self assessment, and one CD-Rom containing all of this information is required.As time management is a major factor of the discipline of report writing, students should start work on the project as soon aspossible. Excuses relating to mishaps (poor health, computer failure, typing) in the final week will not be treated favourably.Criteria for selection of a project for the project report• The certification candidate should work or have worked on the project.• It should be an on-going project or a project which was completed no longer than two years ago.• It should be a real project; project data can be anonymous, names do not have to be provided and figures may bemassaged to camouflage real amounts.• If there are two candidates from the same company, different projects have to be selected for the project report.Each certification candidate has to work individually on the project report.Structure of the Project ReportDescription of the project performingcompany (See Note A)Project management documentation forthe project taking into consideration itsapplication, if any, across the projectprocesses initiation, planning, execution,close-out and control. (See Note A)Contents• Short description of the company or business unit• Project types and number of projects• Observations concerning the PM culture in the organisation• Short description of the project• Reasons for selection of this specific project• Scope• Time• Cost• Quality• Human Resources• Communications• Risk• Contract• IntegrationDescribe WhatHappenedCritiqueNo. of Pages2-3 pagescirca 18 pagesProject management information systems(See Note A)• What project management information systems were used & softwareapplications applied (e.g. spreadsheets to develop budgets). Comment onsuitability & interaction with existing organisation process and systems.1-2 pagesSummary (See Note A) • Summary of the central results and key issues. 1-2 pagesEnclosures (See Note A)• Company and project documents (e.g. organisation chart, projectschedules, WBS (Work Breakdown Structure, etc.). If a WBS, Gantt chartand/or org chart were not formally used in the project, they are to beprepared and submitted as part of the enclosure.Total (before enclosures)22-25 pages40

CERTIFICATION HANDBOOKCERTIFICATIONProject Report GuidelinesNote A: When writing each section of the report candidates must identify and cross reference the technical, behavioural orcontextual competence elements that are pertinent to that component. For example, in the Integration Management Section onemight cross reference the following competences, 1.03, 1.19, 1.20, 2.02, 2.15, 3.01Integration Management• Did project planning appear to reflect appropriate consideration of integration management?• Were project changes appropriately managed and controlled?Scope Management• Is there evidence of a clear description of the product or service for which the project was created?• Is there a process for dealing with scope changes?• Is the project work breakdown structure described and does the description include all of the project elements thatorganise and define the total scope of the project?Time Management• Does the report include a summary of the project schedule? Does this summary describe delays, if any, including legitimatecauses such as changes in scope of services, Owner’s/Client’s request, and changes in response to market conditions?• Does the report include the following dates as applicable: Original and Actual dates for Project Commencement andConclusion?• If the project was competed ahead of schedule or the schedule was improved on, are details of how this was accomplishedincluded in the report?Cost Management• Is the original budgeted cost for the work stated?• Is the actual cost of the work stated?• If the project was completed within, on or under budget, does the report describe how this was accomplished?• Were there any special techniques or methods used to control costs?Quality Management• Does the report describe the quality philosophy, quality assurance approach, and quality control methods employed?• How effective were the project quality philosophy, quality assurance approach, and the quality control methods?Human Resource Management• Does the report include a general description of how the Project members developed into an effective team?• Are the individuals outside the project team identified? Are their roles and impact on the project team described?• Did the project use unique or innovative methods to develop an effective project team and to motivate and maintain theeffective participation of team members?41

CERTIFICATION HANDBOOKCERTIFICATIONCommunications Management• Are the project audiences identified?• Does the report describe the communication techniques and conditions used to communicate the project to the projectaudiences, particularly in special or unusual circumstances?• Was there any unique or innovative communication techniques used?Risk Management• Does the report identify the external and internal project risks?• Does the report describe how the project management and/or team mitigated the risk issue?• Were any innovative or original approaches used to mitigate risk?Procurement Management• Does the report identify the contract procurement procedures used?• Does the package describe the administration and control methods used for procurement and acquisition of materials andservices?• Does the report describe the contract administration procedures which were used if the project was performed under acontact with an Owner/Client?Project Management Information Systems• Did this influence how easily the project manager could get needed information?• How much inter-system compatibility was there?• Did you have management support with these systems?Summary of Key Results• Provide a comprehensive summary of the key results of the project. What went well, what went poorly.• What key messages emerge from the project that would be of future benefit to yourself and the organisation?42

Globally recognised, theprestigious IPMA 4 LevelCertification System isthe platinum standardin project managementexcellence. Valued both bymanagement practitionersas well as employers,it is the perfect wayto demonstrate a solidfoundation and clear commitmentto the field of project management. Ifyou’re already at the top of your field, makeit official with the only globally recognised projectmanagement credential that twins career path developmentwith professional recognition.The Institute of Project Management25 Upper Mount StreetDublin 2Phone: (01) 661 4677info@projectmanagement.iewww.projectmanagement.ie