IPMA PMO flashcards
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32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- IPMA ICB®
- The Individual Competence Baseline, version 4.0, defines 28 competence elements across Perspective, People, and Practice ranges for project, programme, and portfolio managers.
- Perspective competences
- Five ICB® elements: strategy, governance, compliance, power and interest, and culture and values. They link projects to the organisational context.
- People competences
- Ten ICB® elements covering personal and interpersonal skills, including leadership, teamwork, communication, conflict, negotiation, and results orientation.
- Practice competences
- Thirteen ICB® elements covering technical project management aspects such as scope, time, cost, risk, quality, procurement, and stakeholder management.
- Programme
- A temporary organisation of related projects managed together to achieve benefits not obtainable by managing them individually. It is benefit-driven and aligned with strategy.
- Portfolio
- A collection of projects, programmes, and operations aligned to strategic objectives. It is ongoing, investment-driven, and prioritised for resource allocation.
- Proficiency level
- A rating (typically 0–5) in IPMA certification indicating the demonstrated competence level for a specific ICB® element, based on evidence and assessment.
- Project success
- In IPMA terms, achieving both output (scope, time, cost, quality) and outcome (benefits, stakeholder satisfaction), reflecting a balanced view of success.
- IPMA OCB®
- The Organisational Competence Baseline, defining competences for organisations to manage projects, programmes, and portfolios effectively, in three groups: governance, management, and alignment.
- Governance competences
- OCB® group covering organisational strategy, leadership, values, and compliance. It ensures projects align with external regulations and internal direction.
- Management competences
- OCB® group covering organisational design, process management, resource management, and performance management to support project delivery.
- Organisational alignment
- OCB® group covering stakeholder management, change management, and knowledge management to integrate projects into the organisation.
- P3M3
- Portfolio, Programme, and Project Management Maturity Model, often used with OCB® to assess organisational maturity across management domains.
- Organisational competence
- The organisation's ability to integrate projects into strategy and operations, learn from projects, and embed change into business-as-usual.
- Project management policy
- An OCB® element defining the organisation's approach to project management, including principles, roles, and decision rights.
- Project portfolio management
- An OCB® element for selecting, prioritising, and governing projects and programmes to achieve strategic objectives and balance risk and return.
- Project management office
- An OCB® element describing the organisational unit that provides project support, governance, and standardisation, with a defined service portfolio.
- Lessons learned
- An OCB® knowledge management practice for capturing and reusing project insights to improve future performance and organisational learning.
- IPMA PEB®
- The Project Excellence Baseline, a model for assessing project excellence using enablers and results, with a 1000-point scoring system.
- PEB® enablers
- The 'People and Purpose' and 'Processes' parts of PEB®, covering leadership, people, strategy, partnerships, and processes.
- PEB® results
- The 'Results' part of PEB®, covering customer results, people results, society results, and key results, assessed with RADAR logic.
- RADAR logic
- A scoring approach in PEB®: Results, Approach, Deployment, Assessment, and Review. It evaluates both enablers and results for continuous improvement.
- Project Excellence Award
- An IPMA award using PEB® to assess projects. Applicants submit self-assessments and undergo site visits; scoring determines recognition levels.
- PEB® scoring
- A 1000-point system where enablers and results are weighted. Points reflect the maturity and excellence of the project's management and outcomes.
- Continuous improvement
- A PEB® principle where feedback from results informs enablers, creating a learning loop for project excellence.
- Temporary organisation
- A PEB® view of a project as a temporary organisation with its own leadership, processes, and results, assessed for excellence.
- PMO mandate
- The codified authority of a PMO, specified in a charter, including decision rights, escalation thresholds, and reporting obligations.
- PMO service portfolio
- The set of services a PMO provides (e.g., methodology, assurance, reporting). It defines the PMO's value and scope.
- PMO maturity
- The assessed capability of a PMO to deliver value, often measured by models like PMO Value Ring, focusing on outcomes rather than process compliance.
- Stakeholder power/interest grid
- A PMO tool mapping stakeholders by power and interest, plus attitude (supporter, neutral, blocker), to plan engagement strategies.
- Escalation threshold
- A predefined trigger (e.g., variance >10%) that requires a PMO or governance body to escalate an issue to higher authority.
- PMO governance interfaces
- The PMO's connections to portfolio board, change control board, audit, and delivery teams, defining its decision and support roles.