Ipma project management. About certification

As promised, I’ll tell you what I know about the certifications of the two largest international organizations PMI and IPMA.

I myself have passed the IPMA - CPMA certification (Certified Project Management Associate, otherwise entry level D), and now I am preparing for PMP certification.

The story does not pretend to be complete, so “don’t hit the pianist, he plays as best he can.” And of course, this is all pure IMHO. :)

Why get certified

When people talk about certification, usually someone remarks, “Should you check or go?” It is my deep conviction that this matter is purely personal and there cannot be a single opinion here.

Naturally, certification is closer to checkers, and not to driving. Only practical experience and skills in project management will help you get there. As they rightly say, project management can only be learned by managing projects. And your projects and the people you worked with speak loudest about your professionalism.

At the same time, I personally am a supporter of certification. Causes:

• Certification confirms some level of your knowledge and skills in project management.
• Ensures that you can communicate with other professionals in the same language.
• Shows that you are capable of putting in extra effort to achieve goals, i.e. you can go the extra mile (after all, you spent your time studying for and taking the exam and had some purpose in doing so).
• Many employers value them because... In addition to the above reasons, it is important for an organization to have certified specialists on its staff and to include certified specialists in projects, especially if the organization actively participates in tenders.

Those. Personally, it makes sense to receive certificates, but of course only in addition to practical experience, and not instead of it.

If you decide to get certified in project management, then it makes sense to consider two main certification programs:

• PMI - Project Management Institute - an American, but de facto international professional organization;
• IPMA - International Project Management Association is an international non-profit professional organization registered in Switzerland.

There are other certification programs, for example, certification according to Prince2 (British standard for project management), but they are less common and should only be considered if you clearly understand why you need it.

Certification levels

Both certification programs are multi-level, i.e. You can confirm your growth in project management with appropriate certificates.

In PMI

• Program Management Professional (PgMP – Program Management Professional) – program manager level.
• Project Management Professional (PMP) – Professional in project management) – project manager level.
• Certified Associate in Project Management (CAPM) - Certified Project Management Specialist) – level of project team member.

In IPMA The following hierarchy is provided:

• Level A. Certified Program or Project Director - CPD (Certified Projects Director - CPD) - level of program and project portfolio manager.
• Level B. Certified Project Manager - CPM (Certified Senior Project Manager - CPM) - level of manager of a complex project.
• Level C. Certified Project Management Professional - SPUP ( Certified Project Manager - SMP ) – level of the manager of a simple project.
• Level D Certified Project Management Associate (CPMA) – level of project team member.

What is the difference between certifications

PMI Certification is conducted on the basis of the Guide to the Project Management Body of Knowledge (Guide PMBOK ), which is an American national standard. In turn, certification IPMA in Russia is carried out on the basis of the National Competence Requirements (NTC).

The main difference between these documents is in the approaches to project management outlined. IN PMBOK a process approach is used to describe project management. Those. Project management processes are defined and for each its inputs, tools and methods, and outputs are considered. The STC states a systematic approach, but I can’t say anything about it, because I still don’t understand what its meaning is, and most importantly, how it can help me in projects.

From my point of view, the fundamental difference was well described by Alexey Soldatov (taken from www . e- executive. ru )

“... The task of any certification is to check the compliance of the certification object (product, service, etc.) with certain requirements (standards, technical specifications and so on.). Keyword here is compliance.

From this point of view, PMI certification corresponds to the concept of certification to the maximum extent possible. The requirements are formalized and verification of such compliance is easier to perform.

In IPMA, the requirements are not clearly defined; national, industry and other specificities are allowed. Therefore, the process of determining compliance allows for interpretation and one’s own opinion on some issues.

This leads to the goals of certification for these different systems:

1. PMI - determine the compliance of knowledge with formalized requirements in order to ensure a single semantic and conceptual space for project participants, ensure unambiguous understanding and clear interaction, unity of methods and tools.
2. IPMA - check the general level of training of specialists, taking into account experience (at levels above D a description of experience and a detailed analysis of one of the projects is provided), knowledge and understanding (written exam with the possibility of explaining answers), abilities and skills (team work on a case - 2nd day of certification for level C), the ability to defend one’s position (defending a project and an interview with assessors - day 3 of certification for level C).”

However, the following clarifications are necessary to the above comment:

1. « In IPMA, the requirements are not clearly defined; national, industry and other specificities are allowed. Therefore, the process of determining compliance allows for interpretation and one’s own opinion on some issues.» - based on my experience in certification IPMA I can say that the reason is not the admission of specifics, but the fact that they simply could not write the document strictly, and therefore cannot make it a standard.
2. For certification according to PMI starting from PMP confirmation of experience is also necessary, but unlike IPMA it is carried out only in a written description (without cases and interviews with assessors). The topics covered are broader than those described in PMBOK And code of ethics project managers, which implies that the person being certified has experience and skills in project management and knowledge that goes beyond PMBOK.

Accordingly, the written exams for these certifications differ significantly.

In PMI This is a computer-based exam consisting entirely of closed questions; there is no opportunity to comment on them. The exam is taken in Russian, maybe it is possible to take it in English, but I don’t know for sure.

In IPMA The written exam is taken on paper and consists of 25 closed and 25 open questions. Moreover, due to the lack of strictness of the scientific and technical code, comments on all questions, even closed ones, are allowed to be made, explaining why this answer option was chosen. Personally, this “blurring” of the exam really bothered me when taking it.

A few words still need to be said about the quality of translation into Russian PMBOK . There is a lot of criticism against translators, even the following statistics are given - the distortion of meanings ranges from 52.1% to 73.9%. These statistics were obtained by comparing the titles of figures and tables in the Russian and English versions and extending the results obtained to the entire text PMBOK . It is interesting that representatives of SOVNET (the project management association, which is a national Russian organization as part of IPMA ). At the same time, I have never come across information about how significantly these distortions influence the acquisition of project management knowledge and their applicability in practice. Personally, I encountered the following “surprise” of translation. IN PMBOK There are five project management process groups and one of them is called the “monitoring and management process group”, i.e. it turns out that among the process groups management there is a special group of monitoring processes and management, and then what do other groups have to do with management? I looked into the English version and it turned out that the English word controlling translated as management, as well as management . It was after this that I began to doubt the Russian translation.

I hope what I wrote will be interesting to someone, and maybe useful.:)

Advanced training program

Recruitment is underway. Start of training as the group is recruited.

Purpose of the program: structure project management knowledge in accordance with the requirements of the ICB standard of the International Project Management Association (IPMA) and the standard “Project Management: Fundamentals of Professional Knowledge, National Requirements for the Competence of Specialists” (NTK) of the Project Management Association SOVNET (Russia) and prepare students to take the international certification exam according to the IPMA system - SOVNET.

Training period: 1 month.

Period of study:

Price: 29 thousand rubles.

Form of study: full-time - correspondence.

Lesson mode: 2-3 weekdays in the evening (18:40 – 21:30) and Saturday afternoon (10:00 – 16:30) (May holidays from May 1 to May 10)

At the end:

• In case of successful final certification, a certificate from the National Research University Higher School of Economics of the established form for advanced training is issued.

Documents for admission:

• diploma of higher education with an appendix (and its copy, including the appendix)
• passport (and a copy of its pages: main and registration)
• 2 photos 3x4

PMI certification system

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

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

In order to qualify for the PMP title, a candidate with a higher education (bachelor's degree) requires at least 35 hours of training in project management (PDU - Project Development Unit) and at least 3 years of work experience in project management. A candidate with a high school 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

CAPM (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 tools and techniques to projects project management. The exam takes place in the form of a computer test on English language and with translation into Russian, consists of 150 questions and lasts 3 hours.

An applicant for the CAPM degree must have completed a high school education, at least 1,500 hours (at least 2 years) of project management experience, and 23 hours of full-time project management training.

The certificate is valid for 5 years.

PgMP certification

The PgMP (Program Management Professional) certification confirms the skills, knowledge, and ability to use 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 its past programs, the manager acted as a professional program manager.

To qualify for the exam, a graduate candidate (bachelor's degree) 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 is Audit and Panel Review, a review of the certification application data that determines how well the candidate's professional experience meets the PMI certification requirements. Only after successfully passing the audit and Panel Review does the candidate have the opportunity to take the Multiple-Choice Examination. The exam is conducted in the form of a 4-hour computer test of 170 questions based on business scenarios close to real ones. The third stage is Multi-rater Assessment (MRA) – an assessment of the level and activities of a program management specialist from the point of view of his managers, colleagues and subordinates. MRA is an analogue of personnel assessment using the 360 ​​degree method.

Certified PgMPs are required to renew their status every 3 years.

PMI-SP certification

The PMI-SP (PMI Scheduling Professional) certification demonstrates knowledge and skills in project schedule management based on the ANSI PMI PMBOK® GUIDE and PRACTICE STANDARD FOR SCHEDULING standards.

The exam is open to specialists with a diploma of complete secondary education who have at least 5,000 hours of work in the field of project scheduling and 40 hours of training in project schedule management, as well as specialists with a higher education diploma (bachelor's degree) who have 30 hours of training in project schedule management and at least 3,500 hours of practical work with a project schedule.

The PMI-SP degree exam takes place in the format of a computer test (170 questions) over 3.5 hours.

The certificate is valid for 3 years.

PMI-RMP Certification

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

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

The exam takes 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 higher education and five years (5 years) experience as a program coordinator, a set of projects.

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

Certified Project Management Professional ( Level C) can control simple projects and basic functions in complex projects. An applicant for IPMA (C) must have a higher education and three years of experience working 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 need work experience - only a document of higher education.

In Russia, services for conducting IPMA certification carried out by the Project Management Association (SOVNET), which is a corporate member of IPMA.

PRINCE2 certification system

PRINCE 2 Foundation– the first exam according to the British standard PRINCE2, which must be passed 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 computer test consisting of 75 questions.

PRINCE2 Practitioner– the second and last level of certification, characterizing high level specialist's competencies and allowing to manage projects based on theoretical and practical recommendations PRINCE2. The 2.5 hour exam includes 9 questions with 12 answer options.

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® (Project Management Expert) degree, the company's first level of certification, confirms knowledge in general project management, integration management, scope, schedule, cost, quality, team, communications, risk and project delivery.

The test consists of 200 questions and is conducted in Russian for 4 hours. However, the candidate is not required to have practical experience in project management or professional development training hours.

The PMEP© (Project Management Expert Practitioner) degree confirms the practical experience of the holder. At the time of application, 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 before a commission of experts, talking about one of the projects in the form of a presentation.

International Competence Baseline 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 application of PM methods and tools in practice. different countries peace.

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

Purpose

In 1998, at the congress of the IPMA Council of Delegates, 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 would establish norms and requirements that would determine the level of competence required for certification. Such requirements were determined by systematizing the experience accumulated up to that time in the field of PM and are described in the ICB.

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

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

The ICB compilers 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 manner. 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 edition of the ICB IPMA is 3.0, which was introduced in March 2006 to replace edition 2.0, which has been in force since 1999.

Structure

The ICB structure is based on 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. 1. ICB Eye Competency Chart

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

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 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 crises.”
3. Contextual competence - intended 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, “Implementation of a portfolio of projects and programs.”

Thus, the ICB standard describes a total of 46 competencies, structured into three competency groups.

Short description

The description of each of the 46 ICB competency elements contains:

1. title;
2. characteristics of the content;
3. possible (minimum) technological steps of the management process;
4. topics for familiarization with competence;
5. criteria for assessing 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 Competency

The ICB includes 15 behavioral elements of competence (Table 2).

Table 2. Behavioral Elements of ICB Competency

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

Table 3. Contextual elements of ICB competence

However, the ICB manual does not contain a description of specific methods, tools, methods. It contains descriptions of subject areas, methodological approaches to defining problems, and, where illustrative, some examples of methods. Methods and tools can be determined by the organizations themselves. The project manager should select methods and tools appropriate to the specific situation during project management.

The ICB also includes key terms and concepts, objectives, a summary of best practices in PM, skills, functions, processes, methods, technologies and tools that are commonly used in PM, as well as specific knowledge about innovations and their application in individual project management. . The ICB is presented in three languages: English, German and French.

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

• a basis for describing the competence of PM specialists in general;
• a methodological basis (“framework”) on which it is possible to create models of the competencies of PM specialists for various countries, subject areas and specific organizations;
• source for the development of various educational programs training of project management specialists, 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 provides professional knowledge of the project management process. The standard is issued by the Project Management Institute (PMI - Project Management Institute), located in Pennsylvania, USA. Official translation into Russian is carried out by the PMI representative office in Russia.

Purpose

PMBOK® contains methodological recommendations for managing an individual project, based on the best practices and best practices of project management specialists. The guide 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 material 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 has gone through several editions.

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

In 2004, PMI released its next creation, the PMBOK® Guide Third Edition, which became the largest distribution of the 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 the PMBOK® is updated regularly every four years.

Structure

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

Firstly, the main object of standardization is identified - the project, as well as the relationships between projects, programs, portfolios and operational activities.

Secondly, a typical project life cycle is described (Fig. 2) and the influence 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 technology of project management through the designation of groups management processes(five groups are identified) and functional areas (ten areas are identified).

Finally, the standard's appendix outlines the soft quality skills that are important to the project manager's performance. These skills include:

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

All of the above qualities can help a manager effectively implement the project management process.

Short description

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

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

The five process groups address a number of knowledge areas. PMBOK® 5th Edition highlights ten key areas:

1. Project Integration Management - includes the processes and activities necessary to define, clarify, combine, integrate 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 processes through which timely completion of the project is ensured;
4. project cost management (Project Cost Management) - combines the processes of managing costs and ensuring the completion of the project within the approved budget;
5. project quality management (Project Quality Management) - includes the processes and actions of the performing organization, the quality policy and is carried out through a quality management system that provides certain rules and procedures, as well as continuous process improvement activities carried out as 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 the occurrence and impact of favorable events and reduce the likelihood of the occurrence and impact of events unfavorable for the project during its implementation;
9. Project Procurement Management - includes the processes of purchasing or acquiring those necessary products, services or results that are produced outside the project organization;
10. Project Stakeholder Management - includes the processes necessary to identify individuals (or organizations) that can affect or are influenced by the project; and also includes those processes 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 created 47 processes that can be implemented by the management team during the implementation of the project. The description of each process contains four key element: inputs, outputs, tools and methods, steps of the procedure (techniques, instructions) for implementing the process. All processes contain the listed elements, which allows you not only to understand the management methodology, but also to apply specific project management techniques that have earned trust among project management professionals.

Practical value and application features

The standard can be used as a basis for unifying the design activities of an organization. It can also be useful in organizing project communication, establishing a common vocabulary and a common approach to project management. In addition, there are several limitations of the standard to consider.

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

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

GOST R 54 869-2011 “Project management. Requirements for project management"

GOST R 54 869 establishes requirements for the project management process from its beginning 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 project management requirements to ensure the effective achievement of project goals. 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 individual project activities with the requirements specified in the standard.

This standard was approved on January 9, 2013. At the time of writing, there were no other versions 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 the following processes are distinguished:

• initiation;
• planning;
• organization of execution;
• 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 organizing the project management process itself. The appendix outlines the basic concepts of project management and their relationships.

Short description

GOST R 54 869 contains a number of key sections, each of which describes the requirements for individual control 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 actions. The planning process includes planning processes for individual project areas:
   • project scope planning - determining project requirements and scope of project work;
   • developing a schedule - determining the start and end dates of the project, key events, stages and the project as a whole;
   • project budget planning - determining the order and volume of project support financial resources;
   • project personnel planning - determining the procedure for providing the project with human resources;
   • procurement planning in the project - determining the procedure and volume of providing the project with products and services purchased from third parties;
   • risk response planning - identifying the main risks of the project and how to deal 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;
   • planning change management in the project - determining the order of work with changes in the project.
3. The process of organizing project execution is organizing the implementation of the project according to developed plans.
4. The process of monitoring project execution is checking the compliance of the processes and product of the project with established requirements.
5. The project completion process is the formal closure of the project.
6. Requirements for managing project documents - General requirements requirements for document flow.

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

• project customer - individual or entity, which 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 the 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, the standard does not contain requirements mandatory for any specific type of project; there are no requirements for methods for 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 national requirements developed by the Russian Project Management Association (SOVNET) based on the ICB IPMA standard, taking into account the developments carried out and the accumulated experience of PM in Russia.

The Russian National Project Management Association (SOVNET) was created at the end of 1990, and in February 1991 it 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 Competency Requirements (NTC, NCB). When developing STC, national associations are given a certain freedom of action to take into account the characteristics of national culture and achievements in the field of project management.

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

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

Structure

Based on the developments and experience of SOVNET, the 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 “system model of project management”.

The system model represents collapsed structures (“trees”), including all elements of project management, grouped into three blocks: management objects, management subjects, management process. All elements of the ICB Eye model correspond to the named blocks of the project management system model.

In STC, all elements of competence are grouped in accordance with 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.

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

The total number of competence elements (competencies) in the scientific and technical complex is 55. The ratio of the content of the description of the competence elements in the ICB and scientific and technical complex is summarized in Table 4.

Table 4. Correlation between the content of competency descriptions in ICB and STC

Of the additional elements of competence, four competencies are separated into a separate group of competencies called “Basic (general) competence,” which is represented by the “Pupil” in the “Eye” competence diagram of the STC (Fig. 3).

Rice. 3. Competency diagram "Eye" NTC

Short description

The scientific and technical code describes 55 elements of competence (competencies). Description of each item includes:

1. key definition - general idea about competence;
2. body of knowledge - allows you to describe in more detail the purpose of the element of competence in 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 assessing competence by level - assessment criteria necessary for certification of specialists at each level;
6. main connections - listing other elements of competence with which the described competence is closely related.

The scientific and technical complex includes 10 elements of competence included in the group “Management objects and contextual competence” (Table 5).

Table 5. Elements included in the group “Management objects and contextual competence”

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

Table 6. Elements included in the group “Management subjects and behavioral competence”

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

Table 7. Elements included in the group “Management processes and technical competence”

The scientific and technical complex includes four elements of competence included in the group “General competence” (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 scientific and technical code, as well as in the ICB, is insufficient for the provisions of the standard to be applied in practice. Therefore, it is assumed that for practical application, the provisions of the standard must be localized, and the necessary methods and tools selected or developed based on the needs of projects in a specific application area.

Practical value and application features

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

• the basis for ensuring terminological unity in project management in Russia;
• a source of systematic description of a model that allows one to identify potential project management problems and develop methods and means for solving these problems;
• a 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 of PM specialists for various subject areas and specific organizations in Russia;
• 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 companies in Russia.

“In terms of its content and information richness, STC in its present form represents 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".

To make it easier for you, I combined the information on them into one table. I included in the types of certification something that is quite common in Russia and can help you in your career. Generally speaking, there are 3 areas of certification:

• project management- general approach to project management. The most well-known certification is Project Management Professional ( PMP)
• andsoftware life cycle(Application Lifetime Management, ALM) - includes such approaches to software creation as RUP and MSF
• separate software tools for project management

Type of training	Description	Project management experience requirements	Language	Estimated costs for certification	Deadlines	Where to find information
PMP and PMI-ACP		3 years of project management	English Russian	From 20000r to 60000r	1.5 – 3 months	pmi.org pmi.ru
PRINCE2	International Certification in Project Management	No	English	From RUB 12,000 (PRINCE2 Foundation)	1.5 - 3 months	---
PME	Russian analogue of PMP	No	Russian	From 7000 rub. If you were trained at pmexpert – from 3000 rubles	1.5 – 3 months	pmexpert.ru
IPMA A/B/C/D	European Certification in Project Management	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 MS Project/Server	No	English	From 1700 rub.	1 – 2 months	microsoft.com
ITIL	IT Service Management Certification	No	English	Basic level ITIL Foundation – 6600 rub.	1-2 months	itexpert.ru
CompTIA Project+	Project management	No	English	From 9000r	1.5-3 months	certification. comptia.org
MCP 70-301	Microsoft Solution Framework	No	English	From 1700r	1.5-3 months	microsoft.com

If you have any questions about how to pass this or that certification, write in the comments. I can advise on obtaining PMP/PME and MCTS. Both certifications are provided through Prometric. You can take the 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).

There are three classic, most popular certifications in Russia: PMI, IPMA, PRINCE2.

These systems are similar, but are aimed at solving different tasks and have different target audiences.

PMI Certification

PMI certification represents a process school in project management.

Process school focuses on process standardization. Representatives of this school believe that to obtain a high-quality result, it is enough to build a high-quality process. The relevant standards describe the processes, tools and techniques that are used in these processes.

The most famous organization representing the process school is the Project Management Institute (PMI). The Institute releases its standard Project Management Body Of Knowledge (PMBOK)® - Project Management Body of Knowledge.

The book describes the processes that a project manager must use to keep a project under control. For each process the following are described:

• input data,
• results,
• tools,
• technology,
• methods.

After successfully completing the certification, the candidate receives the title Project Management Professional (PMP)® - project management professional.

To obtain the PMP certification, you must not only demonstrate that you know and understand the contents of the PMBOK®, but also demonstrate that you have some experience in project management.

The exam takes the form of computer testing and lasts 4 hours. Out of 200 questions, 175 are taken into account, the passing score is 61%, the cost of the exam is $555.

The PMP certificate is valid for 5 years, after which it can be renewed. The certificate must be renewed every three years; to renew, you must obtain 60 PDUs (Professional Development Units). Accounting and accrual of PDU is carried out in personal account specialist on the PMI website. You can receive PDU for participating in educational activities and professional conferences, for volunteer activities.

The presence of a PMP certificate means that its owner can be entrusted with a serious, large-scale, expensive project. Just as we, when choosing, for example, a dentist, strive to assess his professional qualifications - and for this we check whether he has professional certificates and special diplomas. medical education, the business owner also strives to make sure that he trusts his project and his money to a true professional. And this confidence is given to him by the fact that the candidate for the role of project manager has a PMP certificate.

Today there are more than 700,000 PMPs in the world.

Example question from PMI certification:

IPMA certification

Another well-known direction in project management is the competency-based school.

The focus here is on the competencies of project managers. The relevant standards describe the qualities, knowledge and skills of people working in project management.

The main organization representing the competency-based school in the world is the International Project Management Association IPMA (International Project Management Association).

IPMA is widely represented throughout the world through a network of national associations - today there are more than 60 of them.

Representatives of this school believe that it is not processes that need to be standardized, but people. If a specialist has a certain set of elements of competence, then, regardless of whether processes are built in the organization or not, he can be thrown on any project - availability key competencies will allow him to get his bearings, assemble a team, select tools and successfully complete the project.

This approach is reflected in the PM ICB standard developed by IPMA - Project Management International Competence Baseline. The ICB contains competency requirements for project management professionals.

Currently, each of the national associations is developing its own national standard, adapted to local conditions, but based on the ICB. In Russia IPMA represents non-profit organization SOVNET, which developed and maintains NTK - National Competency Requirements in the Field of Project Management.

IPMA certification includes four levels:

• Level A. Certified Project Director. The level of the top manager of an organization who controls the entire portfolio of the company's projects. Today in Russia there are only 150 specialists of this level.
• Level B: Certified Senior Project Manager. The level of project curator is a manager who simultaneously controls a number of projects. This is a specialist who sets milestones, requests information, and organizes work on projects.
• Level C. Certified Project Manager. Having a Level C certificate confirms that a specialist can be trusted to independently manage a project. In order to receive a Level C certificate, the candidate must demonstrate practical experience working on projects.
• Level D. Certified specialist. This is a basic level certificate, the presence of which confirms that the specialist has all the necessary competencies to work as a member of the project team. When completing Level D certification, you are not required to demonstrate practical experience working on projects.

The figure below shows the structure and cost of passing the exam for different levels of IPMA certification.

The examination session lasts three days:

• On the first day there is a written test. The test includes closed and open questions: answering closed questions, the candidate chooses one of the proposed options; answering an open-ended question, writes a one-page essay. Moreover, even when answering closed questions, the candidate can leave comments on the answer. The answers are evaluated not by a computer, but by an assessor, and in controversial situations, he can take into account what is written in the comments and remove penalty points from the candidate.
• On the second day of the certification session, a business game is held (for levels C, B and A). Teams are formed from candidates, each team receives a case and develops key management documents for this case. During the game, assessors observe the candidates: who communicates how, how the team distributed the work, how the team determined the leader, etc., and draw appropriate conclusions. At the end of the game, the team makes a presentation, a formal assessment of the work performed is performed, and the assessors render their verdict.
• On the third day of the assessment session, personal interviews are held: first, the candidate presents his experience using the example of one of his projects, the assessors ask questions, and make a final decision.

Example of a closed question from IPMA certification

Development of a project domain management concept does not include:

1. Analysis of the problem and need for the project;
2. Analysis of the reasons causing deviations in the subject area of ​​the project;
3. Clarification of the main characteristics of the project;
4. All of the above;
5. A and B;
6. A and C;
7. B and C;
8. None of the options.

Example of an open question from IPMA certification

How are the volume of work, its speed and the amount of resource related?

The IPMA certificate is valid for 5 years; to renew it you must pass an exam. In total, there are about 500,000 holders of such certificates in the world.

PRINCE2® Certified

There is another popular international certification system for project managers, which does not belong to any of the above schools - PRINCE2®.

This is a method that was developed in the late 1980s. in the UK government as a way of managing informatization projects. Over time, this method moved to a new qualitative level and became universal, applicable to projects of any type. The method is used at the government level in almost all EU countries to implement important large-scale projects.

An example is the recently implemented seaport reconstruction project in Rotterdam (Netherlands). PRINCE2® is the official implementation method for all UN projects, and a very similar method is used by the European Commission.

The Managing successful projects with PRINCE2® guide is a guide to action that describes three things:

• Principles of Project Management
• Project Management Tools
• Sequence of actions in project management

Today, this method is the most popular in the field of project management due to its practicality and adaptability for large and small projects.

In total, there are more than 1,500,000 certified PRINCE2® specialists worldwide.

The certification system includes three levels:

• PRINCE2® Foundation. A certificate at this level confirms that the specialist knows the contents of the PRINCE2® manual and correctly understands all professional terms. The exam lasts 1 hour, includes 75 questions, and to receive a certificate you must answer 50% of the questions correctly. The cost of certification is 12,000 rubles.
• PRINCE2® Practitioner. A certificate at this level confirms that the specialist knows the contents of the manual and knows how to adapt the method to his project. This exam is more difficult because it tests not knowledge of the book, but the ability to apply knowledge in a specific situation. The candidate receives a case and answers 80 questions about this case. To receive a certificate, he must answer 55% of the questions correctly in 2.5 hours. The cost of certification is 16,000 rubles.
• PRINCE2® Professional. The most “advanced” level of certification, not yet available in Russia. A certificate of this level confirms that a specialist not only knows and can apply the method in practice, but is also able to implement the method in a particular organization. To receive a certificate, the candidate must undergo a three-day examination session at the assessment center, including a personal interview with assessors.

Example question from the PRINCE2® Practitioner certification

At the end of the initiation phase, the project manager updated the project plan to show how and when all expected benefits from the promotional calendar would be measured and recorded.

Is this an appropriate use of PRINCE2® in this project?

1. No, because all changes to the project plan must be approved by the project management board.
2. No, because most of expected benefits will be achieved after the project is closed.
3. Yes, because it is important to define a way to measure each benefit so that measurable improvements can be made.
4. Yes, because the expected benefits of a promotional calendar can be measured over the life of the project.

The first Russian national certification PM STANDARD

PM STANDARD certification is the first national certification system in the field of project management, conceived as certification according to Russian GOSTs:

• GOST R ISO 10006-2005 “Guide to quality management in design”
• GOST R 54869 – 2011 “Project management. Requirements for project management"
• GOST R 54871 – 2011 “Project management. Requirements for program management"
• GOST R 54870 – 2011 “Project management. Requirements for project portfolio management"
• GOST R ISO 21500 – 2014 “Guide to project management”

Today, a basic level of certification is available.

5 more levels are being prepared for release. Certification for project managers will be available at the end of March 2017.

The cost of basic level certification is 7,000 rubles, which sets it apart from others presented at Russian market systems

Testing is carried out in regional centers certification using a specially designed information system certification.

The Basic Level exam lasts 90 minutes and includes 60 closed and 2 open questions. Closed questions may have multiple correct answers and provide the opportunity to leave comments.

The answers are checked by both the computer and the assessor, who can add points in a controversial situation.

To receive a certificate, the candidate must answer 70% of the questions correctly. The certificate is valid for 5 years; to renew, you must retake the exam.

As of the day of publication of the material (9 months from the start), more than 400 people have already been certified, including managers and employees of project offices of a number of bodies government authorities and state-owned companies.

Since PM STANDARD certification within an organization allows for the introduction of a unified project management language, the main interest in this certification is the organization, in contrast to the three systems described above, where the main interest is the candidate.

Example of a closed certification question PM STANDARD BASIC

Which of the following statements are true?

(Please provide multiple answer options)

1. Constraints influence the management decisions made on the project. Constraints and requirements are interrelated.
2. When reducing project timescales, it is necessary to either increase costs, or reduce the volume of required results, or both
3. The success of the project depends, among other things, on whether there is agreement and the same understanding of the limitations among key Stakeholders
4. There are only four constraints on a project: project scope, quality of results, schedule and costs.