Individual Competency Base in the Perspective Area – Part 5 IPMA Certification Guide

[shukla7789]

In the previous section, we wrote about IPMA’s Individual Competency Guidelines , which cover three areas: Perspective, People, and Practice, forming the so-called IPMA Competency Eye. Today, we will outline the competencies in the Perspective area: the tools and techniques by which individuals interact with their environment, and the logic that drives people, organizations, as well as associations to initiate and support projects, programs, or portfolios.

Perspective Area – index:
Perspective Area – Introduction
Perspective 1: Strategy
Perspective 2: Overseeing management, structures and processes
Perspective 3: Compliance, standards and regulations
Perspective 4: Power relations and motivations
Perspective 5: Culture and Values
Perspective Area – Introduction
External factors and conditions generate support and belize whatsapp number database each project and program. Individuals, organizations, and communities have various, often conflicting, expectations. The level of complexity they have reached is difficult to comprehend. Fortunately, launching a program or project can provide some insight in such cases.

Perspective 1: Strategy
We can divide the drivers of any project or program into the formal, communicated goals or needs of an organization and the less formal, implicit motives and interests. A great example of the more tangible and formal ones is an organization’s strategy. Typically, an organization has clear goals and objectives with projects and programs that contribute to achieving them. It is based on these goals that you prioritize portfolios, programs, and projects.

Perspective 2: Overseeing management, structures and processes
The organizational and external elements of the competencies – i.e., oversight, structures, and processes – form the formal environment for a project, program, or portfolio. The number and level of dependencies and interrelationships they establish with their environment define their complexity. This indicates that they focus on dealing with certain processes or structures that used to serve a clear purpose at the time of their creation, but have become obsolete and of little use in the current situation.

Perspective 3: Compliance, standards and regulations
Compliance, standards and regulations also contain important context and determinants. They consist of laws, standards and regulations related to issues, as well as tools that reflect the organization's priorities, best practices and requirements.

the Perspective area
Perspective 4: Power relations and motivations
The balance of power and incentives among people in an organization provides another perspective to consider, as they can become key elements that determine the success of a specific project, program, or portfolio. At the same time, these power relations constitute the informal equivalent of the organization’s strategy. Formal rules and goals alone cannot determine people’s choices. We should not forget about their personal ambitions either.

Perspective 5: Culture and Values
The fifth perspective, i.e., the culture and values ​​of the organization, are predominantly informal and implicit. While a company may clearly attempt to influence the informal culture with formal goals or missions, the core cultural values ​​will remain implicit and informal. Furthermore, these values ​​influence the other contextual elements – i.e., strategies, commonly available rules and regulations, etc. This is why knowledge of an organization’s customs, manners, conventions, and practices is crucial for any project, program, or portfolio to be successful.