Pm Profession Guide v1.14 March09

IBM Project Management Profession Guide

Version 1.14

March, 2009

Copyright © 2004 IBM Corporation

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March, 2009 Version 1.14 i

Table of Contents

TABLE OF CONTENTS ........................................................................... I

0. READ THIS FIRST! ............................................................................. 1 0.1. THE PURPOSE OF THIS GUIDE ........................................................ 1 0.2. TERMINOLOGY CONVENTIONS IN THIS GUIDE................................... 2 0.3. THE STRUCTURE OF THIS GUIDE..................................................... 4 0.4. INTENDED AUDIENCES AND USE OF THE GUIDE................................ 5

0.4.1. IBM employees interested in an overview.......................... 6 0.4.2. New entrants to the profession from within IBM................. 6 0.4.3. Professional hires from outside IBM................................... 7 0.4.4. Current members of the profession.................................... 7

Associate and Advisory .......................................................... 7 Senior and Executive (initial certification).............................. 8 Recertification candidates ...................................................... 8 Level-move candidates........................................................... 8

0.4.5. Managers and mentors of project management professionals .......................................................................... 9

0.5. GUIDE NAVIGATION AND PRINTING................................................ 10 0.5.1. The basic screen .............................................................. 10 0.5.2. Navigation tips.................................................................. 11 0.5.3. Tips for printing................................................................. 12 0.5.4. If you have problems … ................................................... 13

0.6. OWNERSHIP AND MAINTENANCE OF THIS GUIDE ............................ 14 0.6.1. Where to send feedback/suggestions .............................. 14

1. THE IBM PROJECT MANAGEMENT PROFESSION: AN OVERVIEW................................................................................ 15 1.1 VISION OF THE PROFESSIONS IN IBM............................................ 15 1.2 MISSION OF THE PROFESSIONS IN IBM ......................................... 15 1.3 THE PROJECT MANAGEMENT PROFESSION IN IBM.......................... 16

1.3.1 The Project Management Center of Excellence ............. 17 1.3.2 The emergence of a project management profession .... 17 1.3.3 The profession’s structure and governance model......... 18 1.3.4 IBM’s commitment to the profession .............................. 19 1.3.5 For additional information............................................... 20 1.3.6 Global Business Services (GBS) Certification................ 20

1.4 BENEFITS OF BEING PART OF THE PROFESSION IN IBM .................. 22 1.5 THE JOB OF THE PROJECT MANAGEMENT PROFESSIONAL............... 24 1.6 YOUR GROWTH IN THE PM PROFESSION ....................................... 25

1.6.1 Career milestones in the profession............................... 25 1.6.2 Profession qualification process..................................... 26 1.6.3 Declaring a “specialty” .................................................... 28

1.6.3.1 Currency of Specialties.......................................... 29 1.6.4 Accreditation and initial certification: requirements

summary............................................................................... 30

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1.6.4.1 General requirements............................................ 31 1.6.4.2 Definition of projects .............................................. 32

1.6.5 Recertification: maintaining profession currency within the same title .............................................................................. 34 1.6.5.1 Summary of requirements for recertification.......... 34 1.6.5.2 The recertification process .................................... 35 1.6.5.3 Recertification policy requirement ......................... 35

1.6.6 Progressing to another PM Profession Milestone (“Level move”) .................................................................................. 36 1.6.6.1 Requirements for level moves ............................... 36 1.6.6.2 The level move process......................................... 37

1.7 PROFESSION MILESTONES AND PROMOTION.................................. 38 1.7.1 Profession milestones .................................................... 38 1.7.2 The distinction between achieving milestones and

receiving promotions ............................................................ 38 1.7.3 Profession-related HR Policies....................................... 39

1.8 THE PROJECT MANAGEMENT INSTITUTE (PMI) AND IBM................ 40 1.8.1 The Project Management Professional examination ...... 40 1.8.2 Membership in professional associations....................... 41 1.8.3 Benefits of the relationship between IBM and PMI......... 41

2. PLANNING FOR PROFESSION MILESTONES: ROLES AND TOOLS............................................................................................. 42 2.1 CAREER PLANNING AND THE PROFESSION: THE RELATIONSHIP....... 42 2.2 THE ROLES INVOLVED................................................................... 43

2.2.1 You, as a project management professional .................. 43 2.2.2 The manager .................................................................. 44 2.2.3 The mentor ..................................................................... 46

2.3 THE TOOLS INVOLVED................................................................... 48 2.3.1 CareerPlanner ................................................................ 48 2.3.2 Skills assessment tools .................................................. 48

2.3.2.1 Professional Development Tool............................. 48 2.3.2.2 Project management skills assessment ................ 49

2.3.3 Personal Business Commitments (PBC)........................ 51 2.3.4 Individual Development Plans (IDP)............................... 51 2.3.5 The Professions Certification Tool.................................. 52

2.4 ACHIEVING PROFESSION MILESTONES: A HIGH LEVEL APPROACH.... 53

3. DEVELOPING YOUR PROFESSION MILESTONE PLAN ............. 54 3.1 THE STEP AT A GLANCE ................................................................ 54 3.2 COMPLETING THE STEP ................................................................ 55

3.2.1 Identify your profession milestone.................................. 56 3.2.1.1 People new to the profession ................................ 56 3.2.1.2 People already in the profession ........................... 57

3.2.2 Review milestone requirements ..................................... 58 3.2.2.1 Skills ...................................................................... 59 3.2.2.2 Résumé ................................................................. 61 3.2.2.3 Experience............................................................. 62 3.2.2.4 Education............................................................... 63 3.2.2.5 Knowledge............................................................. 66 3.2.2.6 Projects.................................................................. 67 3.2.2.7 Giveback................................................................ 71

0.1. The purpose of this guide

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3.2.3 Executive PM Certification.............................................. 72 3.2.3.1 Differentiation from Senior PM Certification .......... 72 3.2.3.2 The Executive PM Job Description........................ 72 3.2.3.3 Other considerations ............................................. 73 3.2.3.4 Approving and Assessing Executive PM Certification

Packages........................................................................ 73 3.2.3.5 Defining Complexity............................................... 74 3.2.3.6 Assessing Complexity ........................................... 74 3.2.2.7 Giveback................................................................... 77

3.2.4 Perform self-assessment and determine gaps ............... 78 3.2.5 Develop action plan to achieve milestone ...................... 79

3.3 THE NEXT STEP ............................................................................ 81

4. ACHIEVING ASSOCIATE AND ADVISORY PROFESSION MILESTONES.................................................................................. 83 4.1 THE STEP AT A GLANCE ................................................................ 83 4.2 COMPLETING THE STEP ................................................................ 84

4.2.1 Execute profession milestone plan................................. 84 4.2.2 Validate and document fulfillment of milestone

requirements......................................................................... 84 4.2.2.1 Skills ...................................................................... 85 4.2.2.2 Résumé ................................................................. 86 4.2.2.3 Experience............................................................. 87 4.2.2.4 Education............................................................... 88 4.2.2.5 Knowledge............................................................. 89 4.2.2.6 Projects.................................................................. 90

4.2.3 Finalize documentation and verify completeness........... 91 4.2.4 Submit documentation for approval................................ 92

4.3 THE “ACCREDITATION” APPROVAL PROCESS .................................. 92

5. ACHIEVING SENIOR AND EXECUTIVE PROFESSION MILESTONES.................................................................................. 93 5.1 THE STEP AT A GLANCE ................................................................ 93 5.2 COMPLETING THE STEP ................................................................ 94

5.2.1 Execute profession milestone plan................................. 94 5.2.2 Validate and document fulfillment of milestone

requirements......................................................................... 94 5.2.2.1 Skills ...................................................................... 95 5.2.2.2 Résumé ................................................................. 96 5.2.2.3 Experience............................................................. 97 5.2.2.4 Education............................................................... 98 5.2.2.5 Knowledge............................................................. 99 5.2.2.6 Projects................................................................ 100 5.2.2.7 Giveback.............................................................. 101

5.2.3 Finalize documentation and verify completeness......... 101 5.2.4 Submit documentation for approval.............................. 103

5.3 THE PROJECT MANAGEMENT BOARD REVIEW PROCESS.............. 104

6. RECERTIFICATION: MAINTAINING YOUR STATUS.................. 107 6.1 THE RECERTIFICATION PROCESS ................................................ 107 6.2 MAINTAINING STATUS AS A PMI PROJECT MANAGEMENT

PROFESSIONAL .......................................................................... 108

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6.3 PREPARING AND SUBMITTING YOUR RECERTIFICATION PACKAGE.. 109 6.3.1 Review requirements for recertification ........................ 109

6.3.1.1 Currency in the profession................................... 109 6.3.1.2 Continuing education........................................... 110 6.3.1.3 Professional contributions: giveback activity ....... 112 6.3.1.4 Skills re-assessment............................................ 113 6.3.1.5 Replacing a specialty or declaring a second

specialty........................................................................ 113 6.3.2 Document and submit your package............................ 114

6.4 INACTIVE STATUS ....................................................................... 115 6.5 PART-TIME EMPLOYEES …. MAINTAINING YOUR STATUS.............. 116

7. PROGRESSING TO ANOTHER PM PROFESSION MILESTONE (“LEVEL MOVE”) .......................................................................... 118 7.1 THE (“LEVEL MOVE”) PROCESS.................................................... 119 7.2 PREPARING AND SUBMITTING YOUR LEVEL MOVE PACKAGE.......... 121

7.2.1 Reviewing requirements for level moves...................... 121 7.2.1.1 Skills .................................................................... 121 7.2.1.2 Résumé ............................................................... 122 7.2.1.3 Experience........................................................... 123 7.2.1.4 Education............................................................. 124 7.2.1.5 Professional contributions: giveback activity ....... 125

7.2.2 Documenting and submitting your package ................. 125 7.3 THE PROJECT MANAGEMENT BOARD REVIEW PROCESS.............. 126

APPENDIX A. CREATING AN EFFECTIVE PACKAGE .................... 128 A.1. BEFORE YOU START.................................................................. 128 A.2. COVER PAGE ............................................................................ 129 A.3. SKILLS...................................................................................... 129 A.4. RÉSUMÉ ................................................................................... 129 A.5. EXPERIENCE............................................................................. 130

A.5.1. Project management experience ................................... 130 A.5.2. Architecture and major product, application or industry

solutions experience........................................................... 130 A.6. EDUCATION .............................................................................. 130 A.7. KNOWLEDGE............................................................................. 131 A.8. PROJECT PROFILES................................................................... 131

A.8.1. Project identification....................................................... 131 A.8.2. Project profiles ............................................................... 132

A.9. RECERTIFICATION AND LEVEL MOVES TIPS ................................. 134 A.10. WHEN YOU HAVE FINISHED...................................................... 135 A.11. AND FINALLY........................................................................... 135

APPENDIX B. EQUIVALENCIES........................................................ 138 B.1. EDUCATION .............................................................................. 139

B.1.1. Experienced professional’s path .................................... 139 Description.......................................................................... 139 Criteria to be met ................................................................ 139 How this path works ........................................................... 140 Documenting this equivalency............................................ 141

B.2. EXPERIENCE............................................................................. 141


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B.2.1. Package annotation for inaccessible or unavailable project data..................................................................................... 141 Description.......................................................................... 141 Criteria to be met ................................................................ 141 Documenting this equivalency............................................ 143

B.2.2. Equivalency for multiple projects ................................... 143 Managing a group of smaller projects ................................ 143 Managing several projects as a Program Manager............ 144

B.2.3. Equivalency for a giveback job ...................................... 146 Description.......................................................................... 146 Criteria to be met ................................................................ 148 Your first step in using this equivalency ............................. 148 Documenting this equivalency............................................ 148

B.2.4. Equivalency for a Service Delivery & Product Lifecycle Program Management........................................................ 149 Description.......................................................................... 149 Criteria to be met ................................................................ 149 Your first step in Using this Equivalency ............................ 150 Documenting this equivalency............................................ 150

APPENDIX C. PM CERTIFICATION TEMPLATE UPDATES ............ 151

APPENDIX D. CHANGE LOG............................................................. 154 Change Log as of July 2007 – Version 1.10....................... 154

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vi Version 1.14 March,2009


May, 2008 Version 1.14 1

0. READ THIS FIRST!

This chapter orients you to the new IBM Project Management Profession Guide, and provides valuable tips on how to get the most from this e-enabled document. It contains these sections.

70.1. The purpose of this guide… a statement of the purpose of the guide, and a list of the profession documents it replaces

70.2. Terminology conventions in this guide … a list and definitions of profession-related terms as they are used in this document; intended to simplify and clarify guide contents

70.3. The structure of this guide … a list of the chapters and appendices, and a summary of the content of each

70.4. Intended audiences and use of the guide … a description of the audiences for this guide; suggested chapters and sections that might be of interest to you, based on your interest or current position in the project management profession

70.5. Guide navigation and printing … tips on navigating quickly and efficiently around this e-enabled guide; also, tips for printing portions of the guide you would like to have in “hard copy”

70.6. Ownership and maintenance of this guide … information on who owns the guide and what process is used for maintaining it


The purpose of this guide is to provide:

Overview and background information on IBM’s project management profession.

A primary, consolidated source of profession information, for your use as a member of IBM’s project management community, a manager or a mentor of a project management professional, or an interested IBM employee.

A roadmap to help you prepare for and achieve profession milestones.

References to other sources of information to support your efforts as you progress through the profession.

0. READ THIS FIRST!

2 Version 1.14 May, 2008

This e-enabled guide is now the central source of information about IBM’s project management profession. The initial release of this guide replaces the following documents:

• The Worldwide Project Management Qualification and Certification Process and Criteria Nomination Guide, Version 3.2

• The Project Management Recertification Guide, Version 4.2

• The Project Management Giveback Guide, Version 1.2

0.2. Terminology conventions in this guide

There are many communities within the project management profession in IBM. These communities reflect different levels of skill, education, experience, and knowledge, as well as different IBM work experience and environments. As such, there is inevitably some variation in terms and the ways in which some are used.

The IBM Project Management Profession Guide describes the project management profession in IBM and the people who work within it on an IBM-wide basis. To communicate clearly and make the guide as simple, crisp, and to the point as possible for all readers, we will use the following terminology conventions.

When we say … We mean …

accreditation … the process by which a line manager reviews and verifies that professionals have successfully met requirements for an Associate or Advisory career milestone. If requirements are met, the professional is “accredited” at the appropriate level.

Replaces the old term “qualification”

Advisory Advisory Project Management Professional (APM)

Associate Associate Project Management Professional

certification … the process by which the Project Management Certification Board reviews and verifies that professionals have successfully met requirements for Senior PM and Executive PM, career milestones. If requirements are met, the professional is “certified” at the appropriate level.

customer … an individual customer organization (internal or external) or a marketplace (in the Products and Services environment) for which projects or programs are undertaken.

disciplines (see “project management disciplines”)

0.2. Terminology conventions in this guide

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When we say … We mean …

Executive Executive Project Management Professional (EPM)

milestone … a career milestone in the PM profession; either Associate, Advisory, Senior or Executive project manager

PM … project and program management.

Note that PM is not used in this document to refer to “product manager”.

professional … a project management (or PM) professional

project … project or program

project management disciplines

… the broad range of project and program management processes, methodologies, tools, and techniques applied by PM professionals in a project-based enterprise such as IBM

qualification … collective term for processes used to verify that skills, experience, education, and knowledge requirements have been met for each profession milestone. Includes accreditation and certification.

résumé … curriculum vitae, CV, or résumé

Senior Senior Project Management Professional (SPM)

the profession … the project management profession in IBM

0. READ THIS FIRST!


0.3. The structure of this guide

This guide is organized in chapters and appendices, as follows.

1. The IBM project management profession: an overview

An introduction to the profession, and its role and importance to IBM. Benefits of being part of the profession. A description of the project management job role. A description of the career milestones established for the profession, including a summary of milestone requirements.

− Accreditation and certification

− Recertification

− Level moves

The distinction between profession milestones and promotion. A short description of the Project Management Institute (PMI), and its relationship and importance to IBM.

72. Planning for profession milestones: roles and tools

A short description of career planning as it relates to the project management profession. A description of the key roles involved in achieving profession milestones. Also a description of tools available to help you develop and execute plans for achieving your milestones. Finally, a suggested high-level approach for you to follow as you work toward achieving a profession milestone.

3. Developing your profession milestone plan

Information on identifying the appropriate profession milestone goal for you and your career progression. Complete detail on requirements for accreditation and certification. Information on developing a plan to achieve that goal.

4. Achieving Associate and Advisory profession milestones

Information on achieving “accreditation” milestones, from executing the plan to reaching your goal. A description of the process for reviewing and approving your package.

5. Achieving Senior and Executive profession milestones

Information on achieving “certification” milestones, from executing the plan to submitting documentation for approval. A description of the process for reviewing and approving your package.

6. Recertification: maintaining your status

A description of the profession’s recertification process. Detail on the approach for recertifying. Also, information on “inactive status”.

77. Progressing to another PM Profession Milestone (“Level move”)

A description of the profession’s level move process. Detail on the approach for making a level move.

0.4. Intended audiences and use of the guide


Appendix A. Creating an effective package

Tips for creating a strong profession milestone package

Appendix B. Equivalencies

Pre-approved equivalencies applicable to the profession’s experience and education requirements.


This IBM Project Management Profession Guide is intended for the following audiences.

IBM employees interested in an overview of the project management profession

New profession entrants from within IBM

Professional hires from outside IBM

Current profession members

Managers and mentors of project management professionals

We have e-enabled this guide so that you can focus on the chapters and sections that are of interest to you, based on:

The level or type of information you are interested in … general or specific.

Your current status as a project management professional (for example, interested party, new entrant, certification candidate, or recertification candidate).

Actions you would like to take with respect to your career in the profession (for example, review requirements, develop action plans).

0. READ THIS FIRST!


To provide this flexibility, we make use of the navigation and hyperlink capabilities in Adobe Acrobat. These capabilities enable you to move around the document easily … and also link to important information at various sites on the Internet. For more information about this, see the section 70.5. Guide navigation and printing.

The following sub-sections suggest ways that different groups might use this guide.

0.4.1. IBM employees interested in an overview

This audience includes all IBM employees who might be interested in learning more about the project management profession … either those seeking general information or those evaluating the profession as a potential career choice.

Review, for background information Focus on, for more detailed information

Table of Contents, for a perspective on the guide

1. The IBM project management profession: and overview


1.3. The project management profession in IBM

1.4. Benefits of being part of the profession in IBM

1.5. The job of the project management professional

1.6. Your growth in the PM profession

0.4.2. New entrants to the profession from within IBM

This audience includes IBM employees who are entering the profession from other IBM professions or communities.






1.6.4. Accreditation and initial certification requirements summary





0.4.3. Professional hires from outside IBM

This audience includes newly hired, experienced project management professionals entering the profession.

Project Management experience gained prior to joining IBM is recognized by the Profession for Qualification purposes (though for certification a minimum of one standard IBM project is required) and indeed brings other, perhaps unique, perspectives to the Profession and IBM. For the definition of a standard project, please see 71.6.4.2. Definition of projects.






1.6.4 Accreditation and initial certification requirements summary

1.7.3. Profession related HR Policies


5. Achieving Senior and, Executive profession milestones

0.4.4. Current members of the profession

This audience includes:

Associate and Advisory candidates

Candidates initially certifying at Senior or Executive milestones

Recertification candidates

Level-move candidates

Associate and Advisory

Review, for background or updated information Focus on, for more detailed information






1.7.2. The distinction between achieving milestones and receiving promotion


4. Achieving Associate and Advisory

0. READ THIS FIRST!


profession milestones

Senior and Executive (initial certification)







1.7.2. The distinction between achieving milestones and receiving promotion


5. Achieving Senior and Executive profession milestones

Recertification candidates




1.6.5. Recertification: maintaining profession currency


Level-move candidates





1.6.6. Progressing to another PM Profession Milestone (“Level move”)




0.4.5. Managers and mentors of project management professionals

As a manager or mentor of project management professionals, you need to be familiar with the contents of this guide in general, as well as those that of important to the professionals you are managing or mentoring.






Chapters of importance to professionals you are managing, based on their status (for example, candidate for initial certification at a Senior milestone)

0. READ THIS FIRST!


0.5. Guide navigation and printing

This guide is delivered to you as an Adobe Acrobat … or PDF … file. You are able to:

Download the PDF file and view the document on your computer … anytime, anywhere.

Print selected portions of the guide for reference, making notes, etc.

Print the guide in its entirety, if you prefer working with paper copy.

If you are not familiar with Adobe Acrobat and basic navigation within and printing of PDF files, we suggest that you print pages 10 through 13 (see 0.5.3 – Tips for printing) for use as a ready-reference, when necessary.

0.5.1. The basic screen

This is the screen that you see when you open this guide.



0.5.2. Navigation tips

As shown above, you see two panels on your screen.

On the left, there is a table of contents for the guide in the “navigation pane”.

This is in the form of a “tree” … the same type you see in many Windows applications.

− To expand a section of the table of contents, simply click on the “+”symbol.

− To collapse a section, click on the “–” symbol.

− To go to a specific section, simply click on the title of that section.

If you cannot read an entire chapter or section title, just widen the navigation pane by dragging the border of the pane with your cursor.

On the right side, you see the text of the guide in the “document pane”.

− When you open the PDF file, you see the title page.

− When you click on an entry in the table of contents, you go to that page.

If the text seems too small or too large on your screen, use the “zoom controls” to adjust the text to a more comfortable size.

As you review this e-enabled guide, you see that there are two types of hyperlinks. As usual, these hyperlinks are shown in blue and are underlined.

• “Internal” hyperlinks allow you to move quickly from one place to another within the guide to find relevant information of interest to you. When you move the “hand” cursor over one of these links, it turns into . These links can be used anytime.

When you use one of these hyperlinks, simply use your browser’s “back” button to return to the place where you started.

“External” hyperlinks allow you to connect to Internet pages having additional information … if you are online. When you move the “hand” cursor over one of these links, it turns into . These links can only be used when you are online.

When you use an external hyperlink, it opens a new window that contains the web page associated with that hyperlink. When you are finished looking at the information in that window, simply close it and carry on where you left off in the document itself.

Try an internal hyperlink now. Click on this internal hyperlink, and then use your browser’s “back” button to return to this point. This hyperlink will take you to the first page of this chapter, and the “back” button will return you to this point.

0. READ THIS FIRST!


0.5.3. Tips for printing

Printing a PDF file is very straightforward … similar to printing from other Windows applications. You have the option to print:

The page you are currently looking at … “Current page”.

A specific range of pages … “Pages from … to”.

The entire document … “All”.

To begin printing, either click on the “print” icon, click File | Print, or key Ctrl+P. You see the print dialog box.

Then, for the “Current page” or “All” options:

Select “Current page” to print just the page you are looking at.

Select “All” to print the entire document … which you probably don’t want to do.

Then click “OK”.



For the “Pages from … to” option, you need to determine the page numbers for the beginning and end of the range of pages you would like to print. Do this in one of two ways.

Check the page numbers in the document’s Table of Contents (you can access that by clicking on “Table of Contents” in the navigation pane).

Look at the page numbering information along the bottom of the screen … just left of center … first for the page where you will start printing and then the page where you will stop.

The document page number, for the page currently being displayed

Then …

Select “Pages from …” and insert the page range to print that range of pages.

Then click “OK”.

To summarize … This guide is designed to stand on its own; it is a complete reference for basic information about the PM profession in IBM. You can use this guide online or offline.

• If you are offline, you can navigate within the guide and access all of the information actually contained within the guide. You can also print portions of the guide in which you are interested, if you have access to a printer.

• If you are online, you can navigate within the guide and also use the external hyperlinks to access web pages with additional information of interest. In addition to printing portions of the guide in which you are interested, you can also print information from the Internet if you have access to a printer.

0.5.4. If you have problems …

If you have problems using the PDF version of this guide, contact your local technical support. Among other things, you may need to update your Acrobat viewer.

0. READ THIS FIRST!


0.6. Ownership and maintenance of this guide

This guide is owned and maintained by the PM/COE Worldwide Project Management Profession Leader. The leader initiates a guide review and update using a formal change management process, typically triggered by one or more of the following.

Changes to the profession career path and/or milestone requirements

Regular semi-annual review cycle

Requirement to simplify and clarify information content

Identification of errors

We use this guide for stable, mature profession information. Material that is volatile, time-sensitive, or new will be found initially on the PM/COE website under “Professional Development”. Such material will be incorporated as appropriate during review cycles.

0.6.1. Where to send feedback/suggestions

Please contact your geography’s project management Profession Leader if you have any feedback or suggestions for change, improvement, or inclusion of additional information.

http://w3.ibm.com/transform/project/stablelinks/pmcert5/link85.html�


1. The IBM project management profession: an overview

This chapter provides background on the project management profession in IBM. It includes these sections.

71.3. The project management profession in IBM … what it is; the growth of the profession; governance of the profession; IBM’s commitment to becoming a project based business

71.4. Benefits of being part of the profession in IBM … how it can be of value to you

71.5. The job of the project management professional … a brief description to help familiarize you with the role of project management professionals in IBM

1.6. 7Your growth in the PM profession … milestones that have been established for the project management profession in IBM; the profession qualification process; project management specialties and their purpose; overviews of process and summaries of requirements for accreditation and certification, recertification, and level moves

1.7. Profession milestones and promotion … the distinction between profession milestones and promotion; HR policy regarding professions

1.8. The Project Management Institute (PMI) and IBM … what PMI is; the relationship between IBM and PMI, and its benefits

1.1 Vision of the Professions in IBM

The professions set the bar for career excellence within IBM. Professionals seek employment with IBM and choose to remain with IBM due to the professional & career growth opportunities afforded by the professions. The professions provide a cohesive set of standards, against which professionals' competence, discipline, experience and skills are validated. Our professionals are considered best in class by our clients and our programs are seen as state of the art by external qualification organizations.

1.2 Mission of the Professions in IBM

The mission of the IBM Professions is to enable IBM to win in the marketplace by enabling the highest level of capabilities across geographies and business units. To achieve this, we must:

The IBM project management profession: an overview


• Develop and maintain a pool of highly and consistently skilled and experienced practitioners that elevates IBM from the global competition

• Establish consistent standards and best practices for the critical skills throughout IBM’s organizations and geographies

• Provide a rich environment to enable employees' control of their career and professional development

Provide value to our customers by:

Facilitating delivery excellence and responsiveness to delivery issues

Improving the superiority of the product, service or solution they get from IBM

Increasing clients’ confidence in IBM’s ability to deliver on our commitments

1.3 The project management profession in IBM

Because IBM’s future competitive position in the global marketplace depends on its ability to meet or exceed customer performance expectations within cost and schedule, IBM sees strategic value in project management.

The focus on project management in IBM was sharpened significantly in 1996, when IBM committed itself to "become a project-based business that applies and integrates project management into all core business processes and systems.” IBM was not the only organization to see the value of developing expertise in project management. In 1997, Fortune Magazine referred to project management as the Number 1 career.

One of the key points in IBM’s strategic vision for project management is that “project management” is more than a strong community of project management professionals (which is certainly critical). IBM sees significant value in assuring pervasive use of integrated business and project management disciplines by all of its employees, in all areas of IBM.

The project management profession in IBM


1.3.1 The Project Management Center of Excellence

The Project Management Center of Excellence (PM/COE), established in 1997, is charged with ensuring that IBM’s commitment to becoming a project-based enterprise is achieved. The mission of the PM/COE is to define and execute the steps that IBM needs to take to strengthen its project management capabilities.

As IBM’s project management “development team” or “think tank,” the PM/COE combines external industry trends and directions with IBM business, organizational, and geographic requirements and insight. With this as a foundation, it develops deliverables such as project management policy, practices, methods, and tools. Specifically, the PM/COE is to:

Develop and implement corporate wide strategy and plans for achieving organizational competence in project management.

Establish and drive a consistency of approach, a network of knowledgeable practitioners, and supportive business processes and systems.

Establish and maintain a professional project management community within IBM and act as the interface between IBM's community and other internal and external professional communities.

1.3.2 The emergence of a project management profession

Over the past ten years, well-defined professions have become important to IBM and its success. Project management is one of these key professions.

As a profession, project management in IBM shares many of the general characteristics common to all professions.

A profession draws upon a specialized field of knowledge or expertise.

It is self-governing, with rules or codes of ethics among its members.

A relationship of trust exists between the member of the profession and the customer or marketplace.

Practice of the profession is based on standards, typically requiring certification or licensing.

Members are represented by a formal profession association.

In IBM’s case, the latter is not an external organization, but rather the profession itself. This “representation” is described in the next section.



1.3.3 The profession’s structure and governance model

The profession’s structure and governance model is shown in the illustration below.

The Executive Steering Team is a program governance and leadership team, and it oversees the PM/COE. It is chaired by a corporate sponsor, and includes key IBM executives representing primary IBM business organizations … including Human Resources. Its job is to enable and support the PM/COE as it works to fulfill its mission.

Critical deployment components … Products and Services deployment provide business insight to the PM/COE, help tailor PM/COE deliverables to the needs of its constituents, and facilitate communications and implementation through formal deployment channels.

These channels are comprised of a network of geography profession leaders and business unit-specific deployment teams, who drive implementation in their specific organizations.

Profession Leaders also manage geography Project Management Certification Boards. These boards comprise experienced certified professionals, line management, and executives, and serve as the profession’s peer review and quality assurance function. These boards represent all project management constituencies and specialties, and evaluate career milestone application packages for career progression within the profession (specifically certification, recertification, and level moves). They review and verify profession education, skill, experience, and knowledge levels, and help to ensure worldwide consistency and maintenance of profession standards. They also play an active role in profession change management.



This end-to-end organizational and governance model ensures that IBM’s worldwide project management processes, practices, tools and techniques are implemented and integrated effectively at the business unit and geography levels.

1.3.4 IBM’s commitment to the profession

The project management profession provides a consistent worldwide framework to support the project management professional, independent of where project management activities are performed in IBM.

Because of this, IBM is committed to improving its project management capabilities by growing and supporting a robust project management profession and by providing a level of project management education and training to every IBM employee. Different job roles require different levels of proficiency, but all require awareness and use of project management elements to achieve IBM’s project-based objective.

IBM’s project management curriculum, which has received external recognition for its breadth and depth of offerings, includes:

Courses such as “Project Management Orientation” and “Managers Workshop on Project Management” that provide awareness training and basic skills for non-project management professionals.

Comprehensive profession training for IBM’s project management communities, ensuring a high level of preparation and training.

− The Basic curriculum addresses the basic project management skills required to function effectively as an IBM project management professional.

− The Enabling curriculum and targeted offerings address project and program management skills required for growth and progress through the profession.



1.3.5 For additional information

If you are online and would like additional information on the PM profession and the PM/COE, use these hyperlinks.

Project Management Center of Excellence (PM/COE) to go to IBM’s central site for project management-related information, including education

"Raising Project Management to a Core Competence in IBM" ,for background information on IBM’s 1997 commitment to project management

PM/COE team, for information about the team itself

Executive Steering Team, for background information about the committee itself

Deployment components, for information on Services and Products deployment.

Geography profession leaders, for information on your geography project management contacts

Comprehensive profession training, for information on project management education

“Project Management Orientation” and” “Executive Workshop for Project Managers” for information on these courses

1.3.6 Global Business Services (GBS) Certification

GBS candidates who are seeking PM certification at the SPM level will simultaneously achieve their Professional Development Framework(PDF) Engagement and Delivery Management(EDM) dimension level 5 rating. No additional documentation is required in the certification Package.

GBS candidates who are seeking PM certification at the EPM level have the option of petitioning for the PDF EDM dimension level 6 rating at the time of PM certification. Submission of additional documentation with the PM certification package is required for EDM level 6.

GBS candidates who are seeking PM certification at any level are reminded that there is an additional education requirement of the Zentoria II – Introduction to the Seven Keys to Success class.

for more information, please see the GBS PM Certification Toolkits.

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1.4 Benefits of being part of the profession in IBM

The project-based initiative means that, over time, project management disciplines will become thoroughly integrated into the fabric of IBM and its operation. When that happens, all IBM professionals will use them instinctively to define, execute, and complete their work efforts … delivering expected results and end products on time, within budget and with high customer satisfaction.

As a result, there are many benefits to you as a member of IBM’s project management profession.

For you, as a leader and a professional who makes a difference

− You are a member of a well-defined and well-supported profession in IBM … part of a core competency for IBM and for our industry.

− You are a key player in IBM’s drive to implement enterprise project management, focusing project management skills on achieving IBM project, program, and portfolio management success

For you, in your professional development

− You have a well-defined career path with clear criteria for advancement through the profession … helping you focus on the skills, knowledge, and experience you need to develop.

− You have the opportunity to develop expertise in leading-edge tools, technologies, and technical and project management methods.

− You can leverage project management curriculum course credits and IBM-funded PMI exam results to further your academic advancement and achieve external certification.

− You can develop critical skills (for example, planning, executing, and controlling) that are applicable to personal as well as professional activities.

For you, as a part of a professional community

− You are part of a rapidly growing professional community … inside and outside IBM, worldwide and within your geography or business unit. This community offers access to a wide array of profession-enhancing activities.

− You can access and leverage significant expertise through IBM’s wealth of project management intellectual capital.

− You can also access and make use of expertise through mentoring from your peers. Mentors are available to help you grow professionally and personally … and you may, in turn, mentor and develop others as you advance through the profession.

Benefits of being part of the profession in IBM


• For you, in your career

− You have an increased choice of assignments and opportunities. IBM organizations are actively seeking qualified professionals as leaders of key business undertakings, and as advisors for internal business planning and organizational change implementation efforts.

− You have the opportunity to compete for recognition through participation at key leadership events, such as the Technical Leadership Exchange (TLE).

− You are given the opportunity to build your case for advancing to higher levels within the profession, and for jobs with increased responsibility and exposure.

− You have increased marketability in the external job force. The availability of qualified project management professionals is becoming increasingly important to our customers … and it is often a key IBM differentiator.



1.5 The job of the project management professional

An IBM project management professional leads teams working on IBM projects and programs. This professional and his/her management are accountable for the success of these efforts.

Project management professionals perform an array of project-related activities, including:

Initiating and planning.

Developing and managing cost structures.

Tracking and reporting deliverables.

Managing scope, risk, issues, and change.

Managing contracts.

Applying project management processes and tools.

Managing customer expectations and satisfaction.

The job role demands many additional skills. It requires significant knowledge and skills in communication, negotiation, problem solving, and leadership. Specifically, project management professionals need to demonstrate:

• Relationship management skills with their teams, customers, and suppliers.

• Technology, industry, or business expertise.

• Expertise in technical methods (for example, the IBM Global Services Method) and IBM’s Worldwide Project Management Method (WWPMM).

• Sound business judgment.

Successful and skilled project management professionals are able to progress along their career paths to positions with more and more responsibility. For those with the right blend of skills and expertise, it is possible to move into program management and Project Executive positions, as well as Executive Management positions.

If you would like to see complete job descriptions for project management jobs, visit the “job library” site and click on the title in which you are interested.

Associate Project Management Professional

Advisory Project Management Professional

Senior Project Management Professional

Executive Project Management Professional



Your growth in the PM profession


1.6 Your growth in the PM profession

Growth and progression in the profession are measured by several factors.

General business and technical knowledge … knowledge required to be effective in your job role.

Education … acquisition of basic knowledge and skills relevant to the profession.

Specific skills … effective application of your project management knowledge; what you are able to do with your knowledge.

Experience … the result of leveraging education and general knowledge to develop expertise in putting your professional and business-related knowledge and skills to work “on the job”.

Contributions back to the profession … what give back to your profession through activities that enhance the quality and value of the profession to its stakeholders.

1.6.1 Career milestones in the profession

Based on the factors listed above, IBM has established milestones that define specific levels in the project management profession in IBM.




Executive Management (Director, VP, etc.)


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The profession provides a career path that allows you to grow from an entry-level to an executive management position by building on your skills, experience, education, and knowledge, as well as your demonstrated success in project management. However, you may certify at any level initially, if you have met the requirements for that level. For example, you do not have to first certify at the Senior PM level to certify as an Executive PM.






1.6.2 Profession qualification process

IBM’s project management profession has established an end-to-end process to “quality assure” progress through the project management career path. This process is called “qualification” and it achieves four goals.

Provides a worldwide mechanism that establishes a standard for maintaining and enhancing IBM’s excellence in project management. This standard is based on demonstrated skills, expertise, and success relative to criteria that are unique to the profession.

Ensures that consistent criteria are applied worldwide when evaluating candidates for each profession milestone.

• Maximizes customer and marketplace confidence in the consistent quality of IBM project management professionals.

• Recognizes IBM professionals for their skills and experience.




Executive Management (Director, VP, etc.)


Accreditation

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As shown above, professionals enter the project management profession at different levels depending upon their skills, experience, education, and knowledge in project management.

The qualification process includes:

1. Accreditation for the profession’s Associate and Advisory milestones.

You assess your own skills and experiences against established milestone requirements. After meeting the requirements defined for these titles, you ask your manager to validate that you have met the requirements for your targeted milestone. Your manager authorizes your “accreditation” as an Associate or Advisory Project Management Professional.



2. Initial certification for the profession’s Senior or Executive milestones. These milestones require formal certification packages. As with accreditation milestones, you assess your skills and experiences against milestone requirements. Your manager then validates that you have met all requirements.

In addition, certification requires authentication by the PM Certification Board to complete the process. When your manager approves your package, it can then be submitted to the Certification Board.

This board verifies that the achievements documented in your package are valid and authentic. Once the board validates that you have achieved your milestone, you receive your initial certification.

3. Once certified, you are expected to maintain your certification status by:

− Recertifying at your current profession position.

− Certifying at a higher career position (level move).

The Certification Board validates that you have achieved profession milestones in all three sub-processes (certification, recertification, and level moves).



1.6.3 Declaring a “specialty”

Mastery of basic project management skills is critical to your success as a project management professional in IBM. However, for some PMs it is important that they are able to apply these skills effectively within the context of specific IBM business requirements.

To ensure that you are able to do this, the profession also expects you to develop expertise in one or more specialties. Specialties define additional knowledge, skills, and experience that are required in different areas of IBM’s business. Specialty skills complement basic project management skills and increase your ability to effectively plan and execute specific types of work in IBM.

The Specialty experience and related profile(s) should demonstrate proficiency in applying project management successfully. A minimum of three years specialty experience is required to declare a specialty. These three years of experience can overlap with Project, Business/Technical/Industry experience in part or in their entirety.

Evidence of meeting specialty requirements should be explicit in your resume/CV and augmented if necessary in the additional information section of the certification tool.

The original set of PM Specialties has been renamed “Infrastructure/Technology” Specialties to recognize the introduction of a new set of ‘Industry specialties which are being introduced in response to the needs of the business. (See note below). A minimum of three years experience in a specialty area is required to declare a specialty in a particular specialty set (Technology/Infrastructure OR Industry). For PM certification, election of at least one Specialty is normally required. You can now claim up to two concurrent specialties (one from each set) for any given three year period of experience – the same three year period of experience can not be used to claim two specialties in the same set. For example:

If you are working in the Public sector and are executing projects that fall under the Systems Integration specialty, you can elect the Government specialty AND the Systems Integration specialty, but only if you meet the requirements for both specialties. (Skills, education and other unique specialty requirements). In other words, you can use the same three years of experience for an industry specialty as well as an infrastructure/technology specialty concurrently. You could NOT use the same three years to claim two industry or two Infrastructure/technology specialties.

Infrastructure/Technology Specialties e-business Solutions

Hardware Development

IT Infrastructure

Learning Solutions




Managed Operations

Quality Assurance /Risk Management

Software Development

Systems Integration

Transition and Transformation Management

Delivery Project Executive/Service Management (For Delivery Project Executives (DPEs), Delivery Program Managers (DPMs), and Service Delivery Managers (SDMs) only)

Technical Support Specialty

Industry Specialties* Government

Banking

Transportation

Travel

Automotive

Note: * Other specialties will be added to these lists over time. Please visit Specialty skills to review the list of specialties that are currently available.

In exceptional circumstances, for example when a professional’s experience falls outside the areas listed above, the professional may elect the “General” category by including a brief justification within their certification package (under “Skills” in the text block provided). Please consult your local PM Profession leader before you elect “General”. The Profession will check the validity of the “general” election at initial package submission.

If the ‘General’ category is elected, the candidate is still required to meet the specialty education requirement and may select classes from any of the PM specialties or alternatively take pertinent business unit education or classes from the PM curriculum.

Election of a specialty is only mandatory at certification, but a PM may undertake specialty education earlier if desired.

As you grow within the profession and expand your project management skills and experience, you are strongly encouraged to add or replace other specialties pertinent to your current experience.

See 6.3.1.5. Replacing a specialty or declaring a second specialty for further information.

1.6.3.1 Currency of Specialties

At each (three-year) recertification, the currency of specialties will be assessed. However, the Profession will take the view that Specialties remain current for at least 3 years, and will only review currency for




Specialties that were elected more than 3 years ago. E.g. where the Specialty was elected at certification, it will only be reviewed at the second and subsequent recertification point.

If during the second recertification cycle (or six year period) you have not claimed a new specialty and have not operated (in the last 6 years) in the specialty area you currently claim, then your specialty designation will revert to “General” until you complete the requirements for declaring another specialty. See 6.3.1.5. Replacing a specialty or declaring a second specialty for further information.

1.6.4 Accreditation and initial certification: requirements summary

IBM has established minimum entry requirements for each profession milestone.

There are general requirements for skills, experience, education, and knowledge.

In addition, there are specific requirements for projects that must have been managed (except for the Associate milestone).

Exec PM candidates are required to demonstrate that they have the required experience of managing complex projects or engagements. For further details see 3.2.3 Executive PM Certification

All Project Managers applying for certification must now document at least two instances of Giveback. See 3.2.2.7. Giveback

.



1.6.4.1 General requirements

The table below summarizes the general requirements for accreditation and initial certification. The numbering scheme for information in this table matches the specific sections of your qualification application.



* See 3.2.2.4 Education for further information on the “currency” requirement.

Use these hyperlinks for more detailed information about these requirements.

For skills, 73.2.2.1. Skills

For résumé, 73.2.2.2. Résumé

For experience, 73.2.2.3. Experience The additional (2 years) project management experience required at the Executive PM milestone should be gained through management of, or significant roles on complex projects or engagements – see 73.2.3 Executive PM Certification.

For education, 3.2.2.4 Education

For knowledge, 73.2.2.5. Knowledge

For projects, 73.2.2.6. Projects

For giveback, 3.2.2.7. Giveback

If you are interested in a summary of recertification requirements, see 71.6.5. Recertification: maintaining profession currency.

If you are interested in a summary of level move requirements, see 71.6.6. Progressing to another PM Profession Milestone (“Level move”).

1.6.4.2 Definition of projects

You should demonstrate your proficiency in applying project management disciplines, tools, and techniques by actually managing projects. Therefore, an important element for Advisory milestones and above is that you document project profiles, describing projects you have led in the role of project or program manager. The project required for the Advisory PM accreditation should normally meet the requirements of the ‘standard’ project definition or an equivalence as specified in Appendix B. However, cases based on equivalent experience can be made and will be considered on their merits, including other project management related job roles (e.g. Bid Manager, QA, PO management)

Successful management of a project includes:

Meeting or exceeding the objectives of the project.

Leveraging the use of project management tools, techniques, and processes.



Exercising sound business judgment while managing the project.

Obtaining customer or marketplace feedback and satisfaction ratings.

We use the definitions from the glossary of the Worldwide Project Management Method (WWPMM) to determine what is and what is not a project, for purposes of meeting qualification milestone requirements. A temporary endeavor undertaken to produce a unique product or service, within a specified scope.

Operations (such as manufacturing) and projects differ primarily in that operations are ongoing and repetitive, while projects are temporary and unique. (PMI)

A unique process, consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including the constraints of time, cost, and resources. (ISO10006)

The key points of these widely-accepted definitions are that a project:

Is a temporary undertaking.

Produces a unique product or service.

Has a defined scope and specific deliverables.

Has defined start and finish dates.

In practice, a project consumes resources (including personnel), has business objectives and financial goals (not always monetary) or constraints under which the objectives are to be accomplished, and is planned and controlled using a project management approach.

Programs or projects may be used to document project profiles for certification. Complex bids or proposals may also be used for up to two projects for certification at any level, as long as they meet the project profile requirements. Regulations can differ in some geographies. Please contact your Profession Leader for guidance.

For further information on the requirements for projects and their documentation, go to 73.2.2.6. Projects.





1.6.5 Recertification: maintaining profession currency within the same title

Certification is a professional and career milestone statement indicating that your education, skills, knowledge and experience meet specific minimum criteria. Recertification ensures that you, as an IBM project management professional, are:

Obtaining the most current knowledge.

Demonstrating continued use of IBM project management and technical methods in your projects.

Applying new techniques where appropriate.

Using IBM intellectual capital where appropriate.

Contributing your energy and knowledge to the improvement of the profession on an ongoing basis.

1.6.5.1 Summary of requirements for recertification

Certified project management professionals are required by IBM HR policy to recertify every three years after initial certification. You maintain “certified” status as long as you demonstrate continued use of your project management skills and expertise in the work you do.

Requirements for recertification are summarized in the following table.

These requirements are discussed in more detail in 76. Recertification: maintaining your status.



1.6.5.2 The recertification process

The recertification process assures that you continue to maintain currency in your project management skills and education … and is very straightforward.

You prepare and submit a recertification package.

This is a simple and quick step. Basically, you are documenting what you have done since your previous recertification (or initial certification at your current level) … your involvement in project management, continuing education, and giveback.

The PM Certification Board reviews your package.

The PM Certification Board makes a decision.

There are two points to remember about recertification.

You apply for recertification for the same milestone you previously achieved. That is, if you certified as a Senior Project Management Professional and you are applying for recertification, you recertify as a Senior Project Management Professional.

If you are working with your manager to achieve a promotion during a three-year recertification cycle, you apply for certification at the next higher milestone prior to competing for promotion to that title level. This is called a “level move” … and it is different from recertification. (See 71.6.6 Progressing to another PM Profession Milestone (“Level move”).)

The recertification process is discussed in more detail in 76Recertification: maintaining your status.

1.6.5.3 Recertification policy requirement

Once certified, you are expected to maintain certified status by recertifying every three years after your initial certification or previous recertification.

This is monitored, so be sure to recertify within the specified three-year cycle.

If you fail to recertify within the designated time limit, you and your manager are notified that you no longer meet the profession requirements and are not considered certified. You are expected to recertify as quickly as possible. When appropriate, your manager determines the subsequent action to be taken.

For more complete information, see 71.7.3. Profession-related HR Policies.



1.6.6 Progressing to another PM Profession Milestone (“Level move”)

The term “level move” in the guide refers to progressing to a higher profession milestone (for example, the move from Senior Project Manager to Executive Project Manager).

A “level move” occurs when a certified project management professional applies for and receives certification at the next higher milestone. In particular, a level move occurs when:

A certified Senior Project Management Professional seeks and receives certification for the Executive PM milestone.

A level move differs from recertification because you are seeking to demonstrate significant growth in your level of knowledge, skills and experience in the profession … as contrasted to demonstrating your currency in the profession. A level-move application indicates to the Certification Board that your manager agrees that you have met requirements for certification at the next higher profession milestone.

When your level-move package is approved, you certify for that milestone and begin a new three-year recertification cycle.

1.6.6.1 Requirements for level moves

Level move requirements are the same as those for initial certification at that milestone. That is, if you are seeking a level move to the Executive milestone, you must meet the same skill, experience, education, knowledge, and project requirements as defined in the summary table earlier in this chapter (see 71.6.4.1. General requirements).

In addition, you must meet certain requirements for continuing education and giveback. These requirements are discussed in 77. Progressing to another PM Profession Milestone (“Level move”).

If you are changing or adding a specialty with your level move, please see Replacing a specialty or declaring a second specialty.



1.6.6.2 The level move process

The level move process itself is much the same as the process for recertification.

You prepare and submit a level-move package.

As with recertification, this is relatively straightforward. Basically, you need to document those requirements that go beyond those for the milestone at which you are currently certified.

For example, if you are seeking a level move to Executive PM, you need to document what is new and different.

− An updated résumé

− The additional two years of project management experience

− The additional project

− Continuing education

− Giveback

The PM Certification Board reviews your package and conducts interview(s).

The PM Certification Board makes a decision.

When the Certification Board approves our level -move package, you are certified at that milestone and begin a new three-year cycle for recertification.

For further information on the level-move process, see 77. Progressing to another PM Profession Milestone (“Level move”).



1.7 Profession milestones and promotion

1.7.1 Profession milestones

These are the profession’s career path milestones. Note that implementation of this information is geography and/or business unit dependent.

The table below has the recommended milestone and band. Restrictions on the minimum band level criteria in pursuing certification have been removed. PM certification is solely based on the practitioner’s skills, experiences and capabilities to meet the requirements of the certification level being pursued regardless of the band level.

Project managers are still required to pursue and develop skills at a minimum commensurate with their band or Position Reference Guide (PRG).

Profession Milestone Recommended Band

Associate Project Management Professional 7

Advisory Project Management Professional 8

Senior Project Management Professional 9

Executive Project Management Professional 10

1.7.2 The distinction between achieving milestones and receiving promotions

Line management is responsible for promotions. Your manager makes a promotion decision based on, among many criteria, needs of the business, opportunity, performance, and profession qualification. Certification is a mandatory pre-requisite for being considered for promotions to Senior or Executive PM titles.

Profession milestone achievement signifies thorough validation a candidate’s project management-related education, skills, experience, and knowledge.

Line management uses the profession’s qualification process to accredit Associate and Advisory milestones.

The PM Certification Board uses the profession’s qualification process to certify, recertify or approve level-moves for Senior and Executive milestones.

While achieving a profession milestone is very significant to you and to the profession, it is not in any way a guarantee for promotion.

In summary:

Profession milestones and promotion


Milestone first … You are responsible for ensuring that you meet all criteria for milestone achievement within the profession through guidance, support, and approval of your manager.

… then, if approved by management,

promotion

Your manager is responsible for determining the need, opportunity for, and timing of, any promotion, based on many key criteria.

1.7.3 Profession-related HR Policies

There are three key IBM HR policies relative to profession milestones.

If you enter the profession as a Senior or Executive Project Management Professional (from another IBM profession or as a newly hired experienced professional), you need to demonstrate your ability to perform as a project management professional at that milestone.

You do this by certifying at the appropriate milestone within 24 months of entering the profession.

If you want to achieve promotion to Senior or higher milestones, you need to demonstrate your ability to perform as a project management professional at the appropriate milestone prior to being considered for a promotion to that title.

To do this:

− You need to certify as a Senior professional prior to being considered for promotion to a Senior title.

− You need to certify as an Executive professional prior to being considered for promotion to an Executive professional title.

Once certified, you are expected to maintain certified status by:

− Recertifying every three years after your initial certification or previous recertification.

or …

− Achieving certification at the next higher career milestone by completing a level move.

See 76. Recertification: maintaining your status for more information on recertification.

See 77. Progressing to another PM Profession Milestone (“Level move”) for more information on level moves.



1.8 The Project Management Institute (PMI) and IBM

In 1997, the PM/COE established a partnership with the Project Management Institute® (PMI), a worldwide non-profit professional association for project management. This partnership provides a link for IBM to the project management community at large. In addition, through membership on the PMI Corporate Council, IBM is able to participate in a forum for the exchange of ideas about and insights into the future of the project management profession.

1.8.1 The Project Management Professional examination

The PMI Project Management Professional (PMP) examination is an objective, generic, and industry-accepted exam. When you pass this exam, you are certified by PMI as a PMI Project Management Professional. This is a worldwide, externally recognized professional certification.

IBM project management professionals are required to pass the PMI PMP examination as a prerequisite to achieving all IBM certification-level milestones. Although you are not required to join PMI, the profession does encourage PMI membership for the year in which you plan to take the PMP exam.

It is more cost effective for IBM and your business unit if you apply for the exam as a PMI member. The reduction in your fee for the exam, as a member, more than covers membership for that year.

Note: You need to follow very specific directions to receive the IBM discount. Also, there is no IBM discount on the actual PMI membership fee.

As a member, you gain access to local and international PMI activities that can be valuable to your professional development.

Consult with your manager for any business-unit specific questions.






The Project Management Institute (PMI) and IBM


1.8.2 Membership in professional associations

IBM’s policy on membership in professional associations states the following.

IBM is supportive of employees participating in meaningful, non-profit making associations where such participation can be beneficial to IBM, the association and the external community.

The Project Management Center of Excellence and the profession encourage project management professionals to familiarize themselves with the benefits of active involvement with external profession-related associations (for example, PMI).

The decision to join and participate in such organizations, however, is an individual employee choice and expense.

1.8.3 Benefits of the relationship between IBM and PMI

There are many benefits resulting from our relationship with PMI.

For IBM

Cost-effective access to PMI’s examinations

Increased market credibility and reputation through automatic achievement of PMI PMP certification by IBM certified professionals

Increased ability to influence a maturing project management environment worldwide through participation in the PMI Corporate Council

For the profession:

Use of an external, industry-accepted examination that requires no IBM investment to administer or maintain

Ability to influence the project management profession through participation in, and leadership of, PMI-associated activities

For IBM project management professionals

Enhanced professional development through interaction with and visibility to external project management professionals, practices, and environments

Increased ability to effectively communicate with customers, who are increasingly sophisticated with, and demanding of, project management expertise

Leveraged application of IBM’s professional development investments towards personal career achievement (for example, achieving PMI’s PMP certification)


Planning for profession milestones: roles and tools



This chapter provides an overview to career and profession planning, focusing on the IBM tools available to support the people with key roles in your career … you, your manager, and your mentor.

72.1. Career planning and the profession: the relationship

72.2. The roles involved …the roles played in your professional development by you, your manager, and your mentor

72.3. The tools involved … tools such as Career Planner, Individual Development Plans (IDP), and Personal Business Commitment (PBC) that can support and enhance your career development

72.4. Achieving profession milestones: a high level approach … a suggested approach for achieving PM milestones

2.1 Career planning and the profession: the relationship

IBM has invested heavily in employee professional development by:

Positioning it as a key IBM management and employee activity.

Defining and supporting several IBM professions required by IBM to achieve its business goals and to demonstrate leadership in our highly competitive and volatile marketplace.

Providing a variety of related tools you may leverage toward your growth as a project management professional.

Understanding and selecting an IBM profession, and then developing the skills, experience, and knowledge to meet its requirements, are key elements of your overall career development and progression within IBM.

Development in the profession is part of your overall IBM employee development. As such, it should be planned and executed together with other development activities, based on geography, business unit, and personal needs.

Growth within the project management profession is a long-term strategic endeavor.

You set your long-term career goals using materials from this guide and the tools discussed in this chapter.

Then, working proactively with your manager and a mentor, you plan, execute, and complete specific profession-related activities … one year at a time. These activities may include specific coursework, project assignments, and mentoring activities.

The roles involved


This guide is instrumental in shaping your development within the profession. Use it as a primary source of profession information and documentation.

Click on this hyperlink for general information on selecting an IBM profession.

2.2 The roles involved

Three key players are involved in your progression through the project management career path.

You

Your manager

Your mentor

The more you, your manager, and your mentor work together while using the tools available to you and successfully executing your plans, the more likely you are to achieve your career goals.

2.2.1 You, as a project management professional

Bottom line, you are in charge of your future. Your manager and mentor are available to help you progress through IBM’s project management profession, but there are several basic decisions and actions you need to take to achieve your career goals.

Determine your short- and long-term career goals, based on your personal and professional strengths and interests.

Becoming knowledgeable about professions in IBM … their roles, responsibilities, and requirements … and select your profession with help from your manager

Ask your manager to assign you a mentor if you don’t already have one.

To do this, you need to:

Complete an individual gap analysis against the profession’s requirements.

Determine your short-term profession goal.

Use processes such as PBCs and IDPs to develop and execute an action plan that focuses on specific activities to achieve your goal, with defined completion criteria and checkpoints for review.

Actively work with your manager and mentor to:

− Validate the fit between your profession goal, your strengths and skills, and the requirements of your business unit.

− Review and verify your gap analysis.





− Develop and review your action plan, gaining their commitment to support and approve activities requiring their approval and/or sign-off.

− Execute your plan.

− Ensure that they actively review your actions.

For help developing a specific skill, take advantage of the profession’s skill-based mentoring program. See 72.2.3 The mentor for more information.

For help specifically with certification, check with your geography Profession Leader for local options.

2.2.2 The manager

As a manager, it is important that you work with your professionals to guide and support their movement through the profession’s career path. Here are some general tips.

Familiarize yourself with the content of this guide. For specific recommendations, see 70.4.5. Managers and mentors of project management professionals in this guide.

As an integral part of Employee Development Planning (EDP), support your project management professional’s use of this guide to:

− Learn about and make long-term plans for advancing their careers in project management.

− Finalize tactical, specific milestone plans.

− Identify gaps in meeting a milestone’s requirements.

− Develop realistic PBCs that are compatible with IBM's business needs and also targeted to close the gaps. Suggested PBC objectives are available on the PM/COE website; use this as a starting point.

− Develop realistic IDPs to complete profession education appropriate for the selected milestone. Suggested IDP objectives are available on the PM/COE website.

− Identify follow-on profession activities and project work assignments to reinforce the knowledge and skills acquired from education as quickly as possible following course completion.





The roles involved


On an on-going basis, lead your project management professionals by:

− Explaining your business unit's strategy and the skills they need to support that strategy.

− Increasing their understanding of customer and marketplace needs in your geography and business unit.

− Identifying and assigning a mentor to facilitate and accelerate their professional growth, and to assist you in understanding profession requirements.

− Identifying follow-on profession activities and project work assignments to reinforce the knowledge and skills acquired from education as quickly as possible following course completion.

− Reviewing their work experience and interests. Guide your PM professionals by encouraging them to:

− Keep you posted on the progress they are making against their plans and providing them periodic feedback based on that progress.

− Lead or participate in a PM ShareNet.

− Reuse and submit PM-related intellectual capital.

− Document lessons learned as a result of project management activities.

− Build and maintain their profession-related documentation in the Professions Certification Tool as a regular part of project closeout or course completion.

As they prepare milestone evaluation, review their milestone achievement packages to:

− Verify that they meet all requirements. See 1.6.4 Accreditation and initial certification : requirements summary for information Determine use of exceptions or equivalencies where appropriate. (See 7Appendix B. Equivalencies for further assistance here.)

− Validate documented experience, skills, and education.

− Ensure that the package is an accurate reflection of their professional qualifications. (See 7Appendix A. Creating an effective package for further assistance here.)

Support and adhere to IBM’s management and HR policy by ensuring that:

− They are assigned appropriate project management position codes as they enter and grow in the profession.

− You understand and comply with HR requirements specific to IBM Professions. See 71.7.3. Profession-related HR Policies for a review of HR policy requirements.





Stay current with what’s new, what’s changed, and what’s important in the PM profession.

− Take the Knowledge Refresh for Project Management Professionals each year, a short e-learning offering that provides an update of the profession.

− Become familiar with the PM Knowledge Network (PMKN) and participate in your professionals’ sharing.

− Familiarize yourself with the Enterprise Project Management initiative, and what it means to IBM, to you, and your professionals.

2.2.3 The mentor

"I expect you to take on self-renewal of your own skills, help attract and retain new talent, and mentor that talent once it is here at IBM."

Lou Gerstner, May 2001

Mentoring is a key factor in successful employee professional development. It occurs when two people work together to achieve specific objectives for growth and development. The roles involved are:

The protégé …the person who is less experienced or new to the profession, and who is actively seeking guidance.

The mentor … the person who has the profession-specific skills, knowledge, and experience that the protégé wants to acquire, and who provides guidance.

An important aspect of a project management professional’s skill is the ability to apply good project management practices in any situation. Professionals develop the majority of their ability by performing project work and gaining experience (sometimes through scars) that can be applied to new situations, commonly known as OJT (on-the-job training). A mentor with specific profession-related skills can provide invaluable assistance and accelerate the process.

While there are several general mentoring programs and approaches available within IBM, the profession has developed a skills-focused mentoring program in which a certified IBM project management professional serves as the mentor. Because experiential learning is an important component of success in the profession, this type of mentoring is important to advancing within the profession. Education can only do so much.








The roles involved


Specifically, the role of a profession mentor is to:

Assist the protégé in developing a plan for developing project management skills.

Provide or direct opportunities for experience-based learning related to the profession.

Provide coaching and feedback to protégé and to his/her manager.

Validate that the protégé has met the required skill levels originally set as a goal.

While mentoring another project management professional is a major investment of time and expertise, it is also a privilege and a responsibility with potential for significant personal and professional reward. In addition to tangible giveback credit, the time spent with a protégé is also a learning experience; the ideas generated and the questions raised help to increase your own skills and expertise in the profession.

A Project Management Profession Skills Mentoring Guide has been developed to facilitate this type of mentoring. This type differs from traditional career mentoring in that:

It focuses on developing and enhancing skills specific to the practice of project management in IBM.

It provides a project-based framework for mentoring by defining specific resource relationships (roles and responsibilities), durations, deliverables, and completion criteria.

As a reminder, mentoring qualifies as giveback. See 76.3.1.3. Professional contributions: giveback activity for information.




2.3 The tools involved

In addition to information available in this guide, IBM has a wealth of career-related tools.

The profession recommends the following tools for your review and on-going use. Check with your manager to determine which ones your business unit or geography use.

2.3.1 CareerPlanner

For general career planning, CareerPlanner is a web portal that provides strategic guidance to help you determine:

Where you want to go within IBM.

How you will get there over the course of your IBM career.

This tool is especially useful for general, non-profession related career planning. It also provides recommendations for general, tactical, career-based activities that you, your manager, and your mentor may use each year to help in your general professional development. In addition, it provides direct access to selected information regarding the project management profession.

2.3.2 Skills assessment tools

There are many skill requirements important to your success in IBM.

General professional and information technology skills necessary for successfully performing IBM work

Skills specific to a profession

Skills specific to a geography, organization, or business unit

The Professional Development (PD) Tool is used increasingly to support skills assessment, but other tools may be deployed in your business unit- see your Manager, HR or local PM Profession Leader for guidance, if your are unsure.

2.3.2.3 Project management skills assessment focuses specifically on project management skills.

2.3.2.1 Professional Development Tool

The Professional Development (PD) Tool has being deployed by IBM Global Services organization. It has the functionality to review and select skill development activities to close gaps that are identified.

For further guidance and recommendations regarding tool use, please see your manager.





The tools involved


2.3.2.2 Project management skills assessment

Project management skills … their development, enhancement, and assessment … are a key focus for the profession. Two major profession-specific skill sets are highlighted in this guide.

Basic project management skills, common to professionals across all IBM organizations and geographies.

Specialized skills to enable successful management of specific areas of IBM’s business.

Two tools are available to help you determine your project management skills; however, they are used for very different purposes.



Skill templates

The profession maintains basic and specialty skill templates that are most frequently used to validate a professional’s ability to meet a specific milestone’s minimum skill level requirements.

Basic project management skills are assessed using the PM Basic Skill Template

PM specialty skills are assessed using skill templates for each specialty.

For further information regarding specialty skills, 71.6.3. Declaring a “specialty”.

Each template defines skill and proficiency requirements. The proficiency requirements are specific to a profession milestone. For example, for the skill “Develop a Risk Management Plan,” professionals at the Associate and Advisory levels are expected to perform at a “3” level, Senior at “4,” and Executive at “5.”

As self-assessment tools, you may use these templates in several other ways…at any time you wish.

At profession entry, use the basic template to help you determine your position along the career path continuum.

As you select a milestone as your goal, use the template(s) appropriate for that milestone to accurately identify skill gaps. Then establish and execute action plans to close those gaps.

Project Management Self-Assessment Tool (PMSA Tool)

This on-line self-assessment tool is most frequently used to help determine a professional’s ability to successfully pass the “Review for Experienced Project Managers” course. This course is a major activity in the experienced professionals' equivalency path, an equivalency to completing Basic education requirements.

The tool was specifically developed to:

Help determine which, if any, Basic PM curriculum courses should be successfully completed prior to taking the review course.

Help assure the value of IBM's investment and protect the educational experience of other course participants.

The questions in the assessment tool are aligned with the teaching objectives of the review course and are based on exit skills required for successful course completion.








The tools involved


2.3.3 Personal Business Commitments (PBC)

Personal Business Commitments (PBCs) are your yearly “management by objectives” agreement with IBM. You and your manager set clear-cut work objectives that align with those of your business unit. These objectives should include specific profession-related commitments that are:

Directly connected to or critical to achieving business goals.

Targeted at increasing your profession skills and experience.

Used to close gaps that have been identified in your skills, experience, or education.

PBCs focus on demonstrated behavior, and the profession has created a matrix of sample PBCs for your use. Defined by level of experience, these include such activities as:

Completing a project management course critical to your development.

Documenting and submitting, “lessons learned” from a project as IBM intellectual capital.

Completing project or program work in an area you have identified as a gap.

Because PBCs are your business commitments, they are evaluated by your manager as part of your yearly performance review. Your ability to successfully complete those objectives not only helps advance your career but also has a direct effect on your ability to successfully compete for a promotion

2.3.4 Individual Development Plans (IDP)

Your Individual Development Plan (IDP) helps you set objectives to support personal career development and help you achieve your PBCs. It also provides a framework for optimizing your learning activity so that you can efficiently close profession and other developmental gaps.

The same matrix used for PBC development may be used to develop IDP objectives. Your plan should include a variety of near- and longer-term activities, such as self-study, mentoring, coaching, e-learning, and classroom options.

Activities documented in an IDP are not directly evaluated in a performance review.

While successfully executing your IDP doesn’t directly influence a promotion or raise, it does help you focus on advancing your career and making the best use of your time and abilities.








2.3.5 The Professions Certification Tool

The Professions Certification Tool … often referred to as the “certification tool” or “cert tool” … is a Lotus Notes tool to help you document project management skills, education, and experience. It also simplifies submission of your approved milestone packages. Initially developed by the profession in North America for project management use, the tool has been adopted by all major IBM professions and is now being deployed worldwide.

The tool was developed to support certification, but professionals are encouraged to also make use of it for Accreditation (Associate and Advisory PM), but note the following specific guidance in this area.

Templates and Workflows for Accreditation are not available in the tool currently - the softcopy (Word) Accreditation template on the PM/COE website should be used to support Accreditation.

Once Line Management has approved the case, the candidates should request access to the tool, and use it as a repository for the information gathered on skills, experience and education (including any project profiles).

This is the first step in preparing the eventual certification case, and should save time and effort at that stage.

Click on this link for information about acquiring the Professions Certification Tool.



Achieving profession milestones: a high level approach


2.4 Achieving profession milestones: a high level approach

A graphical summary of a general approach for achieving profession milestones is shown in the next figure. You are the driver …and you need to actively involve your manager and mentor.

Develop your PMmilestone plan

This step is discussed in more detail in “3 – Developing your profession milestone plan””.

Perform self assessment and determine gaps

Review milestone requirements

Identify your profession milestone

Develop action plan to achieve milestone

Achieve yourprofessionmilestone

This step is discussed in more detail in “4 – Achieving Associate and Advisory profession milestones” and ”5 – Achieving Senior and Executive profession milestones”.

Execute profession milestone plan

Finalize documentation and verify completeness

Submit documentationfor approval

Validate and document fulfillment ofmilestone requirements

This approach is neither rigid nor proscriptive. Rather, it provides guidelines to help you take steps in your career progression.

Developing your profession milestone plan



In this chapter, we focus on the first step to achieving your profession milestone … developing your plan.

The work you do here sets the stage for answering the question, “What do I need to do to achieve my goal in the project management profession?” Once you have developed a plan for the goal appropriate for you, 84. Achieving Associate and Advisory profession milestones or 85. Achieving Senior and Executive Profession milestones” will provide further guidance to execute your plans and achieve your goal.



3.1 The step at a glance

The following diagram summarizes what is involved in this step.

Perform self assessment and determine gaps

Review milestone requirements

Identify your profession milestone

Develop action plan to achieve milestone

We will discuss each activity in the following sections.

Completing the step


Note

There is a lot of information in this chapter.

Depending on your working style, you may wish to print some or this entire chapter. That way, you can make notes about your accomplishments, check off requirements you’ve met, jot down questions, and so forth. For printing tips, see 80.5.3. Tips for printing.

These annotations will help you develop the plan to achieve your profession milestone.

3.2 Completing the step

Procedural note The first two activities in this step may/may not be important to you, depending on your current status:

• If you are considering project management as a profession or are a new entrant, begin with 83.2.1. Identify your profession milestone and complete the entire step.

• If you are a professional hire into IBM or have already achieved one or more milestones in the profession, you may already know your goal. Therefore, go directly to 83.2.2. Review milestone requirements.

Important points

!

As you read through this chapter, you will occasionally see the “attention” symbol, shown at the left.

This symbol is intended to draw your attention to important information about various requirements. Be sure to review this information … it might be applicable to you.



3.2.1 Identify your profession milestone

If you are considering project management as a profession, your objective in this activity:

Answer the question “Is the Project Management profession for me?”

If you are already in the profession, your objective in this activity is:

Identify your current profession goal.

3.2.1.1 People new to the profession

If you are considering project management as a profession, you need to give it serious thought … just as you would any other profession move. Basically, you need to do research and talk to others ... and think about the answer to the question, “Is the profession for me?” Using this guide and tools such as Career Planner help in this activity. (See 82.3.1 CareerPlanner for additional information.)

To start your thinking, here are some questions to ask yourself.

1. What about the project management profession is attractive to me?

2. What traits do I possess that:

− Would help me succeed as a project management professional?

− Might interfere with my success?

3. Where am I professionally within IBM?

4. How does a career in project management fit into my long-term plans?

5. Who in the profession could I talk to?

Here are some questions to ask others. In addition to validating your responses to the previous questions (particularly 2, 3, and 4), use these questions to facilitate discussion with your manager, mentor, and others.

1. Given the current business environment, would you recommend a career in project management? Why? Why not?

2. What should I do in the near term to:

− Help me make a more informed decision about the profession?

− Improve my chances of success in the profession?



Completing the step


Here are some additional recommendations.

Talk to your manager about your career goals, your interest in the profession and the current need for project management professionals in your business unit

Observe a certified professional for a few days to see, first hand, what is involved in the job.

Participate in key project-related activities and meetings where possible.

Once you determine that you want to become part of the profession, your first milestone is likely to be Associate Project Management Professional.

3.2.1.2 People already in the profession

If you are already in the profession, identifying your milestone goal is quite straightforward.

If you are already in the profession at IBM and have achieved at least one profession milestone, your goal is obvious … the next milestone in the career path. See 81.6.1. Career milestones in the profession.

If you are a professional hire into IBM or you are entering the project management profession as an experienced IBMer, your current title and level gives you an indication of the most likely milestone.

Reviewing milestone requirements might be helpful in clarifying the appropriate goal for you. See 1.6.4 Accreditation and initial certification: requirements summary.

If you have any questions, please see your manager.



3.2.2 Review milestone requirements

Your objective in this activity:

Develop a clear understanding of the requirements you need to meet for the milestone you have identified.

This step involves two activities:

Review the requirements for that milestone.

Think about your ability to meet the requirements, in preparation for identifying the gaps you need to fill.

Requirements are described in the remainder of this section. If you wish to “jump ahead” to specific requirements, click on the appropriate link.

For skills, 83.2.2.1. Skills

For résumé, 83.2.2.2. Résumé

For experience, 83.2.2.3. Experience

For education, 83.2.2.4. Education

For knowledge, 83.2.2.5. Knowledge

For projects, 83.2.2.6. Projects

For giveback, 3.2.2.7. Giveback

If you would like to review the complete requirements table, see 81.6.4.1. General requirements.

Completing the step


3.2.2.1 Skills

Skills development is the foundation of the profession. As a project management professional, you need to demonstrate strong skills in basic project management and in one or more specialized areas of IBM’s business. (See 81.6.3. Declaring a “specialty” for information about specialties.)

The profession has developed skills templates to help you assess your skill proficiencies. Minimum proficiencies levels are defined for each profession milestone

All milestones require you to assess yourself against these by completing a skills assessment in the preceding 12 months, using the skills assessment tool recommended by your geography or business unit. For certification, the on-line Certification Tool will automatically pick up the assessment.

Please see your manager for questions regarding skill tools for your business unit or geography.

Preliminary skills assessment

! In order to understand how you “measure up” against the skills required for your goal, it is important to do a preliminary skills assessment early in your planning.

For each skill template required for milestone you have identified:

Download the following.

− The “Basic PM Skill Template” and the “Basic PM Skill Definitions”.

− The “specialty skill” template(s) and the corresponding definitions, if appropriate.

− The proficiency definitions.

Review these templates and definitions, to assure that you understand what the various skills encompass.

Assess yourself skills against the requirements for your desired profession milestone, noting gaps.








Review your assessment with your manager and mentor.

Completing the step


3.2.2.2 Résumé

A current résumé is an important aspect of managing your career and communicating your expertise within IBM, to your customers, and to marketplace. It is a record of your:

Significant accomplishments.

Experience.

Educational qualifications.

Awards and recognition.

Participation in professional organizations.

Other pertinent information about your capabilities.

The quality and accuracy of this information can be a factor in determining whether you are selected for a project.

Reviewing or creating your résumé

! You most likely have a résumé of some kind. Review and update it based on your most recent (or relevant) professional activities. Then review it with your manager and mentor.

Several résumé tools are available to help you create or update a professional résumé. Check with your manager to determine which tool is used in your organization.



3.2.2.3 Experience

The profession requires that you meet minimum requirements for two major categories of experience:

“Project management experience” refers to the number of years you have performed in the role of leading projects. This requirement begins at the Advisory level, and can include experience prior to joining IBM.

For a definition of “project”, see 81.6.4.2. Definition of projects.

Technical/industry/business experience” refers to the number of years you have performed technical, industry, or business-related activities other than project management.

Experience

!

To qualify as “project management experience”, you need to have performed the project management role

The additional (2years) project management experience required at the Executive PM milestone should be gained through management of, or significant roles on complex projects or engagements – see 3.2.3.2 The Executive PM Job Description

“Architectures” and “major product technologies”

At the Senior milestone and higher, technical experience requirements become more specific. They include experience with at least one “architecture” and one “major product technology”.

!

Examples of “architectures” include: Mainframe Client/server e-business

Examples of “major product technologies” include: Java C++ WebSphere

Completing the step


Industry applications

Non-IBM experience

! If you are new to IBM, be sure to adequately reflect the experience you gained prior to joining the company. This external experience helps you bring different … and perhaps unique … perspectives to the profession in IBM.

3.2.2.4 Education

IBM has made a significant investment in project management education to ensure that IBM project management professionals become and remain up-to-date with IBM project management methods, tools, and techniques. This education, coupled with mentoring and experience, is the foundation for project management skills development and growth.

As shown in the table above, there are three types of education requirements.

Basic project management education

The PM Basic Education provides the foundation for basic skills development in the Project Management Professional profession. It integrates generic industry project management information with IBM methods, tools, and processes, and focuses on the way in which IBM implements these elements in its day-to-day business.

You may want to print roadmaps for the Basic PM curriculum and the Methods and Tools Cluster, and annotate the coursework that you have completed.






Professional hires

!

GBS Candidates

!

If you are a professional hire, you may already have completed some amount of project management education. If this is true for you, review the “Experienced professionals' path” for possible equivalency options.

All GBS Candidates must complete the Zentoria II – Introduction to the Seven Keys to Success class.



Completing the step


Specialty project management education

Each specialty has a list of recommended courses to help you develop skills in that specialty. The profession requires a minimum of 16 hours of specialty education per specialty. (The specialty itself, however, may require more education.) Courses other than those on the list may also count toward specialty education requirements. However if you use courses not on the list please check with the Subject Matter Expert listed for the specialty and include a brief statement of why you feel these courses apply to your specialty area in the Additional Documentation Section of your package.

Click here to review specialty education requirements. You may also want to print the list of available courses for your specialty, and annotate those you’ve completed.

Currency education

All PM professionals prior to certification are required to maintain education currency by taking, on average, 40 hours per year of project management education. It is met by taking project management courses required to satisfy the Basic PM curriculum, specialty education, and/or continuing education requirements.

To provide certified professionals increased flexibility; the currency requirement is 60 hours over three years plus the Knowledge Refresh course, for level moves and Recertification (and is called "continuing education"). Professionals seeking level-move milestones are to pro-rate that requirement, based on the number of years since initial certification and/or most recent recertification.

Application of the currency requirement

! The currency requirement applies to you if:

You have completed the Basic PM curriculum training more than 12 months prior to submitting your qualification package for any profession milestone above Associate. (40 hours annually)

You are submitting a “level move” or recertification package. (20 hours annually, plus the Knowledge Refresh course.)

To meet this requirement for initial certification, you are expected to complete 40 hours of project management-related education within the 12 months prior to package submission. These 40 hours of education should be distributed as follows.

Self-study and other informal education (maximum of 16 hours). This includes conference or seminar attendance, reading relevant literature, etc. You need to demonstrate that these activities enhance or build your capabilities and effectiveness as a project management professional.

Completion of the Knowledge Refresh for Project Management Professionals e-learning offering




Formal IBM project management-related education (minimum of 20 hours). This includes courses:

− From the project management curriculum which includes “Project Management Enabling” (excluding the Knowledge Refresh) and “Program Management” Education

− From your specialty’s list of courses.

− That your business unit specifically designed for project managers

Level moves and recertification

! If you are applying for level move, note that this requirement is the same as the requirement for continuing education for recertification … an average of 20 hours per year.

3.2.2.5 Knowledge

To validate basic project management knowledge and expertise against a widely recognized external standard, the profession requires those seeking Senior and higher profession milestones to pass the PMI Project Management Professional (PMP) exam. For information about the exam, see 81.8.1. The Project Management Professional examination.

As part of your preparation, the profession recommends that you obtain PMI’s Project Management Book of Knowledge (PMBOK) Guide as soon as possible and become familiar with it; it is the basis for the PMP exam. In addition, it was one of the resources used to develop IBM’s Worldwide Project Management Method (WWPMM).

Familiarity with PMBOK Guide concepts and terminology contributes to your basic knowledge of project management. Because of the wide recognition of PMI and its work, familiarity with this information also helps you communicate more effectively with your customers, your team, and the general marketplace.

If you have already passed the exam, you have completed this requirement. You simply need to provide evidence to the Certification Board that you have passed the exam.





Completing the step


3.2.2.6 Projects

The projects that you submit for milestone achievement need to meet these requirements.

There are several points to remember about the projects that you submit as part of your package.

Definition of project

!

Each of the projects that you document and submit needs to satisfy the definition of a “standard” project. To review this definition, see 81.6.4.2. Definition of projects.

As a general rule, most projects being considered for certification profiles should have been executed within the last five years. Projects older than this may not reflect use of current methodology, tools and supporting materials; references may be difficult to verify. Projects greater than 10 years old will not be considered unless approved by your Geography PM Profession Leaders

All projects profiled must be a minimum of six consecutive months in duration. Should a project have gaps between phases awaiting funding, this must be explained and justified in your package.

Alternative Criteria for…. Total Person resource required over six month duration

5 Full Time Equivalents (FTE) 30 Full-Time Equivalent person months (FTE’s must not go below a minimum of 3 in any given month)






Responsibility and accountability

! For each project that you profile and submit, you need to have:

Been accountable for scope, cost, schedule and deliverables.

Had the authority to retain or dismiss individuals from the project or program directly or indirectly (via recommendations to management).

For the Executive PM milestone, two years of experience of managing complex projects or engagements is required. The additional project profile should illustrate the required experience at this level. see 3.2.3 Executive PM Certification

Non-IBM experience

!

Project Management experience gained prior to joining IBM is recognized by the Profession for Qualification purposes (and indeed brings other, perhaps unique, perspectives to the Profession and IBM) -for certification, a minimum of one IBM project is required.

Projects that do not meet requirements

such as duration, FTE, etc.

!

You may have substantial experience managing projects … but some of your projects may appear not to meet the requirements shown above. For example, you have:

Managed a group of smaller projects, which together, might meet the requirements for a “standard” project.

Managed programs as a program manager - programs are included in the ‘standard project’ definition used for PM Qualification.

Managed a project whose data is inaccessible or unavailable.

If any of the above applies to you, see Appendix B, 8B.2.1. Package annotation for inaccessible or unavailable project data or B.2.2. Equivalency for multiple projects for further detail, as appropriate.

The (one) project required at Advisory PM stage should normally be one, which meets the requirements of the ‘standard project’ definition, but cases based on equivalent experience can be made, and will be considered on their merits, including PM Roles (e.g. Bid Manager, QA, PO Management).

Completing the step


The ability to demonstrate experience in managing projects across all phases of a project is critical to Senior and above milestone achievement.

For purposes of the “project phases” requirement, phases are defined as:

Project phases

!

Concept

Solution design

Or equivalent activity

Initiating

Planning

Executing

Controlling

Closing

The list on the left reflects proposal activity or equivalent. The list on the right identifies traditional project phases that apply to all types of projects, regardless of their content (proposal or delivery).

Business development

projects

!

For Senior milestones and above, you need to have been involved in at least one project focusing on proposal, concept, or solution design.

For the Senior milestone, you need to have at least participated in such a project.

For the Executive milestone, you need to have managed such a project.

Overlap of projects,

in time

!

Some overlap in calendar time is allowed among projects you plan to profile and submit. However, each project must have its own distinct team, deliverables, plan, and financial measurements.

Collectively, the projects that you profile need to represent:

18 unique calendar months for the Senior milestone.

24 unique calendar months for the executive milestone.



Projects not meeting the

definition of a “standard”

project

!

As a project manager, you may have managed a “project” that does not appear to meet the definition of a “standard” project. For example:

It did not have well-defined start and end dates.

It was not a temporary undertaking.

It did not have a well-defined scope or deliverables.

Typical examples of such activity include:

On-going maintenance and support activity.

Lifecycle management of a HW/SW product.

Such activity as a whole may not provide the basis for a “project” which meets the criteria, but could very well contain individual projects, which do meet the criteria; for example, a significant change, transition or implementation project.

If you would like to submit such a “project” as part of your package (for example, a project within an on-going maintenance and support or lifecycle management contract), you need to review it and have it approved by your Profession Leader before you document and submit it.

Completing the step


3.2.2.7 Giveback

All Project Managers applying for certification must now document at least two instances of Giveback activities that demonstrate a contribution to the Profession. Giveback is defined by the PM/CoE as an activity that is above and beyond your normal job responsibilities and benefits the IBM PM community in some way. Examples of valid Giveback activities include:

− Instruction of PM related courses

− Enhancing fellow PM practitioner skills through mentoring of non team members.

− Chair assignments

− Profession- Sponsored Activities

− Perform QA activities - Peer project reviews(PMRs)

− Serving as a SME for creation and/or evaluation of PM training or education

− Presenting at PM conferences or PM community activities

− University Relationships that further IBM's image

− Producing and sharing PM related IC



3.2.3 Executive PM Certification

3.2.3.1 Differentiation from Senior PM Certification

The Senior PM (SPM) certification milestone requires Project Management professionals to have a sound general level of PM competence demonstrated through a successful execution of managing projects (or significant components of more complex projects).

At the Executive PM (EPM) milestone, Project Management professionals are expected to have a similar track record of success, but show considerably more depth of experience through managing larger and more complex projects or engagements.

Differentiation is set out in detail in the Job Descriptions (see ‘Career Planner’) and the proficiency levels listed in the skill template for Executive PM.

For both SPM and EPM, the criteria should be viewed as minimum requirements.

3.2.3.2 The Executive PM Job Description

The respective PM Job Descriptions for SPM and EPM are similar in many respects. However, the differentiation is significant, including:

Differences in scale and complexity on skills and knowledge (e.g. projects vs. complex projects, knowledge vs. expert knowledge, specific skills or knowledge vs. mastery, etc.).

EPMs are also required to demonstrate significant levels of business knowledge, leadership skills and be able to operate at a more strategic level. An EPM has extensive working knowledge of IBM strategy and must be able to apply that understanding to influence or guide project stakeholders. They have professional mastery related to the application of the PMI process groups. They plan and conduct complex negotiations reaching lasting agreements and commitments. They should anticipate future customer, industry and business trends while applying this understanding to complex problems to meet project objectives. They should be able to articulate a vision of long term IBM, industry, business and technology directions, which guides business area strategy, and be recognized as an expert by organizations globally within IBM, by customers, and supplier organizations.

EPMs should also be recognized by their peers, the business and their clients for their leadership, business acumen and expertise in the application of PM principles and practice.





Completing the step


3.2.3.3 Other considerations

In 1.7 - Profession milestones and promotion each PM Profession milestone is shown as a mandatory prerequisite to the corresponding PRG or Salary band. The PM Job Descriptions and skills template are in broad alignment with the corresponding band.

Exec PM is a very significant achievement and a prerequisite to promotion to this band. As with the other profession milestones, attaining Executive PM certification is in no way a guarantee of promotion. For promotions, the business is responsible for assessing need, opportunity and timing, based on many criteria of which Executive PM certification is just one.

3.2.3.4 Approving and Assessing Executive PM Certification Packages

To assist PM Professionals, and help Boards interpret and apply the guidance and ensure consistency, and to support Managers and Executives in approving Executive PM certification packages, the following summarizes the essence of the requirements for the Executive PM milestone. Executive PMs are required to have a minimum of 5 years experience of Project Management, at least 2 years of which are operating at the level set out in the Executive PM Job Description and the PM Basic skill template:

overall responsibility for, or a leading role in managing complex projects/engagements

program management knowledge or experience

mastery of PM processes, techniques and methodologies

sound business skills and acumen, including - working knowledge of IBM strategy - expert knowledge of business unit mission and processes - extensive knowledge of the market segment and industry and technology trends

leadership and influence at strategic level

significant financial responsibility

Further details are set out in the job description and skill template. Additional guidance on the interpretation of ‘complexity’ is provided in section 3.2.3.5.

To assist the Board and certification package reviewers, candidates should annotate their resume (or CV) to highlight the experience which is being cited as ‘managing complex projects/engagements’, or provide supporting information/statement in the ‘Additional Documentation’ section of the on-line Certification Tool template - alternatively, candidates from other business units can also use the sample complexity



checklist/template either as a reference or to provide evidence of complexity.

3.2.3.5 Defining Complexity

Managing complex projects or engagements is a critical element of the skills and experience expected of Executive PM professionals.

Complexity is a reflection of many individual characteristics, which can by themselves each indicate increased complexity, but it is really the aggregation of these factors (or sources of complexity) which result in one project being viewed as more complex than another. Increased complexity almost always results in increased levels of risk (and exposure to IBM).

These sources of complexity typically fall into a small number of categories:

Commercial or contractual arrangements e.g. IBM responsibilities, other parties involved, type of contract, financial exposure (client and IBM) or penalties

Nature of the Project and outcomes e.g. project goals, complex or emerging technology, deadlines, dependencies

Client attributes and relationships e.g. level of change, business impact, client skills

Team attributes e.g. Team size, diversity, geography, relevant skills and experience.

It is typically the presence of many of these attributes that determines complexity. Individual factors e.g. team size are not necessarily determinants of complexity - some projects with very large team sizes may involve a relatively simple solution or proposition, and the converse is also true. However, factors like team size (or Total Contract Value) often reflect the other attributes and factors present, and are thus potentially useful indicators of complexity or at a minimum serve as useful pointers for reviewers.

The additional project profile required for the EPM milestone indicates a minimum of 20 FTEs currently. This should be viewed as the minimum level for the required project experience at this level, and most Executive PMs will be managing considerably larger teams - reviewers should look for evidence of considerable complexity in other areas where the team size is close to the minimum.

3.2.3.6 Assessing Complexity

At the Executive PM milestone, the Boards should look for evidence that the candidate’s experience and project profiles exhibit many of the characteristics outlined, with a significant level of exposure inherent in each.

Completing the step


The PM Profession does not advocate or define a specific model, checklist or tool in this area, and recognizes that judgment is inevitably inherent in the Board validation process, and that the Boards are sensitive to the specific needs of the business units represented by their constituency.

However, there are a number of models used by individual constituencies, which illustrate how the concepts outlined above might be applied in practice. A brief outline of each of these two models is provided below. Other models exist, and may offer additional insights; however, the models illustrated can be extended or adapted for use in other business units or geographies.

(i) Sample Complexity Factor Checklist : Commercial/Contractual factors Responsibility for other contractors’/other vendors’ efforts, or for

implementing direction without direct supervision or management participation

Scope of the project is enterprise-wide, many business units, and many functions.

Nature of Project Objectives & Outcomes Complex/uncertain project goals and or project outcomes Sponsor has not secured commitment of executive leadership to the

project High level of integration of technology within the project or as a result

of the project.

Client Attributes Project has significant impact on the client’s ‘bottom line’ or impacts

external suppliers/customers Cultural change required within client is extensive and/or resistance

to change is very high Client is unsophisticated in terms of project discipline (e.g. use of

consultants, honoring commitments, resolving issues, delivering when they agreed to)

Team Attributes Team is cross-functional or multidimensional Project team is large (>30) Majority of team members lack experience in the methods being

used on the project



(ii) Business Transaction Type (BTT) used by Europe Services This model is used in Europe (Services) and more recently in other geographies to assess the level of complexity and risk inherent in individual proposals, and thereafter by QA and the business units to determine the level of reporting and review required during the life of the project.

In simple terms, the model is based on identifying the number and nature of commitments requested or expected by the client (and within these any which might prove challenging to fulfill), along with other factors, which indicate complexity or potential exposure to IBM.

Commitments Code development or application porting Fixed Price Services (excl. standard maintenance, approved

offerings, stand-alone Consulting) Critical delivery date with respect to the customer’s business Customer unique functionality Performance guarantees Subsequent benefits Deviation to service provider quality standard Challenging SLA

Other factors Contractual Terms and Conditions Subcontractor dependencies Services value (revenue) Employee transfer requirements or entitlements Other (e.g. Top opportunity, investment case, multinational,

unannounced products) Level of risk

Using a spreadsheet template, a score (of 1-5) is derived, with 5 representing a high level of complexity and potential exposure to IBM. The size of the contract (revenue) has an increasing bearing on the overall score, and the clip level used is the same as that for the WW ‘Selected projects’ metric (i.e. Selected Projects are BTT 4 or above). .

For the purposes of assessing Executive PM candidates, reviewers should either look for evidence that the experience cited was on projects at BTT 4 or above, or alternatively apply the factors in a more subjective way.

Completing the step


3.2.2.7 Giveback

All Project Managers applying for certification must now document at least two instances of Giveback activities that demonstrate a contribution to the Profession. Giveback is defined by the PM/CoE as an activity that is above and beyond your normal job responsibilities and benefits the IBM PM community in some way. Examples of valid Giveback activities include:

− Instruction of PM related courses

− Enhancing fellow PM practitioner skills through mentoring of non team members.

− Chair assignments

− Profession- Sponsored Activities

− Perform QA activities - Peer project reviews(PMRs)

− Serving as a SME for creation and/or evaluation of PM training or education

− Presenting at PM conferences or PM community activities

− University Relationships that further IBM's

− Producing and sharing PM related IC



3.2.4 Perform self-assessment and determine gaps


Use the previous requirements section to self-assess your qualifications for the desired milestone.

Determine the gaps you need to close to achieve your milestone.

Review the above with your manager and mentor to gain their perspective and commitment to provide opportunities to close identified gaps.

To develop a plan to achieve your milestone, you need to:

Complete a self-assessment of your project management qualifications as they compare to your milestone’s requirements for skills, education, experience, and knowledge.

Identify the gaps between your qualifications and those requirements.

Use that analysis as the basis for developing a plan to increase your project management expertise and close those gaps.

As you worked through the previous sections of this chapter, you probably were doing this assessment and gap analysis, at least informally.

Before you begin planning, you may wish to make more detailed notes about “where you are” with respect to “where you need to be”. You can then review these notes with others, gain their perspectives, and move forward with your planning.

Completing the step


3.2.5 Develop action plan to achieve milestone


Develop a plan to complete the requirements for the profession milestone you have now validated.

Review this plan with your manager and gain concurrence.

At this point, you should be able to answer basic questions as input to your milestone achievement plan.

Skills

Do you need to improve your skill levels in basic project management and your specialty? If so, on which skills do you need to focus?

(The profession’s skills mentoring program is particularly useful in this area.)

Résumé

Do you need to prepare a résumé? Update an existing one?

Experience

Do you need to acquire additional project management experience?

Do you need to acquire additional technical, industry, or business experience?

Are there “experience” equivalencies that you and your manager should consider?

Education

Do you need to complete any courses? If so, which ones?

Are there “education” equivalencies that you and your manager should be considering?

Knowledge

Do you need to prepare for and pass the PMI exam?

Projects

Do you need to gain additional project management experience to meet the requirements for your milestone?




Here are some additional tips to keep in mind as you develop your plan.

Important dates

!

Be aware of key dates that will influence your planning.

“Board dates” and “package due dates” for certification-level milestones.

Availability and dates of coursework that you need to complete.

Schedule for the PMI PMP examination.

Using tools

!

Make effective use of the available tools to help you both develop and execute your plan.

Professions Certification Tool (for professionals in geographies where this tool is available)

If you are not already using this tool, obtain it and begin using it as soon as possible to document your education and experience.

Certification or recertification templates (for professionals in geographies where “the tool” is not available)

Other tools, such as the PBC, IDP, and various assessment tools. See 82.3. The tools involved.

Manager and mentor input

!

The plan you develop should reflect recommendations and agreement from your manager and mentor.

Gain their commitment to:

Support you.

Authorize project assignments and education to enable you to achieve your plan, where necessary.





The next step


3.3 The next step

Now, it is time to execute your plan.

If your goal is to achieve an accreditation milestone in the project management profession, continue to 84. Achieving Associate and Advisory profession milestones.

If your goal is to achieve a certification milestone in the profession’s career path, continue to 5. Achieving Senior and Executive profession milestones. .



At this point, you have determined that your goal is either the Associate or Advisory milestone. You have developed a plan; now it is time to execute that plan.

We will first look at the step “at a glance”, and then discuss the details.

At the end of this chapter, we present the approval process for “accreditation” milestones. If you would like to preview that information, see 84.3. The “accreditation” approval process.




The following diagram summarizes what is involved in this.





We will discuss each of these activities in the sections that follow.

Achieving Associate and Advisory profession milestones



4.2.1 Execute profession milestone plan

Your objectives in this activity:

Review and update your plan as required.

Execute your plan, until you have completed all requirements for your milestone.

Keep your manager and mentor informed of your progress to help you tune your action plan, as required.

Note: This activity and the next are carried out iteratively.

4.2.2 Validate and document fulfillment of milestone requirements


As you complete each requirement, gain mentor and management feedback and validation.

Document completion of each activity or requirement as you fulfill it. .

Note: This activity and the previous one are carried out iteratively.

We have provided tips in “Appendix A. Creating an effective package” for your use as you document your requirements. If you have not already reviewed these tips, read them now. Then you will know what you need to consider when creating your package.

Completing the step


PLEASE NOTE! Your objective is not to overwhelm reviewers with sheer volume and

bulk of information about your progress in the project management profession.

Rather, your objective is to convince and demonstrate to reviewers, via a well thought-out and carefully assembled package, that you have met all requirements and have the skills, education, experience, and knowledge required to achieve your milestone.

Validate your qualifications against requirements for your milestone as follows.

4.2.2.1 Skills

To review detail about these requirements, see 83.2.2.1. Skills.

“Skills requirements” checklist

Have you:

Reviewed the “skills” requirements for your milestone?

Reviewed the proficiency definitions and appropriate skill definitions?

Assessed yourself against the appropriate skills templates?

See PM Basic Skill Template and appropriate PM specialty skill templates, as well as 8Declaring a “specialty”

Met the “skills” requirements for your milestone?

If not, did you document an action item for your plan?

Reviewed the results with your manager and mentor?

Updated and documented the results of your assessment and discussion, as appropriate?

See 8A.3. Skills for tips.






4.2.2.2 Résumé

To review detail about this requirement, see 83.2.2.2. Résumé.

“Résumé requirements” check-list

Have you:

Reviewed the “résumé” requirements for your milestone?

Reviewed and updated your existing résumé, or prepared a new résumé, if necessary?


Reviewed your résumé with your manager and mentor?

Updated your resume, based on your discussions?

See 8A.4. Résumé for tips.

Completing the step


4.2.2.3 Experience

To review detail about these requirements, see 83.2.2.3. Experience.

“Experience requirements”

checklist

Have you:

Reviewed the “experience” requirements for your milestone?

− Project management experience

− Technical, business, or industry experience

Met the “experience” requirements for your milestone?


Documented the experience you are claiming?

Reviewed this experience with your manager and mentor?

Updated your documentation as a result of your discussions, as appropriate?

See 8A.5. Experience for tips.



4.2.2.4 Education

To review detail about these requirements, see 83.2.2.4. Education.

“Education requirements”

checklist

Have you:

Reviewed the “education” requirements for your milestone?

− Basic project management

− Specialty

Determined with your manager or Profession Leader whether to claim any “equivalencies” to meet these requirements?

Met the “education” requirements for your milestone?


Documented the education you are claiming?

GBS CANDIDATES ONLY - Have taken the Zentoria II – Introduction to the Seven Keys to Success class

Reviewed this education with your manager and mentor?


See 8A.6. Education for tips.



Completing the step


4.2.2.5 Knowledge

This requirement does not apply at the Associate or Advisory milestones.



4.2.2.6 Projects

To review detail about these requirements, see 83.2.2.6. Projects.

“Project requirements” checklist

Have you:

Reviewed the “project” requirements for your milestone?

− Total number

− Durations

− FTEs

− Project phases covered

Met all of the “project” requirements for your milestone?


Prepared project profiles for each of the projects you are submitting?

Reviewed the project profiles with your manager and mentor?

Updated your project profiles as a result of your discussions, as appropriate?

See 8A.8. Project profiles for tips.

Completing the step


4.2.3 Finalize documentation and verify completeness


Review your documentation for accuracy and completeness, ensure you are comfortable with it, and improve it as required.

Read it as if you were your manager or mentor, and improve it as required.

At this point, remember that the documentation you have developed:

Represents you … and needs to stand on its own.

Is a deliverable to your manager (and mentor) proposing that they accredit you as having achieved the Associate or Advisory milestone.

Review your documentation, using questions such as:

Am I happy with this?

Does it represent me, the way I want it to?

Does it accurately reflect your ability to produce a high quality deliverable, consistent with the level of skill and experience reflected in the milestone you are seeking?

Then, review it from the perspective of your manager and mentor, using questions such as:

Have I answered the questions? Have I demonstrated my ability to meet specified requirements and create a quality deliverable?

Will it convince them, beyond doubt, that I have the required skills and expertise to perform at this level so they will approve my package?

In addition to gaining feedback and approval from your manager, pay close attention to your mentor’s feedback. He or she has been through the process and can help you fine-tune your submission.

To assist with these reviews, refer to the same tips you used earlier ( 8Appendix A. Creating an effective package) and pay particular attention to 8A.10. When you have finished. This time, rather than using them as tips for preparing documentation, look at them as things to think about as you critique your own work.



4.2.4 Submit documentation for approval


Submit the package to your manager and mentor.

Monitor its progress and respond to inquiries as required.

Contact your Profession Leader to determine the correct procedure for your geography, region or country.

4.3 The “accreditation” approval process

For Associate and Advisory milestone accreditations, your manager is the final reviewer and decision-maker. He/she reviews your qualifications and approves the project profile (if required). At that point, you are accredited. Additional approvals may be required in some geographies. See you local Profession Leader for guidance.

The Project Management Certification Board is not involved in these milestone evaluations; however, your mentor can certainly coach you on how the process and board work for later reference.


The step at a glance


5. Achieving Senior and Executive Profession milestones

You may certify at any level initially, if you have met the requirements for that level. For example, you do not have to first certify at the Senior PM level to certify as an Executive PM.

At this point, you have determined your goal is the Senior or Executive PM milestone. You have developed a plan; now it is time to execute that plan.

We will first look at the step “at a glance”, and then discuss the details.

At the end of this chapter, we present the approval process for “certification” milestones. If you would like to preview that information, see 85.3. The Project Management Board Review process.




The following diagram summarizes what is involved in this.





We will discuss each activity in the following sections.

Achieving Senior and Executive Profession milestones



5.2.1 Execute profession milestone plan


Review and update your plan as required.

Execute your plan, until you have completed all requirements for your milestone.

Keep your manager and mentor informed of your progress to help you tune your action plan, as required.

Note: This activity and the next are carried out iteratively.

5.2.2 Validate and document fulfillment of milestone requirements


As you complete each requirement, gain mentor and management feedback and validation.

Document completion of each activity or requirement as you fulfill it. All Project Managers applying for certification must now document at

least two instances of Giveback activities that demonstrate a contribution to the Profession. Giveback is defined by the PM/CoE as an activity that is above and beyond your normal job responsibilities and benefits the IBM PM community in some way .

Note: This activity and the previous one are carried out iteratively.

If the Professions Certification Tool is available in your region and you are not already using it, you should obtain a copy as quickly as possible and familiarize yourself with it. If it is not available, obtain the Certification Template from the PM/COE website.

When you’re ready to begin documenting, select the “Senior Project Manager” menu item and enter your information into the applicable sections.

We have provided tips in “Appendix A. Creating an effective package” for your use as you document your requirements. They are useful whether you are using the “certification tool” or a template. If you have not already reviewed these tips, read them now. Then you will know what you need to consider when creating your package.




Completing the step


PLEASE NOTE! Your objective is not to overwhelm reviewers with sheer volume and

bulk of information about your progress in the project management profession.

Rather, your objective is to convince and demonstrate to reviewers, via a well thought-out and carefully assembled package, that you have met all requirements and have the skills, education, experience, and knowledge required to achieve your milestone.

Validate your qualifications against requirements for your milestone as follows.

5.2.2.1 Skills





Have you:

Reviewed the “skills” requirements for your milestone?


Assessed yourself against the appropriate skills templates?

See for the PM Basic Skill Template and selected PM specialty skill templates.

Met the “skills” requirements for your milestone?


Reviewed the results with your manager and mentor?

Updated and documented the results of your assessment and discussion, as appropriate?


5.2.2.2 Résumé



Have you:

Reviewed the “résumé” requirements for your milestone?



Reviewed your résumé with your manager and mentor?






Completing the step


5.2.2.3 Experience



checklist

Have you:

Reviewed the “experience” requirements for your milestone?



− “Architectures” and “major product technologies”


Met the “experience” requirements for your milestone (using equivalencies, if approved)?


Documented the experience you are claiming?

Reviewed this experience with your manager and mentor?





5.2.2.4 Education



checklist

Have you:

Reviewed the “education” requirements for your milestone?

− Basic project management

− Specialty

− Currency

Allowed more than one year to elapse after completing the Basic PM curriculum education?

If yes, have you met the currency requirement shown above (40 hours in the 12 months prior to package submission)?

Determined with your manager or Profession Leader, whether to claim an “equivalency” to meet the basic project management education requirement?

Met the “education” requirements for your milestone (using an equivalency, if approved)?

GBS CANDIDATES ONLY - Have taken the Zentoria II – Introduction to the Seven Keys to Success class



Reviewed this education with your manager and mentor?





Completing the step


5.2.2.5 Knowledge

To review detail about this requirement, see 83.2.2.5. Knowledge.

“Knowledge requirements” checklist

Have you:

Reviewed the “knowledge” requirements for your milestone?

Taken and passed the PMI PMP examination?


Supplied a copy of PMI documentation as validation of results?

Scanning the letter or certificate is acceptable as documentation.

See 8A.7. Knowledge for tips.


100 Version 1.14 May, 2008

5.2.2.6 Projects

To review detail about these requirements, see 83.2.2.6. Projects.

Completing the step


“Project requirements” checklist

Have you:

Reviewed the “project” requirements for your milestone? − Total number, number with IBM, number in the last three years − Durations − FTEs (for alternative FTE criteria, see Section 3.2.2.6) − Number in your specialty − Project phases covered − Business development projects


Met all of the “project” requirements for your milestone (using equivalencies, if approved)?


Prepared project profiles for each of the projects you are submitting?

Reviewed the project profiles with your manager and mentor?

Updated your project profiles as a result of your discussions, as appropriate?

See 8A.8. Project profiles for tips.

5.2.2.7 Giveback

At least two instances of giveback are required. Please see

3.2.2.7 Giveback

5.2.3 Finalize documentation and verify completeness


Review your documentation for accuracy and completeness, ensure you are comfortable with it, and improve it as required.

Read it from the points of view of your manager or mentor, and a Certification Board member, and improve it as required.

At this point, remember that the documentation you have developed:

Represents you … and needs to stand on its own.

Is a deliverable to your manager (and mentor) proposing that they approve your package for Certification Board review.

Review your documentation, using questions such as:


102 Version 1.14 May, 2008

Am I happy with this?

Does it represent me, the way I want it to?

Does it accurately reflect your ability to produce a high quality deliverable, consistent with the level of skill and experience reflected in the milestone you are seeking?

Then, review it from the perspective of your manager and mentor, using questions such as:

Have I answered the questions? Have I demonstrated my ability to meet specified requirements and create a quality deliverable?

Will it convince them, beyond doubt, that I have the required skills and expertise to perform at this level so they will approve my package?

Does it reflect my ability, as an experienced professional, to produce a deliverable that meets and reflects this milestone’s experience and expectation levels?

In addition to gaining feedback and approval from your manager, pay close attention to your mentor’s feedback. He or she has been through the process and can help you fine-tune your submission.

To assist with these reviews, refer you to the same tips used earlier. See 8Appendix A. Creating an effective package and pay particular attention to 8A.10. When you have finished. This time, rather than using them as tips for preparing documentation, look at them as things to think about as you critique your own work.

Completing the step


5.2.4 Submit documentation for approval


Submit the package.

Monitor its progress and respond to inquiries as required.

For specifics on your geography’s actual package submission deadlines, board dates, geography-specific practices, or additional information, please contact your geography Profession Leaders. Board processes are defined in detail in each geography, with a common objective of reaching consensus based on feedback from the interviewers.

Submission and board dates are available on the PM/COE website.




104 Version 1.14 May, 2008

5.3 The Project Management Board Review process

The following illustration provides a high-level summary of the “certification” approval process.

Candidate

Submit milestonepackage

First lineapproval?

Business unitapproval?

Yes

Forward toCertification Board

Basic criteriamet?

Make necessaryimprovements No

Yes

Management

The PM Certification Board

Boardapproval?

No

Make necessaryimprovements

No

Business unit approval indicates that your businessunit is willing to support your submission. Also, itassures that you meet the milestone's requirements.

If your package is incomplete or fails todemonstrate that you meet minimumrequirements , it is returned for rework.You are given specific feedback forimprovements.

If you are a candidate for"initial" certification, you arerequired to participate in face-to-face interviews with threeBoard members who havereviewed your package. This isan opportunity to demonstrateyour competency.

If you are a "level-move"candidate, you are required toparticipate in at least onetelephone interview.

Yes

No

Congratulations! You receive a certificatedesignating your status as an IBMCertified Project Manager.

Yes

Once you meet requirements, you mayreapply at any time ... or within a specifictime period, if specified by the board.

Accepted forBoard interview

and discussion byBoard

Recycle through the process, as shownabove

The Project Management Board Review process


Board members are trained on process and milestone requirements, and receive updates and “refreshers” at the beginning of each board to ensure consistency and fairness. Although interviewing styles may vary, the intent and requirements remain constant … namely, to validate and certify that the skills and expertise you have documented are demonstrated by your behavior and discussions in the interviews.

Interviewers typically include at least one board member certified in your specialty.

A consensus meeting is conducted immediately following the interviews to discuss interview experiences, inconsistencies, and questions. Following discussion, the interviewing board members vote to determine the outcome.

If approved, congratulations! Celebrate!

If denied, the board provides specific recommendations to you and your manager for you to address before re-applying for certification.

.


106 Version 1.14 May, 2008


May, 2008 Version 1.14 107


Certified project management professionals (Senior and Executive PM) are required to recertify every three years. In this chapter, we describe:

86.1. The recertification process

86.2. Maintaining status as a PMI Project Management Professional

86.3. Preparing and submitting your recertification package

86.4. Inactive status … and what it means to a project management professional.

6.5 Part-time Employees…maintaining your certification.

6.1 The recertification process

Certification is a professional statement. You maintain “certified” status as long as you actively practice profession disciplines and successfully recertify.

For a review of the purpose of recertification, see 81.6.5. Recertification: maintaining profession currency within the same title.

The recertification process and template have been streamlined significantly. Feedback from recertification candidates indicates a 50% reduction in the time required to complete packages and the process.

The requirement for a project profile has been eliminated.

The new recertification template contains summary tables to capture your recent professional activities, continuing education, and giveback activities.

The recertification process consists of three basic steps.

1. You prepare and submit your recertification package

With respect to preparing and submitting a package, the key difference between certification and recertification is the relative shortness of the package and ease of its preparation.

However, the process is essentially the same – just faster and more efficient!

− Once you have completed your package and obtained your manager’s sign-off, submit it to the Certification Board.

− The board does a “completeness” check. If your package does not meet all requirements, it is returned for rework. Improve your


Recertification: maintaining your status

108 Version 1.14 May, 2008

package and resubmit the package when all requirements are met.

For specifics on package completion, see 86.3. Preparing and submitting your recertification package.

2. PM Certification Board reviews your package

Your package is reviewed by the Certification Board … ideally by a member with the same specialty as yours. He/she validates that you have met all recertification requirements and uses the package as the basis for finalizing a recertification decision.

Interviews are not normally required. However, during the review process, the board member may contact you or your manager directly for clarification, references, or other information.

3. PM Certification Board makes a decision

Upon completion of the review, the board member makes a recommendation to the Certification Board to either approve or decline the submission.

The board may seek further information from that reviewer. If the reviewer’s initial recommendation is to decline the package, a second board member (or Profession Leader) reviews your package and makes a recommendation to the Certification Board.

The board makes a final decision based on this input and notifies you and your manager.

− If your submission is approved, congratulations! Celebrate!

− If it is denied, the board provides specific recommendations to you and your manager for you to address before re-applying for certification.

6.2 Maintaining status as a PMI Project Management Professional

You received your initial certification as a PMI Project Management Professional as a result of passing the PMI exam. Maintaining this status is strictly up to you; however, the profession highly recommends you do so. Certification by PMI is externally recognized, and enhances your reputation … and credibility … for continued excellence in project management.

The PMI recertification cycle is also three years. Accomplishments and professional activities submitted to meet IBM recertification requirements may also be submitted to PMI for their recertification. Project experience, education, giveback, and so forth all count toward both recertification activities … so it is relatively easy to maintain your PMI PMP certification status with minimal effort.

PMI has introduced changes for PMP recertification. IBM Project Managers are not required to recertify with PMI but are encouraged to do so. Formal education taken to maintain IBM certification counts towards maintaining the PMP credential. Fees incurred for the PMP

Preparing and submitting your recertification package


recertification are the responsibility of the individual. For further details see PM/COE website or PMI’s recertification process.

6.3 Preparing and submitting your recertification package

Here is a summary of recertification requirements.

6.3.1 Review requirements for recertification

6.3.1.1 Currency in the profession

To demonstrate currency in the profession, you need to be actively involved in the project management profession as a project or program manager for a significant part (>50%) of the three-year recertification cycle.

Alternatively, during your recertification cycle, you may also elect to perform a job role that supports the profession or the development of project management professionals (for example, Professional Development Manager or Resource Development Manager). You may use these roles as equivalency for all or part of the required project management experience … but only for one recertification cycle. All other recertification requirements remain in effect.

Similarly, as with certification itself, you may also cite a giveback job as equivalency for all or part of the required project management experience during the recertification period. In this case, you need to:

Describe to the reviewer how the job furthered the profession.

Demonstrate to the reviewer that you used applicable project management techniques in the assignment.

For further detail regarding “giveback job” equivalency, see 8B.2.3. Equivalency for a giveback job.

For further detail regarding “giveback job” examples, see “Giveback” on the PM/COE website.

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6.3.1.2 Continuing education

.To demonstrate education currency (called continuing education for recertification), you need to complete 60 hours of project management-related education during each three-year recertification cycle as well as the Knowledge Refresh for PM Professionals course.

To optimize the value of this education to you and to IBM, the Certification Board recommends that you try to spread or “pace” your education over the three-year cycle … that is, complete 20 hours each year. Your 60 hours of continuing education needs to be distributed as follows:

Formal IBM Project Management profession–related education. (Minimum of 45 hours or 15 hours/year) This includes:

− Courses offered by IBM that will help the project management professional be more effective on their job. This will include courses that are part of the Project Management curriculum (this includes Basic, Enabling or Program Management courses) as well as specialty courses, and those created by geographies, lines of business and business units. The classes must have defined course content and objectives and generate evidence of attendance.

− Attendance at the 2001-2005 Project Management Leadership Exchange (PMLE) or attendance at the Technical Leadership Exchange(TLE) (24 hours of formal education allotted)

− Non-IBM courses that will help the project management professional to be more effective on their job

Courses can be classroom or distance learning (DL), and at a minimum, 20 of the 60 hours of formal education must be from “Project Management Enabling Education Course List” or “Program Management Education Course List” or the “Methods and Tools Cluster in the Basic Curriculum” during the three-year recertification period.

Note: Students may take Methods and Tools courses from the Methods and Tools cluster that they did not take when they completed the Basic Curriculum. They may not claim courses that they took for previous certifications.






The documents “Project Management Enabling Education” and “Program Management Education” provide further details on this collection of education and are located on the PM/COE Web site.

The Annual Knowledge Refresh for PM Professionals course offering

Completing this offering is an annual requirement for IBM project management professionals.

Informal education (maximum of 15 hours or 5 hours/year)

The following examples would not be recognized as formal learning but may be recognized for informal education credit. To receive informal education credit you need to be prepared to demonstrate that these activities enhance or build your capabilities and effectiveness as a project management professional.

Attendance at a conference, attendance at one or more sessions of a conference, or viewing the sessions via a web cast

Viewing of the PMLE 2005 and the TLE webcasts (16 hours of informal education allotted for each year).

Attendance at a Sharenet, or a meeting where elements of project management are the main topics, reading a book, periodical or Project Management Knowledge Network papers

Education Equivalency for Recertification In some instances, graduate level PM courses can be used to fulfill the education requirements for recertification. This includes not only the Formal/Informal education but also the Enabling or Program Management education requirements (20 hrs/3 year recertification cycle). However, in the case of Enabling/Program Education, this equivalency can only be applied once during a PM’s career. In the case of Formal education, this equivalency can be applied multiple times. The following guidelines must be met in order to claim this equivalency in lieu of taking the IBM courses:

Courses claimed must be from an accredited graduate program.

Candidate must be actually pursuing an advanced degree to claim the one time equivalency for Enabling and Program Management Education.

Courses claimed must apply directly to project management

Requests for this equivalency must be approved by the PM/COE Curriculum Manager.

Project Managers must be able to provide a justification for claiming a course, if requested by the PM/COE

The number of class hours actually attended can be claimed as the number of hours for recertification credit.




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6.3.1.3 Professional contributions: giveback activity

You need to complete 120 hours of giveback activities during each three-year recertification cycle. This requirement is a key difference between initial certification and recertification.

Giveback activities take advantage of your knowledge as a project management professional to help develop IBM's capabilities in the areas such as:

IBM's project management initiatives.

Business unit activities that leverage PM skills.

A corporate re-engineering initiative that affects the project management profession or body of knowledge.

Examples of approved giveback opportunities include:

Enhancing fellow PM practitioner skills through mentoring.

Performing Quality Assurance (QA) activities, such as peer project reviews, or IPD-related quality activities, which are directly related to project management.

Producing and sharing PM-related intellectual capital.

Planning, supporting, or delivering presentations or demonstrations in PM conferences or PM community activities.

A matrix of current giveback opportunities and jobs, as well as contact information, is available to help you learn about these opportunities. If you have questions regarding an activity that you believe is giveback but is not included in this matrix, please contact your profession or deployment leader for guidance. See the PM/COE web site for further information on giveback.

Here are some important points about giveback and recertification.

Mentoring is a priority giveback activity.

Be sure to list the type of mentoring completed (skill or project mentoring) in the giveback table in the recertification template.

An alternative to giveback activity is to take a management-approved giveback job assignment for a minimum duration of six months.

http://w3.ibm.com/transform/project/stablelinks/pmcert5/giveback_matrix.html�



A giveback job will meet your giveback requirement for one three-year recertification cycle. See 8B.2.3. Equivalency for a giveback job.

• To maximize the value of giveback to IBM and to you, the Certification Board recommends that you spread or “pace” your education and giveback over the three-year cycle … that is, complete 20 hours of education per year and 40 hours of giveback per year.

6.3.1.4 Skills re-assessment

For recertification, you demonstrate skills currency by completing a skills assessment. To do this, use the skills assessment tool that is recommended by your geography or business unit. You should complete your skills assessment within the 12 months prior to submitting your package; also include the date you completed it in your package.

Please see your manager for questions regarding skill tools for your business unit or geography.

6.3.1.5 Replacing a specialty or declaring a second specialty

When you apply for recertification, you may replace an existing specialty with another; declare a second specialty, or both. To do this, you need to:

Assess your skills and assure that you meet the skill requirements for the new specialty, using the skill template for the new specialty. Complete the specialty skills matrix and include it in section 5 – Additional Documentation of your recertification package.

Ensure you have three years of experience in the specialty area

Complete a minimum of 16 hours of specialty education for the new specialty. Update the relevant education section of your recertification package.

If you are recertifying at the Senior PM level you must document one project profile in the new specialty. If you are recertifying at the Executive you must document two project profiles in the new specialty.

If you wish to include previously submitted profiles, simply include a copy of the cover page(s) of those profiles from the original certification package. Required supporting project profiles or evidence of previously submitted profiles are to be placed in section “5 – Additional Documentation” of your recertification package.


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6.3.2 Document and submit your package

Your recertification package reflects your ability to create a quality deliverable. Be certain that it meets the following standards.

It accurately represents your project management skills, experience, education, and demonstrated capabilities during the three-year recertification cycle.

It accurately reflects your ability to follow instructions and produce a deliverable to the level of quality expected by customers and the marketplace. If your recertification package is incomplete or poorly written, it may be declined.

It is consistent with expertise expected for professionals who are recertifying.

For guidelines for creating an effective package, see 8Appendix A. Creating an effective package and, in particular, 8A.9. Recertification and level moves tips. Although these guidelines are targeted at professionals preparing initial qualification packages, it is useful to review them … especially if you need to prepare a new project profile.

Once you have completed your recertification package, review it with your manager for support and approval, and submit it to the Project Management Certification Board.

The process that your package goes through was described at the beginning of this chapter. To review the process, see 96.1. The recertification process.

Inactive status


6.4 Inactive status

As a certified project management professional, you may find it appropriate from time to time to perform a career-broadening, non-project management assignment that prevents you from meeting recertification requirements within the three-year cycle. Therefore, certified project management professionals who transfer out of the PM job family may request approval for “inactive status” from the Certification Board. Inactive status also applies to project managers who take an IBM approved Leave of Absence (LOA) from the business.

Declaring “inactive status” allows you to extend the time required to meet recertification requirements. You should request “inactive status” as soon as possible after you accept a career assignment outside the profession or take an LOA. The request for a certified professional to declare him/herself “inactive” in the Profession requires approval by their management and the geography profession leader per the process defined in each geography.

Project managers who request an inactive status and do not recertify within the extended recertification period will no longer be considered certified.

Contact your geography Profession Leader for specific details about the way in which “inactive status” is handled in your geography.

Review the “Inactive Status Request Form” for further detail.




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6.5 Part-time Employees …. Maintaining your status

If you are a certified PM Professional working part-time, your education and giveback requirements are prorated according to the actual time worked. For example, if you work only half-time for one year of the recertification cycle (20 hours per week) then your education and giveback requirements are halved for that year only. In this scenario, you will be required to have 10 hours of formal education and 20 hours of giveback plus the Annual Knowledge Refresh course for that year.

Part-time Employees …. Maintaining your status



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In addition to remaining current in the profession, certified Senior Project management professionals are encouraged to move forward with their career development by achieving a higher profession milestone.

The term “level move” in the guide refers to progressing to a higher profession milestone; for example, the move from Senior Project Manager to Executive Project Manager.

A “level move” occurs when a certified project management professional applies for and receives certification at the next higher milestone. In particular, a level move occurs when:

A certified Senior Project Management Professional seeks and receives certification for the Executive milestone.

A level move differs from recertification because you are seeking to demonstrate significant growth in your level of knowledge, skills and experience in the profession … as contrasted to demonstrating your currency in the profession. A level-move application indicates to the Certification Board that your manager agrees that you have met requirements for certification at the next higher profession milestone.

When your level-move package is approved, you certify for that milestone and begin a new three-year recertification cycle.

In this chapter, we describe:

97.1. The (“level move”) process

97.2. Preparing and submitting your level move package … including requirements for each level

The (“level move”) process


7.1 The (“level move”) process

A level move is a positive professional statement, and it enhances your certified status as you progress through the profession career path. To review the definition of “level move”, see 91.6.6 Progressing to another PM Profession Milestone (“Level move”).

Any project a candidate documents as a new project profile required for the next level of certification must meet the definition of a “standard” project or an equivalence as specified in Appendix B and must be started and completed after obtaining certification at the previous level and must be within 36 months of package submission. The additional project profile must be included in the Certification Nomination package. For the definition of a standard project please see 91.6.4.2. Definition of projects.

The level move process consists of three basic steps.

1. You prepare and submit your level move package

The basic requirements for a level move to a specific milestone are essentially the same as those required to achieve initial certification for that milestone. However, there are additional requirements; giveback activity (which does not exist for initial certification), and education currency.

The key difference between certification and level move milestones is the level of effort required to prepare and submit a package. Basically, for level moves you document the differences in requirements between your current milestone and the one you wish to achieve. Depending on the milestone, this could be additional experience, an additional project, an additional specialty along with its supporting education … plus giveback and education currency requirements.

Application for “level moves” may be made at any time after initial certification, provided the experience, education and skills for the next milestone have been met. The project submitted for a level move must be started after the completion of the previous certification and must have been managed within 36 months of a Level Move application.

− Once you have completed your package and obtained your manager’s sign-off, submit it to the Certification Board.

− The board does a “completeness” check. If your package does not meet all requirements, it is returned for rework. Improve your package and resubmit the package when all requirements are met.

Progressing to another PM Profession Milestone (“Level move”)

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2. Certification Board reviews your package

Your package is reviewed by the Certification Board, including a review by at least one board member with the same specialty as yours.

Board members validate that you have met all milestone requirements and use the package as the basis for finalizing a level move decision.

Face-to-face interviews are not normally required, but formal interviews may be conducted on the telephone. During the review process, the board member(s) may contact you or your manager directly regarding clarification, references, or other information.

3. PM Certification Board makes a decision

Upon completion of the review, board members make recommendations to the Certification Board … either approve or decline.

Based on the above, the board makes a final decision and notifies you and your manager:

− If your submission is approved, congratulations! Celebrate!

− If it is denied, the board provides specific recommendations to you and your manager for you to address before re-applying for certification.

Preparing and submitting your level move package


7.2 Preparing and submitting your level move package

7.2.1 Reviewing requirements for level moves

7.2.1.1 Skills



Have you:

Reviewed the “skills” requirements for your level-move milestone?


Assessed your skills against the appropriate skills templates?

To ensure that you update the most current versions, obtain these templates from the PM/COE website; as the profession matures, these templates are reviewed regularly and updated, and may have changed since your last used them.

See for the PM Basic Skill Template and selected PM specialty skill templates.

Met the “skills” requirements for your level-move milestone?


Reviewed the results with your manager?

Documented the results of your assessment and discussion, as appropriate?






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7.2.1.2 Résumé



Have you:







7.2.1.3 Experience


Any project a candidate documents as a new project profile required for the next level of certification must be started and completed after obtaining certification at the previous level. The additional project profile must be included in the Certification Nomination package.


checklist

Have you:

Reviewed the “experience” requirements for your level-move milestone?



− “Architectures” and “major product technologies”

Met the “experience” requirements for your level-move milestone?


Documented any differences between requirements for your current level and those for the milestone you wish to achieve?

Reviewed this documentation with your manager and mentor?




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7.2.1.4 Education



checklist

Have you:

Reviewed the “education” requirements for your level-move milestone?

Completed additional specialty education IF you changed or added a specialty?


Met the requirement for “currency” education … IF you are applying for a level move 12 months or more since your initial certification or most recent recertification?



Reviewed this documentation with your manager?




!

If you are applying for level move, note that this requirement is the same as the requirement for continuing education for recertification.



7.2.1.5 Professional contributions: giveback activity

You need to complete at least 40 hours of giveback activity per year and document this in your level-move submission. For further information on giveback, see 96.3.1.3. Professional contributions: giveback activity.

An alternative to giveback activity is to complete a management-approved giveback job assignment with a minimum duration of six months. This job must occur within your current recertification cycle. See 9B.2.3. Equivalency for a giveback job.


!

Note that the requirement for giveback is consistent with the requirement for giveback that is part of your three-year recertification cycle.

Giveback that is completed as part of your requirement for recertification counts toward the “currency” requirement for a level move.

7.2.2 Documenting and submitting your package

Your level move package is a reflection of your ability to create a quality deliverable. Be certain that it meets the following standards.

It accurately represents your project management skills, experience, education, and demonstrated capabilities during the time since your initial certification or most recent recertification.

It accurately reflects your ability to follow instructions and produce a deliverable to the level of quality expected by customers and the marketplace. If your package is incomplete or poorly written, it may be declined.

It is consistent with expertise expected for professionals who have achieved that milestone.

The amount of effort required to prepare a level-move package is dependent upon your current and targeted milestones. In particular, significant documentation differences exist if you are applying for a level to the Executive milestone. Please review the previous tables and plan for this.

For guidelines for creating an effective package, see 9Appendix A. Creating an effective package.

Once you have completed your level-move package, you need to review it with your manager for support and approval, and then submit it to the Project Management Certification Board.

Monitor its progress and respond to inquires as required


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7.3 The Project Management Board Review process

The Certification Board review process is similar to that for initial certification.

To review the process, see 97.1. The (“level move”) process.

The Project Management Board Review process



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This appendix contains information to help you:

Develop a well thought-out and clearly documented package that allows you to reach your desired PM milestone goal.

Review and improve your package … from the perspective of the reviewers … before submitting it for consideration.

This appendix addresses contents of your qualification package.

It does not address the mechanics of using the certification tool or other process-related questions.

“Package” refers to the complete milestone package outline, regardless of the method you use to complete it (certification tool or via Word template).

Although the structure of this section is oriented toward completing packages using the Professions Certification Tool, it is also applicable to packages prepared using templates.

A.1. Before you start

1 Make sure you are working with the latest profession documentation and tools.

Discard any hard or soft copy templates or guides your friends may have given you! They are almost certainly out-of-date. Click here to access the most current qualification information.

2 Package “templates” are available for Senior and Executive PM milestones.

If you are preparing an Associate or Advisory milestone package, use the accreditation templates..

3 Read the appropriate chapters of this guide thoroughly before starting to create your package.

If you try to complete your package without doing this, you will probably do too much! If possible, use this guide and the “Professions Certification Tool (“cert tool”) concurrently, especially sections showing qualification criteria for your milestone.


A.2. Cover page


4 Bear in mind that this package is a direct reflection of you.

The profession views this package as your deliverable. As such, it is a key indicator of how you would represent IBM to a customer or marketplace. Think carefully about how you want to represent yourself as you demonstrate the strength of your skills and experience before you begin documenting your accomplishments.

A.2. Cover page

5 Complete your cover page accurately!

Accurately document:

The date of the board meeting you are targeting.

Which specialty you are claiming (Senior PM and above)

Your originating organization.

Review your “call-up” entry or ask your manager if you are not sure.

The name, title, Notes ID, and phone number for the manager(s) who will sign your package. This will save the professions staff time if they need to contact you or your manager.

The correct executive to sign off your package. It may not be whom you think! When in doubt, ask your manager.

A.3. Skills

6 Report your skills accurately.

The profession validates the skill levels that you report through package review and interviewing (if appropriate for the milestone). It is important that skills and package documentation “match”; for example, if you claim mastery in a skill, you must be able to justify this during the board interviews.

A.4. Résumé

7 Use your résumé to cover important aspects of your career that may not appear elsewhere.

Make sure it is current, and that it is easy for the reviewer to easily and quickly assimilate your experience.


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A.5. Experience

A.5.1. Project management experience

8 Include as many projects as you wish.

However many projects you list, be sure that they “add” value to the experience you are demonstrating. Just be sure to document the minimum number of years required.

In “the tool”, the final column is designed to allow you to quickly list phases included for each project. Select required phases from a drop-down box or list.

You may refer back to your résumé or Curriculum Vitae (CV) to avoid repeating detail.

A.5.2. Architecture and major product, application or industry solutions experience

9 Demonstrate that you have IT technical/business knowledge!

Broadly speaking, an architecture is a large subsystem (for example, Mainframe, Client/Server, e-business, Network, Client/Server, etc.). A product technology is either hardware, software or both used to fulfill a specific business purpose (for example, operating systems, EPOS, office systems, manufacturing systems, industry applications, etc.). However, interpretation can be flexible depending on your specialty and background.

Make sure you put something in both “Experience” sections to cover this requirement.

A.6. Education

10 Make sure that you document all education requirements; Basic PM curriculum specialty, and currency education

Either you completed the Basic PM curriculum or you are using the “experienced professionals’” equivalency path (see 9B.1.1. Experienced professional’s path for information). If the latter, you may also demonstrate your breadth of knowledge by adding other relevant courses. Don’t forget to add the dates! (Month/year is adequate)

Remember, you need 16 hours for each specialty you declare.

Currency requires 40 hours of education within the 12 months prior to initial certification package submission.

A.7. Knowledge


A.7. Knowledge

11 Scan in your letter or certification from PMI (For North American candidates, this can be faxed to the PM Professions operations staff. Please send a note to PMQA/Southbury/IBM to determine the current fax number)

The Certification Board needs to see evidence that you have passed the PMP exam. You can scan your notification from PMI and provide a copy.

Some geographies require that you complete this requirement prior to submitting your package; others expect that if you are waiting for results (or about to take the exam) you will let the reviewers know. For geography-specific information, contact your Profession Leader.

A.8. Project profiles

12 Select the projects you profile carefully.

They are the “meat” of your package and represent the depth and breadth of your project management experience to the reviewer.

A.8.1. Project identification

13 Provide an accurate and current phone number for the IBM contact name.

The reviewer may want to talk with the IBM contact. If so, you should make it as easy as possible for the reviewer to reach someone who can verify your work.

If the ideal reference has retired, state that.

14 Make sure that the team size shown in this section is consistent with what you have documented in the organization chart.

Also, be sure that, among your projects, you’ve fulfilled all requirements in terms of FTE numbers. Don't expect the reviewers to do the math … make it easy for them! It will save everyone time.

A full time equivalent is either a single resource that is dedicated full time to your project with no other project commitments or two or more part time resources that when added together equal the time equivalent to a single full time resource. A full time equivalent is equal to a minimum of 145 hours per month.


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A.8.2. Project profiles

15 Be sure you have an objective view of the overall project before you start documenting the details.

If you have difficulty viewing the project from the perspective of a third party, get another professional to interview you and ask you about each section of the project profile.

What was the contractual relationship with your customer?

How did you establish the financial baseline for your project?

What method did you use? Did you have to tailor it to make it appropriate for your project environment?

Then start documenting. If you get slowed down while writing your case, concentrate on just noting down the facts for each section. Then work on it again later when you’re fresher.

16 Set clear, easily understood boundaries to the project you profile.

If you managed a discrete project, this is easy. If you managed a portion of a large program or project, it’s not so simple.

Writing a lot about a 300-person program if you managed a test team of six within the program is irrelevant and wastes time and space in your package.

Quoting headcount for the whole program or project if you only managed a part is at best misleading and at worst fraudulent.

Set the scene of the overall project or program in as few words as possible; then focus in on YOUR project or subproject.

17 Read the instructions for each section carefully and make sure you provide the information requested.

Don’t provide information you thought should have been requested. For example, “quantitative” means the board expects to see some numerical data!

Often the request for information has multiple parts. For example, how did you develop something and then how did you manage it? Make sure you respond to the request completely and concisely.

18 Use acronyms only where absolutely necessary … and clarify them when you do.

Remember that not everyone is familiar with your environment. Give a bit of context (for example, what percentage of the customer's business did this project affect?). Don’t make the reviewer “guess.”

A.8. Project profiles


19 This is your opportunity to tell your story … to boast.

Don't forget the “I” word!

Good project management professionals are team players and tend to write about everything as team achievements. Don’t do that here! Throughout the narrative, be very clear about what you did in the project. It may be obvious to you, but it won’t be to the reviewer if you don’t clearly describe what you did! Were you involved in defining the scope, negotiating the contracts, developing the budget? If not, why not?

The simplest way to do this is to start sentences with 'I' whenever possible. If necessary, pretend that you are interviewing yourself: ask "What did you do that helped to make a difference on this project?"

20 Demonstrate that you understood the details of your project’s budget, even if you did not develop it.

To repeat, “quantitative” means numerical data! By the end of the financial section, the reviewer must know whether this was a $100k or a $500M project. How was the budget of $XM split by hardware, software, and labor, etc? Or by subcontract?

You must be able to articulate how you managed and tracked your financial measurement baseline (FMB). The FMB must be described in quantitative terms such as gross profit, revenue, budget, headcount, hours, days, etc. You must be able to clearly describe how the FMB was developed, tracked and how variances in the baseline were addressed by you.

21 Be concise about the tools and methods you used to execute the project.

Put yourself in the place of an interviewer who is trying to establish that you are a competent project management professional and that you know the relevant IBM tools and methods. Would he or she want to know pages of technical detail? Or would they want to know more about the challenges you faced and what you as an individual did to deliver that project? Regardless of the PM methodology used on the profiles you submit for certification (WWPMM, customer-imposed, etc.) you are required to demonstrate a clear understanding of the methodology used on each profile and be able to articulate its construction, phases, processes and work products. A clear understanding of an IBM approved methodology must also be demonstrated. Economize on “standard” PM process descriptions by cross-referencing WWPMM processes. This not only gives you more room to cover project execution and control challenges, it helps you demonstrate WWPMM knowledge. If you used non-standard processes, compare Method XYZ with WWPMM. Was it similar or very different? All candidates should be able to demonstrate WWPMM knowledge, even if they have not used it for the projects profiled.


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22 If you developed intellectual capital and submitted it to the PM Knowledge Network, be sure to state that clearly.

Intellectual capital development and reuse is a growing focus area for IBM. As project management professionals, reviewers are interested in new, different, and potentially better ways to get things done … and could help spread the word.

23 Be honest about your project success in the project closing section.

Often the best learning comes from difficult projects; reviewers are highly suspicious of anyone who claims they have never hit major problems in their projects, or that they solved them all the first time through. Identify your particular project management challenges and what you did to solve them.

24 Be specific about what the financial and deliverables achievements (or shortfalls) were in the project.

It is not enough to say that financial or deliverable goals were met. Describe the actual results.

A.9. Recertification and level moves tips

25 Check the information on giveback if you’re not sure whether your giveback activity meets the criteria.

If you choose to document mentoring, substantiate it by listing:

Names of those mentored

Topics covered

Type of mentoring (career, profession, task, skill)

What you both gained from it

26 Advising junior professionals working for you about the best ways to accomplish their tasks is NOT mentoring.

Advising people who are working for you is your job. Mentoring is an effort that is “above and beyond the call of duty”.

27 In describing an ‘equivalency’ , role for Recertification, demonstrate how you used project management methods and tools to get your job done in the Activity Summary section of the Recertification Package.

Focus on what you did rather than describing the work of the whole department. Try to pick out activities within your role that allow you to reflect project management skills and expertise. Show some evidence of the outcomes. For example, what changed as a result of your work?


A.10. When you have finished


NOTE: Giveback jobs do not qualify for Level Moves.

See 9B.2.3. Equivalency for a giveback job for further giveback job equivalency guidelines and recommendations.

A.10. When you have finished

28 Check spelling, grammar, and content thoroughly when you’re done.

A well-written and well-presented package immediately communicates your professionalism to the reviewer. Try to complete your package several days before the deadline so you have time to set it aside and then review it with a “fresh eye”.

Things that look very plausible in the late evening can look quite different the next morning!

Be careful when you spell-check … don’t accept a change you didn't really want. Spell-checkers do the best they can, but their “first” suggestion may not be the one you need. There is no substitute for checking the document yourself for spelling and grammar!

29 Ask a colleague (ideally a mentor or a certified Senior or Executive professional) to read your package.

Did it convince them of your project management competency? If not, ask for suggestions for improvement and rework the package accordingly.

30 Insist that your manager actually read the package before he or she signs it off!

Even if he or she is not a project manager, your manager may be able to offer some insights into how a team of experienced IBMers will view what you have created. It’s also a great way to showcase your accomplishments and demonstrate your growth!

A.11. And finally...


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31 Treat the preparation of your package as a project.

Don’t try to do it too quickly. Develop a plan based on your board deadline and meet it!

Too many packages get put aside halfway through. By the time you start working again, the world has changed or you’ve forgotten where you were.

32 Avoid the temptation to spend hours and hours refining and tuning your package.

The reviewers are all practicing professionals and understand the business pressures we all suffer. While packages should be well crafted and presented, concise language and crisp, straightforward answers save everyone’s time and energy.

33 In preparing for the interview, review what is in your package and expect to discuss areas where your experience or education is non-standard.

The burden is on you to prove that you are a project management professional.

34 Just be yourself and enjoy the chance to talk about your achievements, triumphs and tragedies in project management.

We’ve all been there…

A.11. And finally...



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This appendix sets out some specific examples of acceptable equivalencies and the processes to follow if you wish to use them. It also illustrates the general approach taken by the Profession in assessing the validity of alternative claims of equivalency.

The requirements for certification as a project management professional in IBM establish a high standard of competence for the profession. However, in some instances, there are sound reasons to consider equivalencies for certain portions of the education and experience requirements. Here are some examples.

You joined IBM as a professional hire, with considerable education and experience in project management.

You have managed groups of related projects which, considered individually, do not meet requirements for a project … but which, taken together, would meet these requirements.

You completed a job that qualifies as a “giveback job” and you wish to submit it as one of the projects required for your milestone … but it does not meet the criteria for a project.

This appendix discusses currently approved equivalencies and the processes to follow if you wish to use them.

Please remember these key points!

• It is your responsibility to prepare accurate, convincing documentation for any equivalencies you claim.

• When you receive your invitation for an interview with the Certification Board, be prepared to defend any equivalencies that you claim.

• Be certain to discuss any questions regarding equivalencies with your geography Profession Leader … prior to preparing your package.

• There may be a limit to how many times certain project equivalency claims may be used in a package. These are noted in the following sections.


B.1. Education


B.1. Education

New profession entrants (either professional hires from outside IBM or IBM employees from other IBM professions) may have considerable project management education, and may feel that this education could meet all (or most) of the Basic PM curriculum education requirements. The “experienced professional’s path” is designed for such people.

B.1.1. Experienced professional’s path

The “experienced professional’s path” is designed to be used in lieu of Basic PM curriculum completion.

Description

The “experienced professional’s path” is intended to recognize your previous investment in education and skills development, and to avoid unnecessary education cost to IBM. You may be eligible to use this equivalency if you are:

A professional hire that brings considerable project management education and experience into IBM.

An experienced IBM employee joining the profession with considerable project management education.

To be eligible for this path, the profession expects that you have already studied and can readily apply key project management disciplines. What you need to learn, however, is IBM’s specific project management practices, methods, and tools.

Criteria to be met

To use this path, you and your management need to confirm that you:

Have three or more years of project management experience.

Have been the “project management professional of record” for at least three projects (at least one of which was during your employment in IBM or an IBM subsidiary).


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How this path works

This path involves three steps.

1. Use the on-line PM Knowledge and Skills Assessment tool to determine whether this path is appropriate for you.

− If yes, go to the next step.

Based on your self-assessment, you and your manager may determine that you still may want additional training in specific topic areas. You are welcome (and encouraged) to do so.

− Basic PM curriculum education that you need, plan for it, and complete the necessary education.

2. Complete education required to meet the Basic PM curriculum equivalency.

− Understanding WWPMM introduces you to IBM’s Worldwide Project Management Method, a key IBM foundation for project management consistency and lower-risk performance.

− Zentoria II – Introduction to the Seven Keys to Success class for GBS Candidates only

− Review for Experienced Project Managers 1 is a pair of intensive, condensed review courses. In 16 hours of e-learning plus three days in a classroom, these cover basic project management elements, focusing on IBM's implementation of those elements. They can only be taken once. Upon course completion, you take an exit exam that determines whether you pass or fail the course. Documentation that you passed the e-learning course is an entry requirement to the classroom course.

To verify that you are sufficiently knowledgeable to benefit from this course, and to preserve the course's value and experience for all participants, management approval is required for course enrollment.

Upon completion of the Review course, you and your management receive electronic notification of your evaluation.

A "pass" indicates that you successfully completed the course.

A "fail" indicates that you need to take additional Basic PM curriculum courses to address skill gaps and to meet Basic PM curriculum education requirements. These courses are identified in the notification document.

If you have passed, congratulations! Celebrate! If not, review the course feedback included in your notification with your manager, and complete any other coursework that may be required to complete this path.

1 PM Basic Education courses PM15D – 16 hours e-learning plus PM15G - 24 hours classroom.





B.2. Experience


NOTE: This equivalency path is provided to meet the minimum basic (Basic PM curriculum) IBM training required for an experienced professional. It does not address the specialty education requirement (16 hours minimum per specialty) or the education currency requirement, both of which must be met. For further detail, see 3.2.2.4. Education.

Documenting this equivalency

Enter course information in the education table provided.

B.2. Experience

Many different project management job roles are required by today’s business. Unfortunately, some of these may not provide project management experience that meets requirements established by IBM.

To provide a consistent approach when considering such job roles as alternatives to “typical” project management experience, certain equivalencies have been defined.

Package annotation for inaccessible or unavailable project data

Equivalency for multiple projects

Equivalency for a giveback job

Standard project requirements, combined with these equivalencies, help ensure a balanced, cross-functional view of project management. In addition, they provide ample opportunity for you to present a variety of experiences for consideration by the Project Management Certification Board. See 93.2.2.6. Projects for information on project requirements.

B.2.1. Package annotation for inaccessible or unavailable project data

Description

To prepare a project profile, you typically need access to detailed information to accurately describe the business problem, project solution, and project results. Occasionally, you may not have access to this information. Records have been lost or destroyed or, for some other reason, are now inaccessible.

Criteria to be met

Inaccessible or unavailable data for qualifying project experiences is not an impediment to completion of project profiles. The Project Management Certification Board accepts profiles for projects whose


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descriptions of business problems, project solutions, and project results have been recreated from memory.

B.2. Experience



Simply annotate the fact that you are using this equivalency in the “Project Identification” section of the profile’s cover page.

Below “Project Name”, insert the annotation “Detailed project data unavailable; profile contents reconstructed from memory.”

B.2.2. Equivalency for multiple projects

There are two “multiple project” equivalencies.

Managing a group of smaller projects

Managing several projects as a Program Manager

“Multiple project” equivalencies may be used in lieu of one or more standard project profiles. However for Senior certification and above, at least one of the project profiles you include in your package needs to be a “standard” project or program. See 93.2.2.6. Projects, for information on “standard projects”.

Managing a group of smaller projects

Description

Occasionally, you may discover that not all of the projects you have managed meet project size and duration requirements. However, you may have managed groups of smaller projects.

Criteria to be met

To use this equivalency, you need to have managed a number of smaller projects – typically no more than three (3) or four (4) projects over a minimum period of six (6) consecutive calendar months. Each project to be a minimum duration of one (1) month.

This set of projects should be related in some way (for example, by customer, by industry, or by specialty).

Ideally, there should be no gaps between projects in the group that you are managing. Of course, business circumstances may cause gaps to occur. Gaps during which you are not managing one of the projects cannot exceed one month.

You need to meet all other requirements that apply to project profiles when using this equivalency.

It is the candidate’s responsibility to demonstrate that appropriate PM disciplines and processes have been applied. All candidates are


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required to demonstrate the required level of skills, experience, knowledge, and provide evidence of success in applying them.


In developing a project profile for a group of smaller projects, you should list:

The individual projects.

How much resource was involved with each project, in “full-time equivalent (FTE) person months”.

The length of time (in months).

The calendar dates for each project.

You should also describe the overall relationship between the projects and any relationships that exist among them.

At the end of the list, be sure to document that the sum of the total amount of “FTE person months” meets the requirements listed. Also, be sure your documentation clearly shows that these resource equivalents were managed existed over a six-month period.

A full time equivalent is either a single resource that is dedicated full time to your project with no other project commitments or two or more part time resources that when added together equal the time equivalent to a single full time resource. A full time equivalent is equal to a minimum of 145 hours per month.

.

Managing several projects as a Program Manager

Description

As a project management professional, you may have functioned as a Program Manager, responsible for delivery of several projects and the person to whom individual project management professionals were accountable. This is in contrast to the more common situation, where you were the “project management professional of record” directly responsible for a specific project.

In this guide, we use the Worldwide Project Management Method (WWPMM) definition of “program”:

A group of related projects managed in a coordinated way. Programs usually include an element of ongoing activity.

A long-term endeavor undertaken to implement a strategy or mission to meet business or organizational goals. A program is realized


B.2. Experience


through multiple projects and ongoing activity. The scope of a program may be broadly defined and evolve over time as the business or organization develops, or it may be specifically defined to achieve an agreed set of goals.

As a Program Manager, you need to have had accountability for the financial baseline, schedule, and scope for the collection of projects being managing.

There are two types of equivalency associated with program management.

• Type 1 - Alternative criteria for required years of project management experience

• Type 2 - Alternative criteria for managing projects which meet the project profile requirements

Criteria for Type 1 – Alternative for required years of project management experience

If you have been working in the role of program manager, you may substitute program management experience for some of the project management experience required.

A minimum of twelve months of program management experience needs to be performed as an IBM employee.

At least one of the project profiles included in your package needs to be a "standard" project. Put another way, you should have completed at least one standard project management assignment in addition to your program management assignments.

Criteria for Type 2 - Alternative for managing projects that meet project profile requirements

Essentially, programs are covered under the ‘project’ definition used in the qualification criteria, but for the avoidance of doubt, the way they are treated is set out more fully in this section.

The program should meet these criteria:

− The projects in the program were completed by the groups you managed.

− You took an active managing/oversight role.

Each program needs to:

Be a minimum of twelve (12) months in duration.

Have a minimum total resource that meets the size requirements defined for the project(s) you are replacing with program management experience.

Large programs may be broken up into logical phases.


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The phase being described needs to be at least twelve (12) months in duration and meet the definition of “program” above.

Each phase of twelve (12) months’ duration or longer may be used as a substitute for a project.

The program description needs to demonstrate that you:

Exercised sound project management disciplines.

Were responsible for the direction of the project management staff and for the results of the projects.

You need to demonstrate expertise in the following areas.

Financial baseline accountability: You must be able to articulate how you managed and tracked your financial measurement baseline (FMB). The FMB must be described in quantitative terms such as gross profit, revenue, budget, headcount, hours, days, etc. You must be able to clearly describe how the FMB was developed, tracked and how variances in the baseline were addressed by you.

Review techniques

Project management methods used on the projects, as evidenced by benefits derived from the use of the method

Schedule, cost and quality control processes and measures


Document using the standard project profile format.

B.2.3. Equivalency for a giveback job

Description

There are certain support roles within the project management profession that are essential to the success of the profession. Yet, in these roles, you are not literally “managing” a project; rather, you are performing work similar to that of a staff function. However, the job may provide you an opportunity to leverage a full range of project management knowledge and experience to successfully perform the job. For example, you might provide advice and counsel, consider alternatives, and develop action plans.

If you have been in one of these roles, you may have difficulty meeting all requirements for a standard project. Because these roles are essential to IBM and because they use your project management knowledge and expertise, you may use six months of such job role performance within IBM as equivalent to one project with five FTEs.

B.2. Experience


Examples of Giveback jobs include:

Quality Assurance/Risk Management

Business Process Reengineering Leaders for Project Managers

IBM Learning Services Instructors

PM/COE and full time PM Deployment Staff and Profession Staff

Project management assignment in Contract Initiation

Project Management assignment in a Project / Program Office

Additional detail about Giveback jobs can be found on the PM/COE Web site under Giveback.

http://w3.ibm.com/transform/project/stablelinks/pmcert5/giveback_matrix.html�


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Criteria to be met

To use this equivalency, you need to meet the following criteria:

You need to have prior approval from your geography Profession Leader.

The job role being claimed as an equivalency needs to have been performed while working for IBM.

You may use this equivalency for only one project profile in a package.

Your first step in using this equivalency

To substitute six months’ experience in a specific job role as outlined above for one project with five FTE, you need to first submit a description of your job responsibilities and how they related to project management to your geography Profession Leader. The description should state:

The purpose of the job role.

What you were expected to accomplish (completion criteria).

Which project management techniques, processes, and knowledge areas were used.


Once your Profession Leader has approved this request, you must complete a project profile detailing your involvement in each of the experience requirements listed in the profile, including:, How you met the completion criteria of the job.

How you applied project management techniques, processes and knowledge.

What role you had in either managing or supporting a financial measurement baseline in this job.

What was learned from the activity.

The deliverables that were created and how they are useful to the profession.

The completed project profile needs to be reviewed and approved by the manager responsible for the performance of that job.





B.2. Experience


B.2.4. Equivalency for a Service Delivery & Product Lifecycle Program Management

Description

As a project management professional, you may have functioned as a practitioner in one of the many organizations that provide annual service delivery such as the Service Management Competency in Services, Business Process Transformation Outsourcing in GBS’s BTO organization or in lifecycle support in Products and Services. As such, you would have been responsible for the delivery of services over several years of a contract's lifespan or product's lifecycle. This is in contrast to the more common situation, where you were the “project management professional of record” directly responsible for a specific project that spans from initiation through closing.

This equivalency is associated with annual service delivery, which details alternative criteria for managing projects which meet the project profile requirements for project management professionals.

Criteria to be met

Essentially, annual service delivery is covered under the ‘project’ definition used in the qualification criteria, but for clarification, the way this equivalency is treated is set out more fully in this section.

The account or product profiled should meet these criteria: -The product or services were completed by the groups you managed. -You took an active management/oversight role in ensuring project management disciplines were in place and followed.

Each profile submitted for accreditation or certification needs to be a minimum of twelve (12) months in duration, and each annual cycle of twelve (12) months’ duration or longer may be used as a project profile.


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Each profile must have a minimum total resource that meets the size requirements defined for the project(s) you are replacing with annual service delivery or lifecycle experience.

The annual service delivery or lifecycle documentation provided needs to demonstrate that you were responsible for the direction of the resources and for the results.

Your first step in Using this Equivalency

You need to demonstrate expertise and accountability in the following areas.

Financial Measurement Baseline (FMB) must be described in quantitative terms (ex. Gross profit, revenue, budget, headcount and/or time). A description of how the FMB was developed and tracked for the duration of the profile is required.

Project management review processes Project management methods and disciplines were used, as

evidenced by benefits derived from their use Schedule, scope, cost, resources, planning, risk, change and quality

control processes and measures were utilized.


Document using the standard project profile format.

For Senior certification and above at least one of the project profiles included in your package needs to be a "standard" project . To review this definition, see 91.6.4.2. Definition of projects. Put another way, just as with all other certification guidelines, you should have completed at least one standard project management assignment in addition to your program management assignments at the Senior PM level or two standard project management assignments at the Executive PM level. For example, a Service Delivery Manager may submit a standard project profile based on a Service Improvement project or something similar.

B.2. Experience


Appendix C. PM Certification Template Updates

The following skill and experience requirements have been added to the PM Certification process for both Senior PMs and Executive PMs.

1. Project Complexity All Project Managers applying for certification must now document at least one project profile that meets at least 5 of the following criteria for a minimum of six consecutive months:

• Cross border-resourcing or virtual resources • Performance-based contracts • Difficult project working environment that required active intervention of project manager • Used multiple methodologies to direct multiple streams of work activity • Managed multiple concurrent projects with teams of five or more each • Managed a project which had multiple tiers of management reporting to the project manager • Multiple areas within client organization directly impacted by outcomes of project • More than one IBM line of business • Replaced a project manager at a troubled project • Managed ongoing support for critical production application or system

Candidates should be prepared to document which criteria above applies to their project, and what steps they took to minimize the risks associated with the complexity factor.

2. Giveback All Project Managers applying for certification must now document at least two instances of Giveback activities that demonstrate a contribution to the Profession. Giveback is defined by the PM/CoE as an activity that is above and beyond your normal job responsibilities and benefits the IBM PM community in some way. Examples of valid Giveback activities include:

• Instruction of PM related courses • Enhancing fellow PM practitioner skills through mentoring of non team members. • Chair assignments • Profession- Sponsored Activities • Perform QA activities - Peer project reviews or PMRs • Serving as a SME for creation and/or evaluation of PM training or education • Presenting at PM conferences or PM community activities • University Relationships that further IBM's image • Producing and sharing PM related IC

3. Follow on Business/Process and Design Improvements.

Appendix C. PM Certification Template Updates

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Continuous improvement is an essential goal for all project teams, and project managers in particular are responsible for ensuring that projects are managed efficiently and cost effectively. As such, project managers pursuing certification must be able to document areas of their projects where they were able to improve upon the stated objectives in some way, either through cost savings, follow-on work, or process improvements that might benefit future projects. Candidates applying for certification should be prepared to describe their role in influencing a positive outcome on their project through business, process, or design improvements, and document the results achieved.

4. Conditions of Satisfaction Setting client expectations and then effectively managing scope and deliverables to meet or exceed those expectations is an important skill required for PMs pursuing certification. Candidates are now required to show how they set client expectations regarding scope and deliverables, and how the project delivery successfully addressed the business or marketplace needs of the client. Additionally, project managers must not only demonstrate their ability to establish and meet conditions of satisfaction with their clients, but they must also be able to demonstrate experience with resolving any issues associated with establishing customer agreement.

5. Contractual Relationship Project Managers applying for certification must now demonstrate experience with negotiating the contract agreement among stakeholders, including multiple IBM functions, client executives, Lines of Business executives, and business partners.

6. Communications and Executive Relationships Maintaining project communications throughout the client organization and developing executive relationships based on that communication are considered to be key strengths of a successful project manager. Where possible, project managers should become involved on project committees chaired by the client (ie. steering committees) and expect to give executive briefings on the status of their projects.

Project Managers applying for certification must now demonstrate experience with managing functional and executive level relationships throughout the sponsor and/or program organizations, and document any leadership or involvement in client-sponsored project committees.

7. Issue Management Project managers are now required to demonstrate experience with establishing issue management processes to document key issues and actions requiring attention on their projects, Additionally, project managers must be able to document how they guided team members in using these processes, and show how they resolved issues in a timely manner.

8. Intellectual Capital Work product reuse can save project managers valuable time and money when starting a project, thus ensuring that successful methods and products can be reapplied rather than reinvented. Project managers should not only leverage existing intellectual capital from other project managers via the ICM database, but should also ensure that any quality process or deliverable that may have

B.2. Experience


applicability on other projects is posted to the ICM to benefit other project managers. Candidates applying for certification must now describe any project intellectual capital they developed or reused for their project, and explain how they ensured capital from the project was shared and made available to other practitioners globally.

9. Leadership Strong team skills are paramount to leading project teams to successful completion of their schedules and objectives. Project Managers can have a direct impact on the performance and motivation of their team members and should be a key influencer and mentor for developing project management or leadership skills in key members of their team. In addition to providing guidance and mentoring on developing future project leaders, Project Managers should also be actively involved in providing input and/or personnel evaluations to management on the performance of their team members as part of their project close-out activities.

Appendix D. Change Log

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Change Log as of July 2007 – Version 1.10

SECTION CHANGE

CHANGES – JANUARY, 2006

Appendix A Explanation of Financial Measurement Baseline (FMB)

A.8.2 Guidance on Methodology used on each project

Appendix B Guidance on Full Time Equivalents(FTE’s)

B.2.3. Explanation of Full Time Equivalents(FTE’s)

Appendix B Service Delivery & Product Lifecycle Program Management Equivalency.

1.4.3 Clarification of three years of specialty experience – can be overlapped with Project/Business/Technical/Industry Experience

1.4.4 Included Executive Management Level for clarity

1.4.5.1 Included new recertification education requirements

3.2.2.6 Provided clarification on project duration – breaks in project must be documented and justified.

7.2.1.4 Change in recertification/level move education

Tables 3.2.2.4, 6.3, 6.3.1.2, 7.2.1.4 Changed to reflect recertification Education Requirements

CHANGES – JULY, 2006

Updated all tables and all occurrences of Tier 1 with Basic PM curriculum

B.2. Experience


Updated all tables to replace 15 FTE’s with 20 (GBS requirement)

Added three years of specialty experience required for each specialty + overlap of Project, technical, industry, business experience.

Checked for consistent spelling of certification(LC/UC)

1.4.1 &5.0 Initial certification can be at any level providing the requirements are met

1.4.4.2. Allowed the inclusion of an equivalency for Advisory Accreditation

4.2.2.4 16 hours of education at the Advisory level - optional

7.1 An equivalency may be used for a level move, Project must be within the last 36 months.

B.1.1 Updated footnote to show Review class 16 hours e-learning, 24 hours classroom

B.2.2 Edited for multiple project equivalencies

2.3.2.1 Removed references to PSU

1.1.6, 3.2.2.4

3.2.3.4.

5.2.2.6

Changed Business Consulting Services to Global Business Services and removed references to ME5 – replaced with EDM5 and associated requirements.

6.3.1.2 Included 24 hours of formal education for 2006 TLE

Changed PMLE references where applicable to TLE

Changes - July, 2007 – Version 1.10

B.2.2 Alternative Criteria for Full Time Equivalents(FTE) table updated

1.1 Added Vision of the Professions

1.2 Added Mission of the Professions

1.6.3 Added QA/RM and DPE/SM specialties to the list.

1.6.1 & 1.7.1 Initial certification can be at any level providing the requirements are met

1.6.4.1, 3.2.2.3, 5.2.2.3, 7.2.1.3

Tables updated to clarify that specialty experience can overlap project, business, technical and industry experience

3.2.2.6 Added the FTE criteria definition table

6.3.1 Updated to include RPM courses as eligible for Recertification education


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6.3.1.2 Updated PMLE and TLE education to be 24 hours formal education

Updated College Course Equivalency

6.3.1.3 Added hyperlink for giveback matrix

6.4 Updated Inactive Status information

7.2.1.4, 7.2.1.5.

Updated to clarify that education must be 20 hours per year and giveback 40 hours per year.

Appendix C Added Appendix C for Certification Template Changes to include EDM rqmts.

Changes - November, 2007 – Version 1.11

1.3.6, 3.2.2.4, 3.2.3.6

Changes to reflect the integration of GBS/EDM requirements into the certification package.

1.3.3,1.3.5 Reference to Brands and IBM Global Services changed to Products and Services

1.6.4.1 Education currency removed for Advisory PM in table

1.6.5.1, 6.3 6.3.1.2

Tables updated for Executive Management continuing education

1.6.3 Clarified audience for SM/DPE specialty – Added Automotive Industry to list

1.6.5.1, 3.3.3.4, 5.5.5.4, 6.3.1.2, 7.2.1.4

Removed all references to ‘Annual’ in the Knowledge Refresh Course

B.1.1 Updated information on the two part Review for Experienced PM course

Tables All tables updated to standardize EPM abbreviation.

1.3.3 Created new chart to show Organization name changes (Products/Services)

Version 1.12 – February, 2008

6.5 Added section on Recertification Requirements for Part-time employees.

3.2.2.7, 5.2.2.7

Added information on Giveback

1.6.4.1. Added giveback reference to table

B.2. Experience


Changes - May 2008 – Version 1.13

1.6.4.1 3.2.2.4 4.2.2.4 5.2.2.4 7.2.1.4

Tables updated to show that if specialty elected (optional) at Advisory Level then 16 hours of specialty education would be required.

1.6.4.1 3.2.2.4 4.2.2.4 5.2.2.4 7.2.1.4

Tables updated to show PM Orientation Course as a Prerequisite to the PM Fundamentals Course

3.2.3.3 Link Updated to show 1.7 instead of 1.5

Section 4 Removed References to Certification Tool as Accreditation templates are used Replaced Word pro with ‘Word’

1.6.6.2 Added text for clarification – level moves

B.2.3 Removed redundant text on FTEs, Added Examples of Giveback

A.9 Clarified that a giveback job is not eligible for a level move but the giveback role must be described for Recertification in the Activity Summary.

CHANGE LOG FOR VERSION 1.14 – MARCH, 2009

Removed all references to the Executive Management Level - Changed all tables to reflect this level deletion.

Pm Profession Guide v1.14 March09

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