International certification of project management specialists. Some standards for project activities. Sample Question from PRINCE2® Practitioner Certification

For IT project managers, there are several types of certification that are not so easy to understand. To make it easier for you, I combined information on them into one table. I included in the types of certification what is quite common in Russia and can help you in your career. Generally speaking, there are 3 areas of certification:

  • project management is a general approach to project management. The most famous certification is Project Management Professional (PMP)
  • software life cycle (Application Lifetime Management, ALM) - includes such approaches to software development as RUP and MSF
  • separate project management software
Type of training Description Project management experience requirements Language Approximate certification costs Timing Where to see information
PMP International Project Management Certification 3 years of project management English Russian From 20000r to 60000r 1.5 - 3 months pmi.org
pmexpert.ru
pmi.ru
PME Russian analogue of PMP No Russian From 7000r. If you were trained in pmexpert - from 3000 rubles 1.5 - 3 months pmexpert.ru
IPMA A/B/C/D European Project Management Certification IPMA C - 3 years management Russian IMPA C - exam cost 25 000 rub 1-3 months sovnet.ru
MCTS 70-632, 70-633, 70-634 Microsoft certification for using MS Project/Server Not English From 1700r. 1 - 2 months microsoft.com
ITIL IT Service Management Certification Not English ITIL Foundation basic level - 6600r 1-2 months itexpert.ru
CompTIA Project+ Project management Not English From 9000r 1.5-3 months certification. comptia.org
MCP 70-301 Microsoft Solution Framework (removed!) Not English From 1700r 1.5-3 months microsoft.com

If you have any questions about how to pass this or that certification, write a PM. I can advise on obtaining PMP / PME and MCTS. Both certifications are conducted through Prometric. You can take PMP at least in Moscow and St. Petersburg. MCTS 70-632 in Moscow, St. Petersburg, Arkhangelsk, Biysk, Bryansk, Yekaterinburg, Irkutsk and a number of other cities (full information on the Prometric website).

For ALM certifications:

  • RUP certification includes a fairly large number of species. I personally could not fully understand them)). A complete list of RUP certifications is available at http://www-03.ibm.com/certify/certs/rl_index.shtml. As I understand it, for beginners in RUP, certification of IBM Certified Solution Designer - Rational Software Architect is required
  • MSF certification now includes one type - 70-301 - "Managing, Organizing, and Delivering IT Projects by Using Microsoft Solutions Framework 3.0". This certification has nothing to do with the Microsoft Project MCTS. And this certification will leave in March 2009, so either you need to prepare for it very quickly, or not take it at all. According to Microsoft representatives, the new MSF 4.0 certification will probably be divided into 2 parts - Agile approaches and CMMI.
  • There is currently no certification for Scrum per se, planned for April 2009. You get Scrum degrees http://www.scrumalliance.org/training just by going through their training. Certified trainings are not currently held in Russia - so you have to fly to Europe.

    Certified Program or Project Director (Level A)

    Certified Project Manager (Level B)

    Certified Project Management Professional (Level C)

    Certified Project Management Specialist (Level D)

Organization SOVNET (branchIPMAin the Russian Federation) - NTK standard

NTC(National Competence Requirements) is the main regulatory document of the National Certification Program in Russia. NTCs are developed in accordance with IPMA requirements, based on ICB, and take into account the national characteristics of culture, economy and achievements in the field of project management in Russia.

The NTC is based on a system model of project management, which is based on three main blocks: subjects of management, objects of management and management processes. Each block has a hierarchical structure, which in turn corresponds to the sections of the NTC.

Control objects These are projects, programs, organizations, systems. Each object in the process of management goes through certain phases of the life cycle.

Subjects of management- these are the participants of the project (program), i.e. all those who are directly involved in the project or whose interests may be affected as a result of the implementation of the project (program). The following groups of participants are identified in the NTC: the main (key) participants of the project, the project management team, and other project participants.

Management processes include:

    project initiation;

    project planning;

    organization and control of project implementation;

    analysis and introduction of corrective actions in the course of the project;

    closing the project or its stage.

The following are implemented in the project management process: features:

    domain management;

    project timing management;

    project cost management;

    quality management in the project;

    project risk management;

    personnel management in the project;

    project communications management;

    project contract and procurement management;

    project change management.

Object management can be carried out at different levels: strategic, operational, temporary and others.

National standards for project management

Great Britain. PRINCE2 is a British standard created in 1989 for the management of government projects in the field of information technology. The latest version of the standard was published in 2002. PINCE2 is based on a process approach and allows you to manage any type of project. Due to its detailed elaboration, extremely clear description and flexibility - this standard is quite popular outside of Britain.

Japan Project & Program Management (P2M) is a Japanese standard that is attracting more and more attention from professionals around the world. At the heart of the P2M model is the close relationship between an organization's strategy and how it is implemented through projects.

China C-PMBOK - PMBOK modified to fit the realities of China. The first version of the standard was published in 2002. This document is used as a guide for project management professionals to prepare for certification.

International standards governing the content of Project Management

In the field of systems management, a number of international standards are used, supported by relevant international organizations. These standards define the norms and rules for managing processes in technical systems projects, system life cycle processes, design processes, etc. For example, ISO/ IEC 12207, information Technology – Software life cycle processes (1995); ISO/ IEC TR 15271, information Technology – guide for ISO/ IEC 12207 (1998); ISO/ IEC 15288 CD2, life cycle management – System life cycle Processes (2000) and others.

PMI Certification System

The PMP certificate indicates that its owner has knowledge and skills in all groups of processes of the PMI PMBOK® Guide standard.

Certification is carried out in the form of computer testing, consisting of 200 questions. There are 4 possible answers for each question. The exam (takes place in both English and Russian) takes 4 hours.

In order to qualify for the title of PMP, a candidate with a higher education (bachelor's degree, bachelor's degree) requires at least 35 hours of project management training (PDU - Project Development Unit) and at least 3 years of project management experience. The candidate with a secondary education must also have 35 hours of project management training and at least 5 years of practical experience in project management.

The issued certificate is valid for 3 years.

CAPM Certification

САРМ (Certified Associate in Project Management, Certified Project Management Specialist) is a lower level in the PMI certification system. CAPM is a project management practitioner with basic knowledge and ability to apply project management tools and techniques in projects. The exam takes the form of a computer test in English and with translation into Russian, consists of 150 questions and lasts 3 hours.

An applicant for the CAPM degree must have completed secondary education, at least 1500 hours (at least 2 years) of project management experience and 23 hours of full-time project management training.

The validity of the certificate is 5 years.

PgMP certification

The PgMP certificate (Program Management Professional, Program Management Professional) confirms the skills, knowledge, ability to use the tools and methods that a specialist needs to manage project programs - several related projects aimed at achieving a company's strategic business goal. In addition, PgMP confirms that in managing their past programs, the manager has acted as a professional program manager.

To qualify for the exam, a bachelor's degree candidate must have 4 years of project management experience and 4 years of project program management experience. A candidate with a complete secondary education - 4 years of project management experience and 7 years of program management experience.

PgMP certification is carried out in several stages. The first of these is an audit and Panel Review, a review of the data specified in the application for certification, during which it is decided how the candidate's professional experience meets the requirements of the PMI certification. Only after successfully passing the audit and Panel Review, the candidate gets the opportunity to take the exam (Multiple-Choice Examination). The exam is a 4-hour computer-based test of 170 questions based on business scenarios that are close to real. The third stage - Multi-rater Assessment (MRA) - assessment of the level and performance of a program management specialist from the point of view of his supervisors, colleagues and subordinates. MRA is an analogue of personnel assessment using the 360 ​​degree method.

Certified PgMPs need to renew their status every 3 years.

PMI-SP Certification

The PMI-SP certification (PMI Scheduling Professional, Project Scheduling Professional) certifies a professional's knowledge and skills in project scheduling based on the ANSI PMI PMBOK® GUIDE and PRACTICE STANDARD FOR SCHEDULING standards.

The examination is open to professionals with a high school diploma with at least 5,000 hours of project scheduling work and 40 hours of project schedule management training, as well as professionals with a graduate diploma (bachelor's degree) with 30 hours of project schedule management training and at least 3,500 hours of hands-on work with the project schedule.

The exam for the PMI-SP degree takes the form of a computer-based test (170 questions) for 3.5 hours.

The certificate is valid for 3 years.

PMI-RMP Certification

PMI-RMP certification (PMI Risk Management Professional, Risk Management Professional) is a confirmation that a specialist has knowledge and skills in the field of assessing and identifying risks, reducing threats and realizing opportunities.

Requirements for an applicant with a higher education (minimum bachelor's degree): 1) 3000 hours of risk management experience 2) 30 hours of project management training

Requirements for an applicant with a complete secondary education: 1) 4500 hours of risk management experience 2) 40 hours of risk management training

The exam is in the form of a computer test and includes 170 questions. The duration of the exam is 3.5 hours. The certificate is valid for 3 years.

IPMA Certification System

Certified Program or Project Director ( level A- the highest level of the certification system) is a specialist who knows how to manage project programs and complex projects. The candidate must have a higher education and five years (5 years) experience as a coordinator of a program, a set of projects.

Possession of a degree IPMA(B)(Certified Project Manager, B) - evidence that the specialist is able to manage complex projects. The applicant is required to have a higher education and work experience as a project manager for at least 5 years.

Certified Project Management Professional ( Level C) can manage simple projects and basic functions in complex projects. An applicant for IPMA (C) needs to have a higher education and three years of experience in a project team.

Certified Project Management Specialist ( Level D) must be able to manage individual functions in the project based on their knowledge. The candidate does not require work experience - only a document on higher education.

In Russia, IPMA certification services are provided by the Project Management Association (SOVNET), which is a corporate member of IPMA.

PRINCE2 certification system

PRINCE 2 Foundation is the first British Standard PRINCE2 exam to be taken by a specialist wishing to obtain the PRINCE2 Practitioner degree. The certification is designed for members of project teams using the PRINCE2 methodology in project management. The exam takes the form of a one-hour computerized test consisting of 75 questions.

PRINCE2 Practitioner- the second and last stage of certification, which characterizes the high level of specialist competence and allows project management according to the theoretical and practical recommendations of PRINCE2. The 2.5 hour exam includes 9 questions with 12 multiple choice answers.

Russian certification systems

In Russia, PM Expert offers its own certification system. According to the company, the certification was created taking into account the Russian specifics of project management and is based on the best world standards in this area.

The PME® degree (Project Management Expert, "Expert in Project Management") - the first stage of company certification - confirms knowledge in general issues of project management, integration management, scope, timing, cost, quality, team, communications, risks and project deliveries.

Testing consists of 200 questions and is conducted in Russian for 4 hours. At the same time, the candidate does not require practical experience in project management and training hours of professional development.

The PMEP© (Project Management Expert Practitioner) degree confirms the practical experience of the holder. At the time of passing, the candidate must have a PME degree and at least 2 completed projects in the last 4 years in which he served as a project manager. The exam is conducted orally: the applicant must speak to a commission of experts, talking about one of the projects in the form of a presentation.

International Competence Baseline of the International Project Management Association (ICB IPMA) is a standard that describes the international requirements for the competence of project management (PM) specialists developed by the International Project Management Association.

The International Project Management Association (IPMA) is registered in Switzerland as a non-profit professional organization whose main function is to promote the development and widespread use of PM methods and tools in practice in different countries of the world.

IPMA was established in 1965 as a forum for the exchange of experience among project managers working in different countries of the world. In 1967, the first IPMA International Congress was held in Vienna. Members of the IPMA are mainly national PM associations. Currently, the association includes 55 countries.

Purpose

In 1998, at the congress of the Council of Delegates of IPMA, the concept of a universal international certification system for PM professionals was approved. To solve the problems of professional certification, a standard was needed that established norms and requirements that would determine the level of competence required for certification. Such requirements were determined by systematizing the experience accumulated by that time in the field of PM and described in the ICB.

ICB was created on the basis of national competency requirements (National Competence Baseline, NCB, NTC) of the following national PM associations: AWP (Great Britain), VZPM (Switzerland), GPM (Germany), AFITEP (France).

In 1998, IPMA approved the four-level certification program (4-LC - Four Level Certification) ratification system, which has gained worldwide fame. Since 1999, the international certification program began to be implemented.

The compilers of the ICB emphasize that this is not a textbook or a collection of recipes. It opens the way to knowledge, experience and individual mastery in the field of PM, describing them in a structured way. The main purpose of the ICB IPMA standard defines international requirements for the competence of PM specialists and is the basis for their professional certification. ICB IPMA is the basis of all certification programs of national associations and their certification centers.

The current version of the ICB IPMA is 3.0, which was put into effect in March 2006 to replace version 2.0, which has been in force since 1999.

Structure

At the heart of the ICB structure is the so-called "Eye" competency diagram, which displays the entire set of PM elements that the project manager (PM) sees when assessing a certain situation (Fig. 1).

Rice. one. ICB Eye Competency Diagram

The ICB contains a description of three groups of competencies, or competency elements:

  1. Technical competence - is intended to describe the fundamental elements of competence that characterize the very essence of project management, for example "Procurement and contract management".
  2. Behavioral competence - is intended to describe the elements that characterize the personality and behavior of a specialist from the standpoint of his competence in the field of project management, for example, "Conflicts and Crisis".
  3. Contextual Competence - designed to describe elements related to the project environment. This area includes elements of competence that characterize the ability of a project manager to function in a project-focused organization, including the ability to build relationships with line managers, for example, “Project portfolio and program implementation”.

Thus, in total, 46 competencies are described in the ICB standard, structured into three competency groups.

Short description

The description of each of the 46 ICB competency elements (competencies) contains:

  1. title;
  2. description of the content;
  3. possible (minimum) technological steps of the management process;
  4. topics for familiarization with competence;
  5. criteria for evaluating experience necessary for certification of specialists at each level;
  6. indications of relationships with other elements of competence.

The ICB includes 20 technical competency elements (Table 1).

Table 1. Technical Elements of ICB Competence

The ICB includes 15 behavioral competency elements (Table 2).

Table 2. Behavioral Elements of ICB Competence

The ICB includes 11 contextual competency elements (Table 3).

Table 3 Contextual elements of ICB competence

At the same time, the ICB manual does not contain a description of specific methods, tools, methods. It contains descriptions of subject areas, methodological approaches to problem definition, and provides, where illustrative, some examples of methods. Methods and tools may be determined by the organizations themselves. The project manager should select methods and tools appropriate to the specific situation in the course of project management.

The ICB also includes basic terms and concepts, tasks, a generalized overview of best practices in the field of PM, skills, functions, processes, methods, technologies and tools that are commonly used in PM, as well as special knowledge about innovations and their application in the management of individual projects. . ICB is presented in three languages: English, German and French.

The practical value of the ICB standard is that it is:

  • the basis for describing the competence of PM specialists in general;
  • a methodological basis (“framework”) on which it is possible to create competency models for PM specialists for various countries, subject areas and specific organizations;
  • a source for the development of various educational programs for training specialists in project management, advanced training and development of competence in the field of project management and project activities of the company.

Guide to the Project Management Body of Knowledge

A Guide to the Project Management Body of Knowledge (PMBOK®) is a national American standard that contains professional knowledge of the project management process. The standard is issued by the Project Management Institute (PMI), located in Pennsylvania, USA. Official translation into Russian is carried out by the PMI office in Russia.

Purpose

PMBOK® provides guidelines for individual project management based on the best practices and best practices of project management professionals. The manual defines the key aspects of project management and describes the project management life cycle and related processes.

PMBOK® is a universal standard and can be used as the primary project management reference for professional development and certification programs. Also, the standard can be taken as a basis and adapted to the needs of project activities in any organization implementing projects.

The first edition of PMBOK® was published in 1986 and went through several revisions.

In 1996, PMBOK® was revised, and in 2000, the PMBOK® Guide 2000 was released, which is considered the second edition of the standard.

In 2004, PMI released its latest creation, the PMBOK® Guide Third Edition, the most widely distributed PMI project management body of knowledge.

On December 31, 2008, a new version of the methodology was released - PMBOK® Fourth Edition, which, like its predecessor, was revised in detail and became essentially the same revolutionary edition.

The current (at the time of writing) version of the standard, PMBOK® Fifth Edition, was released in January 2013.

The release date for the PMBOK® Guide Sixth Edition is not yet known, but it is likely that PMI will release this standard in 2016 as PMBOK® is updated on a regular basis every four years.

Structure

The fifth edition of the PMBOK® standard highlights several key building blocks.

First, the main object of standardization is designated - the project, as well as the relationship between projects, programs, portfolios and operational activities.

Secondly, a typical project life cycle is described (Fig. 2) and the impact of organizational policies on project activities.

Rice. 2. Life cycle according to the fifth edition of the PMBOK® standard

Thirdly, the fifth edition of the PMBOK® standard describes the project management technology through the designation of groups of management processes (five groups are indicated) and functional areas (ten areas are highlighted).

And finally, in the appendix to the standard, interpersonal quality skills are disclosed, which are important for the activities of the project manager. These skills include:

  • leadership;
  • team building;
  • motivation;
  • communication;
  • impact;
  • making decisions;
  • political and cultural awareness;
  • Negotiation;
  • building trusting relationships;
  • Conflict Management;
  • mentoring;

All of these qualities can help the manager to effectively implement the project management process.

Short description

According to PMBOK®, the project is carried out through the integration of several key management processes. The standard has five groups of processes that define the management essence:

  1. initiation;
  2. planning (planning);
  3. execution (executing);
  4. control (controlling);
  5. completion (closing).

The five process groups cover a number of areas of knowledge. The fifth edition of PMBOK® highlights ten key areas:

  1. project integration management (Project Integration Management) - includes the processes and activities necessary to define, refine, combine, combine and coordinate various project management processes;
  2. project scope management (Project Scope Management) - includes processes that ensure the inclusion in the project of key (those and only those) works that are necessary for the successful completion of the project;
  3. project time management (Project Time Management) - includes the processes through which the timely completion of the project is ensured;
  4. project cost management (Project Cost Management) - combines the processes of cost management and ensuring the completion of the project within the approved budget;
  5. project quality management (Project Quality Management) - includes the processes and activities of the performing organization, the quality policy and is carried out through a quality management system that provides for certain rules and procedures, as well as actions for continuous improvement of processes carried out, if necessary, throughout the project ;
  6. project human resource management (Project Human Resource Management) - includes the processes of organizing, managing and leading the project team;
  7. project communications management (Project Communications Management) - includes the processes necessary for the timely creation, collection, distribution, storage, receipt and use of project information;
  8. project risk management (Project Risk Management) - includes the processes necessary to increase the likelihood of occurrence and impact of favorable events and reduce the likelihood of occurrence and impact of adverse events for the project during its implementation;
  9. project supply management (Project Procurement Management) - includes the processes of purchasing or acquiring those necessary products, services or results that are produced outside the organization executing the project;
  10. project stakeholder management - includes the processes necessary to identify individuals (or organizations) that can affect the project or are influenced by it; and also includes those processes that are necessary to develop acceptable management strategies for involving these individuals (or organizations) in the project.

Each area of ​​knowledge includes those and only those processes, the implementation of which allows the implementation of the agreed content within the specified time frame and within the allocated budget. As a result, the intersection of five groups of processes and ten areas of knowledge formed 47 processes that can be implemented by the management team during the implementation of the project. The description of each process contains four key elements: inputs, outputs, tools and methods, steps of the procedure (methods, instructions) for the implementation of the process. All processes contain the listed elements, which allows not only to understand the management methodology, but also to apply specific project management methods that have earned trust among project management professionals.

Practical value and application features

The standard can be used as a basis for the unification of the organization's project activities. It can also be useful in organizing interaction on a project, setting a common lexicon and a common approach to project management. In addition, several limitations of the standard should be taken into account.

The emphasis in the PMBOK® standard is on the management process, which is unified as much as possible and is not linked to a specific subject area.

The standard is the US national standard and is focused primarily on the specifics of the implementation of management processes in a given country.

GOST R 54 869-2011 “Project management. Project management requirements

GOST R 54 869 establishes requirements for the project management process from its inception to completion. The standard is universal for any subject area and contains requirements that can be applied by both individuals and legal entities for any projects (by type, type, complexity, etc.).

Purpose

GOST R 54 869 establishes requirements for project management to ensure the effective achievement of project objectives. The requirements specified in the standard are applicable for organizing any kind of project activity, increasing its efficiency, improving the project management process, as well as for assessing the compliance of a particular project activity with the requirements defined in the standard.

This standard was approved on January 9, 2013. At the time of writing, no other versions were available.

Structure

GOST R 54 869 is a general description of the recommended requirements for project management. They are grouped by management processes, among which processes are distinguished:

  • initiations;
  • planning;
  • organization of performance;
  • control and completion.

In addition to these sections, GOST offers its own terms and definitions related to the field of project management, as well as a description of certain aspects of the organization of the project management process itself. The appendix outlines the basic concepts of project management and their relationship.

Short description

GOST R 54 869 contains a number of key sections, each of which describes the requirements for individual management processes:

  1. The project initiation process is the formal opening of the project.
  2. Project planning processes - a description of the image of the most likely outcomes of project management activities. The planning process includes planning processes for individual areas of the project:
    • planning the scope of the project - determining the requirements of the project and the scope of work of the project;
    • schedule development - determining the start and end dates of the project, key events, stages and the project as a whole;
    • project budget planning - determination of the procedure and volume of providing the project with financial resources;
    • project personnel planning - determining the procedure for providing the project with human resources;
    • procurement planning in the project - determining the procedure and scope for providing the project with products and services purchased from third-party organizations;
    • risk response planning - determination of the main risks of the project and the procedure for working with them;
    • planning the exchange of information in the project - determining the procedure for the exchange of information between persons participating in the implementation of the project and interested in the results of the project;
    • change management planning in a project - determining how to work with changes in a project.
  3. The process of organizing the execution of the project - the organization of the implementation of the project according to the developed plans.
  4. Project execution control process - checking the compliance of the project processes and product with the established requirements.
  5. The project completion process is the formal closing of a project.
  6. Requirements for managing project documents - general requirements for document management.

In addition to these sections, GOST describes the key roles:

  • project customer - an individual or legal entity that is the owner of the project result;
  • project manager - a person who manages the project and is responsible for the results of the project;
  • project curator - a person responsible for providing the project with resources and providing administrative, financial and other support to the project;
  • project team - a set of individuals, groups and organizations united in a temporary organizational structure to carry out project work.

Practical value and application features

GOST R 54 869-2011 can be used to assess the compliance of project management with the requirements established in the standard.

At the same time, there are no requirements in the standard that are mandatory for any particular type of project; there are no requirements for methods of implementing project management processes, as well as requirements for pre-project and post-project activities. According to GOST, the main object for standardization should be the results (“outputs”) of project management processes.

National requirements for the competence of project management specialists

National requirements for the competence of project management specialists (National Competence Baseline, NCB, NTK) - a standard that describes the national requirements developed by the Russian Project Management Association (SOVNET) based on the ICB IPMA standard, taking into account the developments and experience gained by PM in Russia.

The Russian National Project Management Association (SOVNET) was established at the end of 1990, and in February 1991 became part of IPMA.

Purpose

SOVNET, like other national associations, on the basis of bilateral agreements with IPMA, received the right to independently certify project managers under the auspices of IPMA. At the same time, SOVNET developed and approved its own detailed documentation for the certification program and National Requirements for Competence (NTC, NCB). National associations are given some leeway in the development of the NTC to take into account national culture and advances in project management.

So, the purpose of the NTK standard is that it, like the ICB, defines international requirements for the competence of PM specialists and is the basis for their professional certification. NTK is the basis of the certification program in Russia, which is implemented by the SOVNET-CERT certification center within the framework of the national association UE.

The current version of the NTK is 3.0, which was put into effect in September 2010 to replace version 2.0, which has been in force since 1999.

Structure

Based on the developments and experience of SOVNET, a set of possible project management processes is considered within the framework of an active complex cybernetic system, including objects, subjects and management processes, called the "systemic model of project management" .

The system model is a collapsed structure ("trees"), including all elements of project management, grouped into three blocks: control objects, control subjects, control process. All elements of the ICB "Eye" model correspond to the named blocks of the project management system model.

In the NTC, all elements of competence are grouped according to the system model and ICB into the following four groups:

  1. Control objects and contextual competence.
  2. Subjects of management and behavioral competence.
  3. Management processes and technical competence.
  4. Basic (general) competence.

The visualization of the resulting model can be done by analogy with the ICB “Eye” competence diagram (Fig. 3) and will be referred to as the “NTK “Eye” competence diagram” .

The total number of competency elements (competences) in the STC is 55. The ratio of the content of the description of competency elements in the ICB and STC is summarized in Table 4.

Table 4 The ratio of the content of the description of competencies in the ICB and STC

Of the additional competency elements, four competencies are singled out in a separate group of competencies called "Basic (general) competence", which is represented by the "Pupil" in the STC "Eye" competency diagram (Fig. 3).

Rice. 3. STC "Eye" Competence Diagram

Short description

The STC describes 55 competency elements (competences). The description of each item includes:

  1. the key definition is a general idea of ​​competence;
  2. body of knowledge - allows you to describe in more detail the purpose of the element of competence in the PM;
  3. possible process steps - a minimum set of technological steps for applying the element of competence in the project management process;
  4. topics for study - sections of the discipline "Project Management", describing the details of issues related to the described element of competence;
  5. criteria for evaluating competence by levels - evaluation criteria necessary for certification of specialists at each level;
  6. main links - enumeration of other elements of competence, with which the described competence is closely related.

STC includes 10 competency elements included in the group "Objects of control and contextual competence" (Table 5).

Table 5 Elements included in the group "Objects of management and contextual competence"

The STC includes 24 competency elements included in the group “Subjects of management and behavioral competence” (Table 6).

Table 6 Elements included in the group "Subjects of management and behavioral competence"

STC includes 17 competency elements included in the group “Management processes and technical competence” (Table 7).

Table 7 Elements included in the group "Management processes and technical competence"

The STC includes four competency elements included in the "General Competence" group (Table 8).

Table 8 Elements included in the group "General competence"

However, the level of detail in the description of the elements of competence in the NTC, as well as in the ICB, is not sufficient for the provisions of the standard to be applied in practice. Therefore, it is assumed that for practical application, the provisions of the standard should be localized, and the necessary methods and tools should be selected or developed based on the needs of projects in a particular application area.

Practical value and application features

The practical value of the NTC standard is that it is:

  • the basis for ensuring terminological unity in project management in Russia;
  • a source of a systematic description of the model that allows you to identify potential project management tasks and develop methods and tools for solving these problems;
  • the basis for describing the competence of specialists, taking into account the practice of PM in Russia;
  • a methodological basis on which it is possible to create competency models for PM specialists for various subject areas and specific organizations in Russia;
  • a source for the development of various educational programs for training specialists in project management, advanced training and development of competence in the field of project management and project activities of companies in Russia.

"In terms of its content and information richness, the NTK in its present form is a Russian body of knowledge, information materials on project management and can serve as a guide to the world of project management, as well as the basis for the subsequent preparation of national standards and regulatory documents on project management" .

  • Do you want international recognition as a project, program or portfolio professional? Do you want to be assessed on your current competence level and be internationally certified?
  • Do you want to employ or hire a project, program or portfolio manager who has proven to be competent?
  • Do you want to know how you can improve your competencies as a professional project, program or portfolio manager?

IPMA offers an international, competency-based, four level certification (4-L-C) scheme. In your own country, in your own language, at your own competence level. If you want to learn more about our levels, please look at , and . If you want to understand the certification process, . If you want to connect to the Certification Body in your own country, and you will be redirected to your local IPMA Membership Association and Certifying Body.

Individual Competence Baseline

Worldwide, the IPMA certification is based on the global competence standard, ICB. This standard is defined by the IPMA and describes the competences that project, program and portfolio managers should possess. Currently, IPMA is transitioning from ICB version 3 to ICB version 4. You can contact your local organization to get more details on the transitioning path. By the end of 2019, all certifications will be based upon ICB version 4 – worldwide.

If you are looking for project, program and portfolio managers who have proven competencies, look for IPMA certified professionals. Certified professionals are registered in the international database.

Recertification

A certificate needs to be updated on a regular basis. After a specific period of time, a certificate is withdrawn unless a person undergoes the re-certification process. In this process, a professional can maintain the certificate, by proving the required competencies are still maintained at the right level. See

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