About the ipmc aapm
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ABOUT THE: IPMC ™ & AAPM ™. International Project Management Commission ™ & The American Academy of Project Management ™. Board Certifications. MPM Master Project Manager ™ CIPM Certified International Project Manager ™ PME ™ Project Manager E-Business Example: George Mentz, MPM, JD, MBA.

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About the ipmc aapm


International Project Management Commission ™ & The American Academy of Project Management ™

Board certifications
Board Certifications

  • MPM Master Project Manager ™

  • CIPM Certified International Project Manager ™

  • PME ™ Project Manager E-Business

  • Example: George Mentz, MPM, JD, MBA

Origins of the ipmc
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.

Ipmc aapm now aapm has liaison offices in



Hong Kong








And more…..

IPMC & AAPMNow AAPM has liaison offices in:

Global recognition
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.

Global membership
Global Membership

  • AAPM has members on over 105 countries worldwide including:

  • Asia

  • USA

  • India

  • EU

  • Africa

  • Latin & South America

  • Russia ……

Aapm the graduate certification
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.

Section 2
Section 2

Project Management

Certification Requirements


Certification requirements
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.

Criteria of 6 levels
Criteria of 6 Levels

  • IPMC Commission Sanctioned Training

  • College Education or Equiv.

  • Successful Testing

  • Ethics Agreement

  • Experience

  • Continuing Education

Best education worldwide
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.   

High standards
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. 

Section 3 alliances
Section 3 - Alliances

Global Alliance with

Lignum Technologies

Harbor Bay, East Bay StreetP.O. Box SS-6295Nassau, BahamasTel. (242) 393-2164Fax (242) 394-4971

Lignum technologies
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

Lignum certification training
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

Lignum 4 day course
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.

Cob college of the bahamas
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

Section 4 history of project management
Section 4History of Project Management

  • Great Wall of China

  • Pyramids of Egypt

  • Coordination, Labor, Materials, Hours, Teams, Leadership, Design, Masons, Sequencing….

Wars and planning
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….

Gantt charts and graphs
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…

Pm history and military
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.

About the ipmc
PERT stands for Program Evaluation Review Technique which goes by many names such as: the Critical Path Method (CPM)


it illustrates task dependencies

About the ipmc
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.

21 century mpm
21 Century MPM of a project (4 stages plus control) in the development of a project:

  • Software

  • Computers

  • Spreadsheets

  • World Wide Web

  • Tele-Commuting Project Management

  • 24/7 Communication

  • Collaboration Worldwide

  • Shifts and Teams

Section 5
Section 5 of a project (4 stages plus control) in the development of a project:

  • Importance and Necessity of Project Management

Understanding mpm and cipm training
Understanding MPM and CIPM Training of a project (4 stages plus control) in the development of a project:

  • 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.

Basic training goals
Basic Training Goals of a project (4 stages plus control) in the development of a project:


  • 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

What it is and is not

Initiate of a project (4 stages plus control) in the development of a project:





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

Where planning fits

Start of a project (4 stages plus control) in the development of a project:


Where Planning Fits


Level of Activity






Quote on planning
Quote on Planning of a project (4 stages plus control) in the development of a project:

"Give me six hours to chop down a tree and I will spend the first four sharpening the axe." 

 (Abraham Lincoln, 1809-65)

Planning objectives
Planning Objectives of a project (4 stages plus control) in the development of a project:

Define :

  • Scope

  • Objectives

  • Work activities

  • Estimates

  • Resources required

  • Roles & responsibilities

  • How to change & update the plan

Importance lessons
Importance / Lessons of a project (4 stages plus control) in the development of a project:

  • 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

Project management is composed of several different types of activities such as
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

Develop scope
Develop Scope activities such as:

  • All the work, and only the work required

  • Scope Statement - agreement of what is and is not


    • primary objectives (products/deliverables)

    • major milestones

    • assumptions

    • constraints

    • completion criteria

    • Agreement design and Contract Specifications

Change management
Change Management activities such as:

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

Define and sequence activities

define activities such as: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)

Examples wbs s

Hierarchy Diagram Format activities such as:

Table of Contents Format

List Format

Examples WBS’s

Examples of sequencing
Examples of Sequencing activities such as:

Estimate duration determine resource needs
Estimate Duration activities such as: 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

Determine how quality will be managed

How? activities such as:



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

Determine how to meet communications data and collaboration needs
Determine How to Meet activities such as: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



About the ipmc

Jun activities such as:







Develop Schedule

determining start and finish dates for tasks and assigning resources

Define then schedule

Define activities such as:






Define Deliverables

Define Dependents

Define - then schedule

About the ipmc

Terminology - activities such as:

This is a schedule or Gantt chart,

not a WBS, not the project plan

Estimate resource costs
Estimate Resource Costs activities such as:

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


Organize and acquire staff
Organize and Acquire activities such as: Staff

Determine what to procure and when
Determine What to activities such as: 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

Build budget and spending plan
Build Budget and activities such as: Spending Plan

Budgeting involves assigning the cost estimates to all the tasks creating a cost baseline.

Project management tries to gain control over five variables
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.

Identify risk create risk response plan
Identify Risk & Create variables: Risk Response Plan

Risk planning involves:

  • identifying risks w/high effect and impact

  • planning for risk mitigation or contingency

Common sources of risk:

  • Changes in requirements

  • Design errors and omissions

  • Roles and responsibilities misunderstood

  • Poor estimates or unsupported estimates

  • Insufficiently skilled staff

  • Impossible timeframes

Integrate the plans
Integrate the Plans variables:

Previous steps are reiterated and re-evaluated to create a coherent plan.

for example:

  • initial draft - reflects generic skills and duration

  • final plan - reflects specific resources and dates

Align the project mission with the agency s mission
Align the Project Mission with the Agency’s Mission variables:

  • What is your agency’s mission? What is the relationship of your project to your agency’s mission?

  • Project activities need to support this mission.

Know the project stakeholders
Know the Project Stakeholders variables:

  • Who are the people with an interest in the outcome of the project? A strong project mission can not be created in a vacuum.

  • What are their common expectations? Stakeholders’ expectations are rarely spelled out in legislation, executive orders, or formal memoranda.

Amplify the voices of your customers
Amplify the Voices of Your Customers variables:

  • Who will be paying for this project? Who will actually be using the structures, systems and processes being designed?

  • Clarify the business priorities of these customers and their criteria for success. Actively and emphatically communicate this information. Do this for customers inside the organization as well as those outside the organization.

Maintain high level communication about the project mission
Maintain High-Level Communication About the Project Mission variables:

  • Communicate steadily with stakeholders and customers throughout the project. This will help to manage their expectations and requirements over time.

  • Design project development so that requirements and expectations can be reconfirmed at regular junctures. Periodically check to see that stakeholders and customers understand and support changes, delays, and new developments.

About the ipmc

Strategies variables:What do you want to accomplish?Set Realistic Business Objectives

What are the common business needs of the organizations that will depend on the system? What accomplishments will be critical for the project to be considered successful? Define project boundaries at the outset, and use this definition to manage requirements throughout the project. A clear definition of business success will also help ensure that project efforts support the agency’s strategic plan.

About the ipmc

Gain Agreement on the Project Plan variables:

The project plan formally captures and documents agreements among customers, stakeholders and project participants. Secure an informed agreement up front, and maintain this agreement throughout the project life. This will ensure that the project meets expected results. This will also help align the project with the organization’s business plans and supporting plans. Over time, manage the project scope carefully, since there will be a tendency for different areas of the project to acquire their own divergent momentum.

People and leadership
People and Leadership variables:

  • Understand the project participants

  • Listen to the Customer and Create a Vision

  • The project sponsor manages high-level customer relationships, translating key customer expectations into a practical vision for the project. To be effective, this vision must be broadly communicated.

Commit to the project
Commit to the Project variables:

  • The most frequent cause of project failure is the lack of involvement of the organizational leaders. Ongoing involvement is crucial. It is critical to structure the project in such a way that go/no-go decisions may be made at highly visible milestones. Leadership commitment stabilizes the project so that it can accommodate changes over time.

Leverage the existing organizational structure
Leverage the Existing Organizational Structure variables:

  • The roles and responsibilities of the project and its partners are most effective when they correspond with the way in which the overall agency is managed. For example, in an organization in which field offices have a great deal of autonomy, a centralized approach to project management could bring about unnecessary conflict.

Project leadership
Project Leadership variables:

Select a Strong Project Manager

  • Empower a central point of responsibility for project decisions, and clearly distinguish this role from functional program management roles. Clarify the risks which the project manager is expected to manage strategically. "Leadership ability" is difficult to articulate, and even more difficult to find.

Mpm leadership qualities
MPM Leadership Qualities variables:

  • Drive. Does the project manager have a strong desire to succeed?

  • Ability to Build Consensus. Can the project manager get key individuals to work together towards common ends?

  • Ability to Take Risks. Can the project manager recognize opportunities and find ways to seize them?

  • Ability to Communicate. Is the project manager able to communicate clearly and convincingly to all parties?

  • Experience. Does the project manager have a track record of success? Look for characteristics and experiences that relate directly to the project at hand.

  • Technical Knowledge. Does the project manager possess demonstrated knowledge in the appropriate technical fields?

  • Sense of the Big Picture. Does the project manager understand the project from a broad business perspective?

Planning making it happen
Planning Making it Happen variables:

  • Define Success Up Front - Define project success in terms of specific business objectives. From the customer’s point of view, how should different business objectives be prioritized?

  • Use Metrics to Focus On Outcomes - Focus on outcomes rather than outputs. Prioritize the metrics for which project participants will be held responsible. Gain agreement on critical metrics and use them to drive planning and delivery.

  • Integrate Planning Activities Across the Project - Formalize planning processes. Assign roles and responsibilities specifically for planning-related activities. The CEO or other executives can help anchor project plans in the organization’s business and planning.

  • Realign Plans Over Time - How will plans need to be modified along the way? Make sure project plans continue to support intended business priorities. If the project encounters significant changes, then the original plans will have to be realigned to ensure desired results.

Section 7 questions answers
Section 7 Questions Answers variables:

  • Best Practices

  • More on:

  • Legal Contracting

  • Cost Fluctuations

  • Capacity to Handle

  • Coordinating Marketing and Legal with your teams?

Section 8 case studies
Section 8 – Case Studies variables:

The Cross Sell - Project Management Plan for Financial Services or IT Services….

  • Existing Client

  • Client Needs or RFP implied or given.

  • Objectives

  • Products and Services – IT or Banking

  • Develop Plan and Proposal

  • Make Presentation

  • Offer services and prices

  • Implement Requests

  • Monitor and Evaluate

  • Redesign over Time.

Case study the project of a lifetime
Case Study: The Project of a Lifetime variables:

  • Huge Money

  • Huge Job

  • Long-Term

  • Resources

  • Commitments

  • Demands/Timeline

  • And more

    What do we do??????

Section 9
Section 9 variables:

  • Workshop and Lecture

Workshop and breakout session
Workshop and Breakout Session variables:

You have just been given the following offer:

  • Your company has just received the contract to maintain the hotel grounds.

  • Your contract provides for 35,000 dollars per month

  • Your services are to be provided 7 Days per week.

  • You have 30 employees that are paid 40 dollars per day and work 5 days per week.

Issues variables:

  • You have trouble meeting Deadlines of care.

  • Gas Prices go up

  • Cost of labor goes up

  • Some good employees are offered more money elsewhere

  • The hotel demands that you provide more care in common areas.

  • Much of your equipment needs to be replaced

  • Teens in the neighborhood want to work for you? Issues?

Recent activity bahamas amazing business progress and opportunities for mpms cipms
Recent Activity Bahamas – Amazing Business Progress and Opportunities for MPMs & CIPMs.

  • Phase 3 of Kerzner International or more reknown as ATLANTIS, phase three involves a marina, aqua park (dolphins, sting rays, etc.) facilities, hotel facility of additional 2800 rooms.

Resorts casinos and hotels
Resorts, Casinos and Hotels Opportunities for MPMs & CIPMs.

  • Bah-Mar Resort, at Cable Beach a $2 billion project with a complete overall of Cable Beach Area. A new 36 hole golf course, world’s largest casino, new conference buildings, and renovated hotels, and new hotel buildings.

Other developments including golf and family resorts
Other Developments including Golf and Family Resorts Opportunities for MPMs & CIPMs.

  • South Ocean Development project – new hotel, renovated golf course, new housing development.

  • New Tiger Woods Development at South Ocean with new housing development, new golf course

  • Family Island projects in Exuma, Abaco, etc.

Bahamas government work ever growing opportunities
Bahamas Government Work – Ever Growing Opportunities Opportunities for MPMs & CIPMs.

  • Government projects such as: housing, GIS, works and sewerage projects, airport construction projects, communications (BTC – Bahamas Telecommunications Co.), BEC – Bahamas Electricity Corp. projects, etc.

  • We all know that IT and Financial Services are Giant Business in this region.

Construction pm
Construction PM Opportunities for MPMs & CIPMs.

  • In project architecture and civil engineering, construction is the building or assembly of any infrastructure. Although this may be thought of as a single activity, in fact construction is a feat of multitasking. Normally the job is managed by the construction manager, supervised by the project manager, design engineer or project architect. While these people work in offices and make the most money, every construction project requires a large number of laborers to complete the physical task of construction.

Construction execution
Construction Execution Opportunities for MPMs & CIPMs.

  • For the successful execution of a project effective planning is often essential. Those involved with the design and execution of the infrastructure in question must consider the environmental impact of the job, the successful scheduling, budgeting, site safety, inconvenience to the public caused by construction delays, preparing tender documents, etc.

  • Communications, Billing, Receivables

Company stakeholders
Company Stakeholders Opportunities for MPMs & CIPMs.

  • Shareholders

  • Employees

  • Suppliers

  • Customers

  • Community

Construction teams
Construction Teams Opportunities for MPMs & CIPMs.

  • Building construction- Building construction is the process of adding structure to real property.

  • Tender requirements - & a public bid process

  • Design team including architects, interior designers, civil engineers, cost engineers (or quantity surveyors), mechanical engineers, electrical engineers, and structural engineers.

  • Mortgage bankers, accountants, and cost engineers are likely participants in creating an overall plan for the financial management of the building construction project.

  • Legal considerations – Use and Regulations and Code

How to deal with all
How to deal with all… Opportunities for MPMs & CIPMs.

  • Putting it all together and working with all stakeholders is important. PR & Marketing, CRM, Government, satisfying the contract, Managing Existing Jobs, Marketing for new jobs, and closing and collecting on jobs will all be important facets of projects.

Thank you for your time ipmc international project management commission and the aapm
Thank you for your time! Opportunities for MPMs & CIPMs.IPMC International Project Management Commission ™ and The AAPM ™