ABOUT THE: IPMC ™ & AAPM ™

1. ABOUT THE: IPMC ™ & AAPM ™ International Project Management Commission ™ & The American Academy of Project Management ™

2. Board Certifications • MPM Master Project Manager ™ • CIPM Certified International Project Manager ™ • PME ™ Project Manager E-Business • Example: George Mentz, MPM, JD, MBA

3. Origins of the IPMC • The Graduate Institute of Leadership (1995) and the CEC E-Business Institute (1996) formed an alliance venture to establish the AAPM and the IPMC. • The IPMC is the Commission for standards globally • The AAPM is the Official Training Regulator of the Commission that issues Certification.

4. USA Dubai Hong Kong EU India Singapore Bahamas Moscow Istanbul Beijing And more….. IPMC & AAPMNow AAPM has liaison offices in:

5. Global Recognition • The AAPM is listed and recognized on the US Dept of Education Brochures. • Recognition of 40+ Accredited Graduate Project Management Programs Worldwide. • The Graduate Academy of Management IBS • Commission Recognition of Military Service • The American E-Commerce Association • The AAPM is recognized by the American Academy of Financial Management. • And many more.

6. Global Membership • AAPM has members on over 105 countries worldwide including: • Asia • USA • India • EU • Africa • Latin & South America • Russia ……

7. AAPM – The Graduate Certification • As there had not been a graduate professional project manager organization specifically for Executives, MBAs, PhDs and accredited degree holders, The AAPM ™ has met this need and become the organization of choice for highly educated individuals or industry experts because AAPM requires an accredited college degree or equivalent for membership and certification.  The AAPM receives its license, sanction and authority from the IPMC International Project Management Commission.

8. Section 2 Project Management Certification Requirements www.certifiedprojectmanager.org

9. Certification Requirements • The AAPM ™ Executive Designation Programs provide the assurance that the holder has met the suggested criteria for graduate credentials set out in the Ibanez US Supreme Court Decision. Further, the AAPM board certification requires meeting 6 different levels of global criteria including ethics and our global body of standards which are the 1st Standards specifically based on the methodology used by government agencies and departments. Acceptance into the AAPM is a high distinction and requires the holder to possess a graduate level portfolio of skills and knowledge. Acceptance statistics are not high, and the designation when achieved is a high honor strictly for accredited degree holders or individuals with equivalent backgrounds.

10. Criteria of 6 Levels • IPMC Commission Sanctioned Training • College Education or Equiv. • Successful Testing • Ethics Agreement • Experience • Continuing Education

11. Best Education Worldwide • AAPM has strategic recognition of over 45 of the top executive trainers and business degree programs globally including schools of the  AACSB ™ International and The ACBSP ™ accreditation agencies.   Thus, AAPM accredits and recognizes only the best qualified project management training programs.   

12. High Standards • A member can be reported by the public for ethics violations which can be judged by the commission for good standing. Also, Anyone who provides false information to the AAPM or provides education and credentials in bad faith can be reported to officials or to their local authorities.  We expect all information to be truthful and accurate under the representation laws, digital signature act laws and through treaties and international law.  A person can be expelled from the organization and have their name stricken from the record if providing false or misleading information regarding an application or any other issue. 

13. Section 3 - Alliances Global Alliance with Lignum Technologies Harbor Bay, East Bay StreetP.O. Box SS-6295Nassau, BahamasTel. (242) 393-2164Fax (242) 394-4971

14. Lignum Technologies • Lignum Technologies has been unanimously approved by the board of standards of The IPMC and The AAPM as a sanctioned provider of official Certification Training for the IPMC under the AAPM agreements. All Rights Reserved 1996-2006

15. Lignum Certification Training • After completing the approved training with Lignum and successfully completing all membership criteria for AAPM certification, the Lignum Group can then forward the nomination to the Board of Standards for Processing and Registration for MPM, CIPM or PME Certifications

16. Lignum 4 Day Course • The Lignum 4 day Executive Course is the “Fast Track” management course for certification. • Upon successful completion of this course and meeting good standing requirements, then the candidate can be processed for certification.

17. COB College of The Bahamas Project Management Certification will be available at the COB beginning 2006 Fall Courses and Examinations are available and proctored through Lignum. Please Contact: A. Dir. Bastian

18. Section 4History of Project Management • Great Wall of China • Pyramids of Egypt • Coordination, Labor, Materials, Hours, Teams, Leadership, Design, Masons, Sequencing….

19. Wars and Planning • From World War 1 and 2 and leading up to the Space Race, new ways of planning, creating, and development and implementation have been formed. • Battle Ships, Aircraft and more… • Necessary materials, recycle, configuration, mapping, sequencing, Teams….

20. Gantt Charts and Graphs • Gantt was credited with designing the first PM bar style charts. i.e. more or less a spread sheet on a time line. Duties Assigned…

21. PM History and Military • The United States Department of Defense needed to speed up the military project process. New tools (models) for achieving this goal were invented. In 1958 they invented the Program Evaluation and Review Technique or PERT, as part of the Polaris missile submarine program. At the same time, the DuPont corporation invented a similar model called CPM, critical path method. PERT was later extended with a work breakdown structure or WBS. The process flow and structure of the military undertakings quickly spread into many private enterprises.

22. PERT stands for Program Evaluation Review Technique which goes by many names such as: the Critical Path Method (CPM) Chart it illustrates task dependencies

23. In the traditional approach, we can distinguish 5 components of a project (4 stages plus control) in the development of a project: • project initiation (Kick-off) • project planning • project production or execution • project monitoring or controlling • project completion • Not all projects will visit every stage as projects can be terminated before they reach completion. Some projects probably don't have the planning and/or the monitoring. Some projects will go through steps 2, 3 and 4 multiple times.

24. 21 Century MPM • Software • Computers • Spreadsheets • World Wide Web • Tele-Commuting Project Management • 24/7 Communication • Collaboration Worldwide • Shifts and Teams

25. Section 5 • Importance and Necessity of Project Management

26. Understanding MPM and CIPM Training • The AAPM combines the philosophy of PM along with other Graduate Studies such as: • Regulatory environment • Legal and Ethics • Marketing • Strategic Costing • Financial Strategy • Using Technologies • Collaboration and Teams.

27. Basic Training Goals Understand: • what planning is/is not • where and when to start • to adapt or tailor planning • shortening the planning time • what the project plan represents • process and supporting materials

28. Initiate Plan Execute Control Close What it is and is not Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address. • It is the work plan, not the work. • It is a definition (defining) of needed work and resources

29. Start Finish Where Planning Fits Execute Level of Activity Plan Close Initiate Control Time

30. Quote on Planning "Give me six hours to chop down a tree and I will spend the first four sharpening the axe."   (Abraham Lincoln, 1809-65)

31. Planning Objectives Define : • Scope • Objectives • Work activities • Estimates • Resources required • Roles & responsibilities • How to change & update the plan

32. Importance / Lessons • Straying from original goals, • Inadequate resources • Repetitive meetings - on what needs done (prep) • Frustration - poorly defined, communicated, and coordinated work activities • Issues not understood or related • Decisions repetitively re-opened or re-addressed

33. Project Management is composed of several different types of activities such as: • Planning the work • Assessing risk • Estimating resources • Organizing the work • Acquiring human and material resources • Assigning tasks • Directing activities • Controlling project execution • Reporting progress • Analyzing the results based on the facts achieved

35. Develop Scope • All the work, and only the work required • Scope Statement - agreement of what is and is not Includes: • primary objectives (products/deliverables) • major milestones • assumptions • constraints • completion criteria • Agreement design and Contract Specifications

36. Change Management Management of changes to the primary objectives and major deliverables milestones. The plan should include agreements of: • . Change acceptance/expectations • . How changes will be evaluated • . How change will be managed e.g. Steel Prices for government contract

37. define work activities to manage, create and deliver the solution determine the order of work activities or dependencies Define and Sequence Activities • Develop a Work Breakdown Structure(WBS) • Determine Dependencies (Sequencing)

38. Hierarchy Diagram Format Table of Contents Format List Format Examples WBS’s

39. Examples of Sequencing

40. Estimate Duration Determine Resource Needs • Obtain initial estimate of likely duration for tasks does not take into account the number of people expected to perform the task. • For each task - determine skills, worker allocation and resources

41. How? What? Check Quality Plan Determine How Quality will be Managed How will quality assurance and control be conducted? • Identify Quality Standards • Quality Assurance • Quality Control Sometimes performed by a 3rd Party

42. Determine How to Meet Communications, Data and Collaboration Needs The plan should determine: • who needs what information • when will they need it • how will it be given to them • by whom And determine how to: • store, update, and disseminate information • close, file and archive information • update the comm. plan See IPMC Standards

43. Jun May Jul Aug Sep Nov Oct Develop Schedule determining start and finish dates for tasks and assigning resources

44. Define Scope Define WBS Define Resources Define Deliverables Define Dependents Define - then schedule

45. Terminology - This is a schedule or Gantt chart, not a WBS, not the project plan

46. Estimate Resource Costs Develop cost estimates for: • internal & external labor (hrs,rates) • materials • supplies • contracts and legal costs • special costs refined during the course of the project , definitive just prior to construction Estimate

47. Organize and Acquire Staff

48. Determine What to Procure and When Procurement planning determines: • whether, what, and how much, • how and when, • how to manage solicitations, selection, contract administration, and closeout Actual solicitation is part of execution Procurement documents: • SOW - Statement of Work • RFP - Request for Proposal • Evaluation Criteria

49. Build Budget and Spending Plan Budgeting involves assigning the cost estimates to all the tasks creating a cost baseline.

50. Project Management tries to gain control over five variables: • TIME - The amount of time required to complete the project. Typically broken down for analytical purposes into the time required to complete the components of the project, which is then further broken down into the time required to complete each task contributing to the completion of each component. • COST - Calculated from the time variable. Cost to develop an internal project is time multiplied by the cost of the team members involved. When hiring an independent consultant for a project, cost will typically be determined by the consultant or firm's hourly rate multiplied by an estimated time to complete. • QUALITY - The amount of time put into individual tasks determines the overall quality of the project. Some tasks may require a given amount of time to complete adequately, but given more time could be completed exceptionally. Over the course of a large project, quality can have a significant impact on time and cost (or vice versa). • SCOPE - Requirements specified for the end result. The overall definition of what the project is supposed to accomplish, and a specific description of what the end result should be or accomplish. • RISK - Potential points of failure. Most risks or potential failures can be overcome or resolved, given enough time and resources.