IPMA Blog – Learn more about project management

Reinhard Wagner

Reinhard Wagner has been active for more than 30 years in the field of project- related leadership, in such diverse sectors as Air Defence, Automotive Engineering, and Machinery, as well as various not-for-profit organizations. As a Certified Projects Director (IPMA Level A), he has proven experience in managing projects, programmes and project portfolios in complex and dynamic contexts. He is also an IPMA Certified Programme and Portfolio Management Consultant, and as such supports senior executives in developing and improving their organizational competence in managing projects. For more than 15 years, he has been actively involved in the development of project, programme and portfolio management standards, for example as Convenor of the ISO 21500 “Guidance on Project Management” and the ISO 21503 “Guidance on Programme Management”. Reinhard Wagner is President of IPMA, past President and Honorary Fellow of GPM (the German Project Management Association), as well as Managing Director of Tiba Managementberatung GmbH, Germany´s No. 1 PM Full Service Provider.

Steering Committees for project-oriented organisations

20 November 2017 IN Best Practices Featured Know how News BY

There is not much literature about steering committees related to projects in organisations. Maybe that´s the reason why too many project-oriented organisations fail to establish steering committees that perform. Basically, a steering committee is a decision-making body composed of several people. However, it is not always clear who should sit on such a committee and

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The real value of IPMA Certification

1 November 2017 IN Featured Opinions BY

The 4-Level-Certification-System of IPMA is a unique service for individuals pursuing a career in project management. Through the certificate of IPMA they can provide evidence of their competence to an employer or project sponsor. And competence is much more than knowledge. According to the IPMA ICB 4.0  competence is “the application of knowledge, skills and

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Sustainability and Project Management – Perspectives, Challenges and Threats (Part 7)

30 October 2017 IN Best Practices Featured Know how BY

Project managers typically use standards and tailor them to the needs of their projects. Are there standards available for managing sustainability in projects? Most standards are addressing this aspect. For example, the ISO-series for governing and managing projects, programmes and portfolios (ISO 21500, ISO 21503, ISO 21504 and ISO 21505) address the aspect of sustainability

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Sustainability and Project Management – Perspectives, Challenges and Threats (Part 6)

25 October 2017 IN Featured News BY

One of the challenges we face in regards to sustainability is that it theoretically sounds easy but in real life it is hard to implement and do something about it. Do we want to change? Yes, we want to, but let others do it, because it means to be active, to change behaviour and invest

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Sustainability and Project Management – Perspectives, Challenges and Threats (Part 5)

16 October 2017 IN Best Practices Featured Know how News BY

Many roles are engaged in reaching sustainability through projects. Foremost, the governance bodies of an organisation need to set the directions. ISO 21505:2017  defines a governing body as “person, group or entity accountable for the governance of an organization, organizations or a part of an organization.” This may be a project steering committee, a body

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The evolution of project management practice

11 October 2017 IN Best Practices Featured Know how News Opinions BY

The practice of project management is developing rapidly, starting from the medievals as a kind of craftsmanship. In the 1950s the “management approach” came into game and formed the nowadays called “professional practice” or “profession” (which, at least some argue, is not yet a profession). However, the project practice has undergone significant changes requiring new

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Sustainability and Project Management – Perspectives, Challenges and Threats (Part 4)

8 October 2017 IN Featured Know how News BY

Reaching the 17 Development Goals of the United Nations require us to consider those high-level objectives during the goal setting in our projects. During goal setting for projects we define several goals. For a project we typically define, what we want to achieve at the end of the project, the outputs, results, deliverables, products or

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Sustainability and Project Management – Perspectives, Challenges and Threats (Part 3)

4 October 2017 IN Best Practices Featured Know how News BY

Achieving sustainability requires project managers applying systemic thinking, taking various interrelationships and reciprocal transactions into account. For example, changing from diesel engines to electrical cars sounds like a good idea to protect nature, but in some countries electrical power is still produced through coal, which may cause more damage to nature than diesel engines. Another

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Hoshin Kanri – Executing the organisation´s strategy through “doing the right” projects

2 October 2017 IN Best Practices Featured Know how News BY

One of the most difficult tasks of an organisation´s leadership is to execute the vision, mission and strategy. It´s pretty easy to describe the ambitions, but difficult to execute and more difficult to sustain the strategic intent. The IPMA Organisational Competence Baseline (IPMA OCB®) describes in Chapter 3.3 what needs to be done in order

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Sustainability and Project Management – Perspectives, Challenges and Threats (Part 2)

25 September 2017 IN Best Practices Featured Know how News BY

The most important aspect of reaching sustainable solution through projects is to widen our perspective. It´s not enough to focus purely on the project lifecycle. We need to have a much broader view. Let´s elaborate a bit on three important stages for projects in order to see how sustainability can fit in. The “ex post“

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