#html-body [data-pb-style=E4MHFX3]{justify-content:flex-start;display:flex;flex-direction:column;background-position:left top;background-size:cover;background-repeat:no-repeat;background-attachment:scroll}IPMA products have evolved over the past few years to move the project management profession forward. The original version 4.0 of the IPMA Competence Baseline for Individuals (IPMA ICB®), launched in 2015, was followed by the development of the IPMA Project Excellence Baseline (IPMA PEB®)...

IPMA ICB Reference Guide for PMO. This standard is dedicated to the structures that support projects, programmes and portfolios to run them effectively and efficiently. These structures are called PMO – Project Management Offices. A PMO is defined as an organisational unit responsible for the administrative and specialists’ support of the responsible management in their management of a (set of) project(s), programme(s) or portfolio(s). PMO plays a very important role in designing, performi...

The IPMA Research Evaluation Baseline® helps the various users in the field of Project, Portfolio and Program Management to guide the possibilities and results in research and is a systematic and transparent basis for the IPMA Research Awards, Best Paper Prizes and the IPMA Research conferences. The main purpose of the IPMA Research Evaluation Model (REM) is to guide diff erent user groups to evaluate the capability and achievements of their research conducted in the domain of PPP manageme...

What defines whether a project or programme is “good” or “bad”? When we’re striving for excellence in the execution of our projects and programmes, what do we mean? IPMA has given its extended definition in the PEB, the Project Excellence Baseline. This model is based on the well-known EFQM model, but is adapted to the field of project- and programme management and after over 10 years of use has been adapted to the model we’re using now. Foreword Executive summary Table of Contents List of...

The IPMA ICB4® is the international standard on competence for project, programme and portfolio managers. The competence needed for each of these domains is defined in the following competence areas: “People” (how do you interact with the people around you, and yourself); the “Practice” of our work (needed for Projects, Programmes and Portfolios); the “Perspective” of the intiatives you’re running (the context within which the initiative is run and the link to what needs to be achieved). T...

What defines whether a project or programme is “good” or “bad”? When we’re striving for excellence in the execution of our projects and programmes, what do we mean? IPMA has given its extended definition in the PEB, the Project Excellence Baseline. This model is based on the well-known EFQM model, but is adapted to the field of project- and programme management and after over 10 years of use has been adapted to the model we’re using now.Table of Content: Foreword Executive summary Table of...

The IPMA ICB4® is the international standard on competence for project, programme and portfolio managers. The competence needed for each of these domains is defined in the following competence areas: “People” (how do you interact with the people around you, and yourself); the “Practice” of our work (needed for Projects, Programmes and Portfolios); the “Perspective” of the intiatives you’re running (the context within which the initiative is run and the link to what needs to be achieved). T...

The Agile Leader is more of a phenomenon than a role. As a responsible decision-maker, how do you know that you are working with a good Agile Leader? How does someone demonstrate good leadership? Learn about the agile competences in our IPMA reference Guide ICB4® in an Agile World Table of Contents 3 A changing world needs a new kind of leadership 5 Working both lean and agile 5 The need for Agile leaders 6 How one demonstrates good leadership 6 Perspective 7 Perspective 1: Strategy 7 Pers...

The IPMA ICB4® is the international standard on competence for project, programme and portfolio managers. The competence needed for each of these domains is defined in the following competence areas: “People” (how do you interact with the people around you, and yourself); the “Practice” of our work (needed for Projects, Programmes and Portfolios); the “Perspective” of the intiatives you’re running (the context within which the initiative is run and the link to what needs to be achieved). T...

The IPMA Research Evaluation Baseline® helps the various users in the field of Project, Portfolio and Program Management to guide the possibilities and results in research and is a systematic and transparent basis for the IPMA Research Awards, Best Paper Prizes and the IPMA Research conferences. The main purpose of the IPMA Research Evaluation Model (REM) is to guide different user groups to evaluate the capability and achievements of their research conducted in the domain of PPP managemen...

The IPMA ICB4® is the international standard on competence for project, programme and portfolio managers. The competence needed for each of these domains is defined in the following competence areas: "People" (how do you interact with the people around you, and yourself); the "Practice" of our work (needed for Projects, Programmes and Portfolios); the "Perspective" of the intiatives you're running (the context within which the initiative is run and the link to what needs to be achieved).

What defines whether a project or programme is "good" or "bad"? When we're striving for excellence in the execution of our projects and programmes, what do we mean? IPMA has given its extended definition in the PEB, the Project Excellence Baseline. This model is based on the well-known EFQM model, but is adapted to the field of project- and programme management and after over 10 years of use has been adapted to the model we're using now.