Reinhard Wagner
We are IPMA 1
Reinhard Wagner
30 years of experience in project-based leadership,
mainly in Automotive Project Management
Based in Friedberg / Bavaria, nearby Munich
Chairman of Executive Board of GPM, the
German Project Management Association
President of IPMA, International
Project Management Association
Convenor of ISO / TC 258 SG 04
on Programme Management and
past Convenor of the ISO 21500
project management processes
Contact: rw@projektivisten.com
Modern Project Management Granada 2015 2
Projects in a historical perspective
Adam Smith,
Pyramids of Gizeh, Wealth of the
2500 B.C. nations, 1776
Projects as Projects as
Change Political Processes
Processes
Project
Projects as Projects as
Temporary Organizations Intervention Processes
Projects as Projects as
Development Processes Value Creation Processes
Global PM Survey 2010: European Business School, GPM German Project Management Association and
IPMA International Project Management Association. Survey covers 449 organisations from 49 countries
DB Research, 2007
Project economy GPM / EBS, 2011
will grow 40% of the weekly
from 2% to 15% in 2020 working time is project-
based, in three years this
will increase to 47 %
ISO 21504:2015
Project
Operations, service and recycling
Result
Result Result
Cost Time
Cost Date
Cost Time
Project
Project
Project
Programme Manager
Functional Manager(s)
KPI
Program Scorecard
Targets
Goals
Measures
KPI
Project Scorecard
Targets
Goals
Measures
KPI
Targets
Aligning strategy
with projects Projects
Context
Status
quo
Strenghts Weaknesses Our values
Opportunities Threats
3. Integration phase
Challenges
Development of a
with the
holistic organism context
2. Differentiation phase
1. Pioneer phase
PM(O)
Establishment of an
System
informal organisation transparency
around a person
Source: Glasl, F.; Lievegoed, B.: Dynamische Unternehmensentwicklung. 4. Auflage. Haupt Verlag. 2011
Self Assessment
Modern Project Management Granada 2015 22
The new Project Excellence Model,
IPMA Project Excellence Baseline
Fotolia
3.02 3.03
Cont ext ual Compet ence Element s 2.04 2.05 2.06
Pg Pf Technical Compet ence Element s As R O
Programme
orientation
Portfolio
orientation
Behavioral Compet ence Element s Assertiveness Relaxation Openness
3.04 3.05 1.01 1.02 1.03 1.04 1.05 2.07 2.08 2.09
Pp Po Ps Ip Rq Ri Q Cy Ro E
Project, prog- Permanent Project Interested Project re- Risk & Quality Creativity Results Efficiency
ram & port- organization management parties quirements & opportunities orientation
folio implemen. success objectives
3.06 3.07 1.06 1.07 1.08 1.09 1.10 2.10 2.11 2.12
Bu Sa Po T Pb Ps Sd Co Ne Cc
Business Systems, Project Teamwork Problem Project Scope & Consultation Negotiation Conflict &
products & organization resolution structures deliverables crisis
technology
3.08 3.09 1.11 1.12 1.13 1.14 1.15 2.13 2.14
Pe Hs Tp Re C Cn Ch Rl Va
Personnel Health, secu- Time & project Cost & Procurement & Changes Reliability Values
management rity, safety, & phases Resources finance contract appreciation
environment
3.10
Fi
3.11
Le
1.16
Cr
1.17
In
1.18
Ca
1.19
Su
1.20
Cs
2.15
Et
ICB: IPMA
Finance Legal Control &
reports
Information & Communica-
documentation tion
Project
startup
Project Ethics Competence
closeout
Baseline
Modern Project Management Granada 2015 25
What is unique about IPMA?
ICB 4.0
PEB 1.0
OCB 1.0
Fotolia