List of certified international certificate ipma. Project Management Certification. Guide to the Project Management Body of Knowledge

At present, the world has over 600,000 PMP ® professionals, which provide project management services in 130 countries, of which 1,000 specialists work in Russia. In many corporations, one of the key requirements for a specialist when applying for a job or promotion is to have a certificate. PMI®, the most prestigious testament to your expertise in project management. Center "Specialist" at MSTU. N.E. Bauman is a Microsoft gold partner and the best Microsoft training center in Russia, Central and Eastern Europe. The Center conducts comprehensive training and preparation for certification according to the standards of the Project Management Institute (PMI)®, as well as courses based on Microsoft Project , - the world standard in the field of project management. Since 2002, the Center has been providing services for the development and implementation corporate systems project management (EPM) based on Microsoft Project.

Getting PMI Certification

Changing PMP Certification Requirements

To obtain any certified PMI status (including the world's most popular PMP status), you must dial a certain amount of PDU points (what is a PDU) without dividing the PDU according to the "triangle of competencies".

PMP, PMI, CAPM, PgMP, PMI-SP, PMI-RMP, PMBOK and The PMI Registered Education Provider logo are registered marks of the Project Management Institute.

International Competence Baseline of the International project management Association (ICB IPMA) - 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 in practice of the methods and means of PM in different countries peace.

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 is based on national requirements to the competence (National Competence Baseline, NCB, NTK) 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 effect 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;
• methodological basis (“framework”), on which it is possible to create competency models for 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 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® contains guidelines to manage a particular project, based on best practics and innovate experience project management specialists. The manual defines key aspects project management, and also describes the project management life cycle and related processes.

PMBOK® is a universal standard and can be used as the main project management reference for programs professional development and certification. 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 management processes(five groups are marked) 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 involvement of these persons (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 general description 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 - determining the order and scope 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 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. Project document management requirements - General requirements submitted for document flow.

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

• project customer - an 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 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 ("tree"), including all elements 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

From additional elements In terms of competencies, 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. 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 the PM;
3. possible process steps - minimum set 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 the training of 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 saturation, 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 normative documents for project management".

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 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.

International certification of PM specialists - the process of determining compliance:

Professional knowledge, experience and skills of the candidate - the established requirements for a PM specialist;

The activities of the candidate - the code of ethics of the project manager.

The certificate is a confirmation of the experience and professionalism of a specialist in the field of PM by an independent, authoritative body.

Benefits of certified PM specialists:

International recognition of qualifications and competence;

Personal advantage for career growth;

Benefits of companies with certified PM specialists:

Meeting the needs of the organization in qualified specialists in the field of PM;

Improving the efficiency of organizations using the services of certified project managers;

Among international programs PM certification can be divided into two most significant:

1) certification according to the standards of the International Project Management Association (IPMA);

2) certification according to the standards of the American Project Management Institute (PMI).

3.2.1. International Project Management Association (IPMA) Certification

The IPMA certification system is based on international requirements for the competence of project management specialists (IBC - International Competence Baseline). The certification system is designed to determine the compliance of the professional knowledge, experience and skills of candidates with the established requirements for specialists in the field of PM. The IPMA certification program includes four levels, each of which has its own compliance requirements. According to the results of certification, a specialist can be awarded one of the following titles, depending on the level of certification:

1) the project director (Project Director, IPMA Level A) is able to manage a portfolio of projects or a program, and not just a single single project, using appropriate methodology and tools;

2) senior project manager (Senior Project Manager, IPMA Level B) is able to manage a complex project, coordinate several subprojects within its framework;

3) the project manager (Project Manager, IPMA Level C) is able to manage a project of limited complexity. This indicates that in addition to his ability to apply knowledge in PM, he also demonstrated an appropriate level of experience;

4) Assistant Project Manager (Project Manager Associate, IPMA Level D) is able to apply knowledge in the field of PM and can be involved in the project as one of the members of the management team, but his general knowledge insufficient for more complex tasks.

Be able to manage all projects of the company, or projects of its division, or all projects of the program;

Have at least five years of experience in managing complex projects and programs, of which at least three years - leadership, coordination and management of a portfolio of projects;

Be able to manage the coordination and control of all projects of the company or its branch;

Be responsible for the implementation of the PM, the development of guidance and regulatory materials, as well as the application of the main methods and means of the PM.

The Senior Project Manager should:

Be able to independently manage complex projects;

Have at least five years of experience as a PM, of which at least three years - as responsible for the management and management of complex projects;

Be able to manage the coordination and control of all projects of the company or its department;

Have a portfolio of specific strategic proposals for general management in company;

Participate in the training of personnel involved in PM and project managers;

Be responsible for the implementation of PM, the development of guidance and regulatory materials, as well as for the application of the main methods and means of PM.

The project manager must:

Be able to independently manage simple projects and assist the manager of complex projects in all functional areas of the PM;

Have a minimum of three years of PM experience as a leader in the functional areas of a simple project;

Be responsible for the implementation of a simple project;

Manage small teams of PM staff;

Apply methods, means and tools of PM;

Be able to work as a team leader of a complex project team and be responsible for its relevant parameters.

The Assistant Project Manager should:

Possess knowledge in all areas of PM and be able to apply it in some areas as a specialist;

Possess a wide range of knowledge in PM and be able to apply this knowledge in practice;

Be able to act as a project team member in any functional area of ​​PM.

Requirements for project management professionals different levels certification are given in Table. 3.1.

Table 3.1. Requirements for PM specialists of different levels of certification

Requirement for specialists	Level of certification
1. Ability to manage:
- a program, a set of projects
- complex projects
– simple projects, basic functions in complex projects
– individual functions in the project based on their knowledge
2. Experience:
– program coordinator, complex of projects (five years)
- project manager (five years)
– in the project team (three years)
3. Higher education
4. Owning one of foreign languages(English, French, German)

General scheme stages of the certification process for different levels of certification is presented in Table. 3.2.

Table 3.2. General scheme of stages of the certification process for different levels of certification

Stage	Level of certification
1. Provision of input documents
1.1. Certificate of payment of the certification fee
1.2. Application for certification and questionnaire
1.3. Completed self-assessment form
1.4. List of completed projects
2. Participation in the workshop
3. Submission of a summary of the project
4. Presentation of the project report
5. Written exam
6. Interview
7. Presentation of certificate/appeal
8. Recertification

Certification is carried out by authorized certification bodies in the IRMA member countries. Certification can be carried out both on the basis of 1CB and on the basis of national requirements for the competence of specialists developed in accordance with the requirements of 1PMA. The 1PMA maintains a general register of certified professionals and ensures that certificates issued in one country are valid in any other country.

3.2.2. American Project Management Institute (PMI) Certification

The PMI certification system is based on the PMBOK standard.

Certification Levels:

Professional project manager (PMP - Project Management Professional);

Certified PM Specialist (CAPM - Certified Associate in Project Management).

Professional project manager (PMP - Project Management Professional). PMP certification requires theoretical knowledge in the field of PM and confirmation of practical experience in the application of this theoretical knowledge.

At the time of application, the candidate must have a higher education with at least a bachelor's degree and at least 4,500 hours of work in the field of PM in five process groups. The number of hours on completed proof of experience forms must add up to 4,500, and project dates must show that the candidate has at least three years (36 non-overlapping months) of PM experience in the six years prior to application.

If, at the time of application, the candidate does not have higher education but holds a high school diploma, they must demonstrate at least 7,500 hours of work in PM in the eight years prior to application.

For each project in which the candidate participated, a separate form of confirmation of experience is filled out. In addition to the project data, the candidate must indicate the approximate number of hours spent on the project in one or more process groups (in the sum of all projects, the candidate must have experience in all process groups). This description should contain a list of specific management procedures that the candidate performed as a project manager, structured under five main processes (initiation, planning, execution, control, completion).

The candidate must also have at least 35 hours of training in PM. The candidate may indicate any training in this field regardless of the date. In addition, the candidate must sign and abide by the Code professional ethics project manager.

The final step in obtaining PMP status is the passing of an exam-test designed to objectively assess the candidate's knowledge in the field of project management. The PMP exam takes place at Prometric International Centers around the world. In Russia on this moment There are two such centers - in Moscow and in St. Petersburg. Four astronomical hours are allotted for the entire exam, during which 200 questions must be answered. The candidate must choose the correct answer from the four options provided. Most of the questions require a detailed knowledge of the PMI (PMBOK) standards. However, there are questions that require the candidate to have practical experience. Since 2006, the exam can be taken in Russian. For successful delivery examination, the candidate must correctly answer approximately two-thirds of the questions.

Certified Associate in Project Management (CAPM). This certificate is intended for professionals who have knowledge in the field of PM, but do not yet have sufficient practical experience. A CAPM is a PM practitioner who has demonstrated basic knowledge as well as the ability to apply PM tools and methodologies. As a member of the project team, the certified professional usually seeks guidance, guidance, and approval from more experienced PM practitioners.

The CAPM typically performs the following tasks:

Assistance in the evaluation of UE plans;

Evaluation of performance indicators and reserves;

Assistance in clarifying project requirements, assumptions and limitations;

Support for administrative and financial completion.

To earn a CAPM degree, a candidate must meet the education and experience requirements of the PMI and demonstrate a high level of understanding and knowledge of PM as evidenced by the Certified PM Examination. The exam is similar in form to the PMP exam, but consists of 150 questions and lasts three hours.

At the time of application, the candidate must have a higher education with at least a bachelor's degree and at least 1,500 hours of work in the field of PM in five process groups. If at the time of application, the candidate does not have a higher education, but has a diploma of complete secondary education, then he must confirm at least 2500 hours of work in the field of PM in the period of three years prior to application. The candidate must also have at least 23 hours of training in PM.

Beginning in 2007, PMI plans to launch a new Program Management Professional (PgMPSM) certification program.

• 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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