Better Practices of Project Management ^{2nd Ed.}

Project management is a growing profession in numbers. The IPMA Competence Baseline (ICB) version 3, dating from 2007, gives a clear description of this profession based on 46 competence elements. This practical and insightful book gives the essential theoretical and practical background of each competence element in the ICB version 3, based on leading management.

The structure of the book follows the order of the competence elements in the ICB version 3, divided into:

• technical competences
• behavioral competences, and
• contextual competences

For this reason it is the essential study book for everyone studying for the IPMA-D and IPMA-C exams and for those project managers that have committed themselves to a lifelong professional development. In addition, the book had to be applicable to groups of project managers originating from various cultures. For this reason, this is not a book that tells how a Westerner must behave in an Arab or an Asian country, but one that looks at the different subjects covered in the ICB, as seen from various cultural standpoints.

Each chapter is based on the same structure: Definitions, Introduction, Process Steps, Special topics. Text boxes, additional to the main text, offer extra explanation to the main text. An Index of terms allows that this book can be used as indispensable informsation source to all aspects of project management.

• Foreword
• Introduction
• The IPMA Competence Baseline
• An intercultural view
• Reader's Guide
• The website with the book
• Project management as a discipline for life

1. Project Management Success
1. Definitions
2. Introduction
3. Process steps
   
1. Analyze before accepting
2. Develop the approach
3. Resolve conflicts and integrate
4. Agree upon the approach
5. Execute the management plan
6. Collect, interpret and report
7. Apply lessons learned
4. Special Topics
• Initiation documents
  
• Assessments and audits
2. Interested parties
1. Definitions
2. Introduction
3. Process Steps
1. Prioritize interested parties
2. Analyze their interests
3. Communicate approach
4. Develop a strategy
5. Add strategy to PM plan
6. Opportunities and threats
7. Identify decision authority
8. Satisfy them in each stage
9. Deploy the strategy
10. Communicate change
11. Apply lessons learned
4. Special Topics
• The project environment
• Interested parties
• Analysis of interested parties
• Sensitivity
3. Requirements & Objectives
1. Definitions
2. Introduction
3. Process steps
1. Document requirements 
2. Justify the project
3. Document project goals 
4. Manage progress
5. Validate requirements
6. Assess compliance
7. Set up a review process
8. Apply lessons learned
4. Special topics
• Refining versus changing
• The Business Case
• The GAP principle
• Value Management
• Prioritizing requirements
• The project review
4. Risks and opportunities
1. Definitions
2. Introduction
3. Process steps
1. Identify and analyze
2. Plan Responses
3. Incorporate responses
4. Assess attainability objectives
5. Track and monitor risk profile
6. Track and monitor responses
7. Apply lessons learned
4. Special Topics
• Checklists
• Risk Breakdown Structure
• Qualitative scale of impact
• Set Priorities
• Variation
• Decision trees
• Risk log or Register
• The 'insurance premium'
• Monte Carlo Simulation
• Sensitivity analysis
• The Successive Principle
5. Quality
1. Definitions
2. Introduction
3. Process steps 
1. Develop a quality plan 
2. Select, build and test
3. Approve the final version
4. Assure and check 
5. Log tests and get approval
6. Correct and repair
7. Apply lessons learned
4. Special topics
• The quality gurus
• The quality system of a project
• Product quality
• The cost of quality
• Benefits/cost consideration
• Standards
  
6. Project Organization
1. Definitions
2. Introduction
3. Process steps
1. Determine organization
2. Determine teams
3. Determine roles
4. Define project procedures
5. Acquire resources
6. Manage interfaces
7. Communicate decisions
8. Improve the organization
9. Apply lessons learned
4. Special Topics
• The organization chart
• Roles in the project
• RACI table
  
7. Teamwork
1. Definitions
2. Introduction
3. Process Steps
1. The forming stage
2. The storming stage
3. The norming stage
4. The performing stage
5. The adjourning stage
6. Apply lessons learned
4. Special Topics
• Success factors
• Team structure
• Team roles according to Belbin
• Meeting
• Meetings between cultures
• Problems with teams
8. Problem resolution
1. Definitions
2. Introduction
3. Process Steps
1. Add problem procedure
2. Identify problems
3. Determine the cause
4. Apply creative methods
5. Evaluate and select solutions
6. Implement the solution
7. Apply lessons learned
4. Special Topics
• Force field analysis
• The seven tools of quality
• System thinking
9. Project structures
1. Definitions
2. Introduction
3. Process steps
1. Defining PPP breakdown
2. Determine responsibilities
3. Determine requirements
4. Decompose and analyze
5. Maintain and communicate
6. Apply lessons learned
4. Special topics
• Work Breakdown Structure
• OBS: Organization Breakdown
• RAM: The Responsibilities Matrix
10. Scope and deliverables
1. Definitions
2. Introduction
3. Process steps
1. Define requirements
2. Agree on deliverables
3. Define and control the scope
4. Update scope and deliverables
5. Control the quality
6. Formal handover
7. Apply lessons learned
4. Special Topics
• Configuration Management
11. Time & Project phases
1. Definitions
2. Introduction
3. Process steps
1. Define and sequence activities
2. Estimate the duration
3. Schedule the project or phase
4. Allocate and balance
5. Compare target, planned and actual dates
6. Control the time schedule
7. Apply lessons learned
4. Special Topics
• The principle of phases
• Various methods of staging
• Estimation methods
12. Resources
1. Definitions
2. Introduction
3. Process steps
1. Decide on the need
2. Schedule the resources
3. Reach an agreement
4. Apply change control
5. Manage assignment
6. Process impact of change
7. Escalation in time
8. Use experience
9. Apply lessons learned
4. Special Topics
• Concepts of time
• Critical Chain
13. Cost and finance
1. Definitions
2. Introduction
3. Financial Process
1. Analyze financing options
2. Negotiate the potential funds
3. Select the source of finance
4. Allocate budgets
5. Calculate cash flows
6. Document and authorise
7. Take care of the audit systems
8. Validate and manage budgets
9. Apply lessons learned
4. 13 Cost Process
1. Choose a cost control system
2. Estimate and evaluate costs
3. Define monitoring and control
4. Define cost objectives
5. Calculate actual costs
6. Include changes and claims
7. Carry out a variance analysis
8. Make a forecast
9. Take corrective measures
10. Update the cost estimate
11. Apply lessons learned
5. 13 Special Topics
• Structuring the costs
• Islamic Financing
• Sarbanes-Oxley
• Public Private Financing
• Price risks
14. Procurement and contract
1. Definitions
2. Introduction
3. Process steps
1. Make -or-buy analyses
2. Select suppliers
3. Set up contract management
4. Manage contract changes
5. Discharge and close contracts
6. Apply lessons learned
4. Special Topics
• Selecting suppliers
• Outsourcing
• Contract pricing
• Public and Private tendering
• Public tendering in Europe
15. Changes
1. Definitions
2. Introduction
3. Process steps
1. Define change control policy
2. Identify changes
3. Determine the impact
4. Arrange authorisation
5. Get acceptance or rejection
6. Apply changes and report
7. Monitor changes
8. Apply lessons learned
16. Control and reporting
1. Definitions
2. Introduction
3. Process steps
1. Set up a monitoring system
2. Measure status & performance
3. Analyze deviations
4. Plan alternatives
5. Take corrective measures
6. Adjust project objectives
7. Report to the stakeholders
8. Apply lessons learned
4. Special Topics
• Earned Value Method
• Slip Chart
17. Information & Documentation
1. Definitions
2. Introduction
3. Information Process
1. Develop a PMIS
2. Adhere to the company policy
3. Ensure it is implemented
4. Control the information
5. Apply lessons learned
4. 17 Documentation Process
1. Develop a plan
2. Keep to the existing rules
3. Classify the documents
4. Issue documents
5. Save the documents
6. Manage the versions
7. Archive
   
8. Apply lessons learned
5. 17 Special topics
• Documents in projects
18. Communication
1. Definitions
2. Introduction
3. Process steps
1. Set up a communication plan
2. Identify the appropriate style
3. Determine the timing
4. Decide on the method
5. Plan and prepare
6. Check the infrastructure
7. Measure the effectiveness
8. Evaluate and take action
9. Apply lessons learned
4. Special Topics
• The communication model
• Verbal and Non-Verbal
• The five axioms of Watzlawick
• Four aspects - Schulz von Thun
• Levels in group discussions
• Presentation Skills
19. Start-Up
1. Definitions
2. Introduction
3. Process steps
1. Initiate the project start up
2. Communicate  project goals
3. Develop a mission and vision
4. Draw up a PM plan
5. Gain acceptance for the plan
6. Ensure co-operation
7. Secure all resources
8. Ensure a start up per stage
9. Apply lessons learned
20. Close-out
1. Definitions
2. Introduction
3. Process Steps
1. Start to use the deliverables
2. Formalise the completion
3. Obtain customer feedback
4. Plan the handover
5. Assure warranty conditions
6. Close contracts
7. Finalize financial transactions
8. Release resources and assets
9. Archive the project file
10. Issue final report
11. Apply lessons learned
4. Special topics
• Project evaluation
21. Leadership
1. Definitions
2. Introduction
3. Process steps
1. Determine the leadership style
2. Know your own abilities
3. Apply the chosen style
4. Modify the style if required
5. Develop your competence
6. Develop this also in your team
7. Continuously improve
8. Apply lessons learned
4. Special Topics
• The development of management
• Blake & Mouton’s Grid
• Situational Leadership - Fiedler
• Hersey & Blanchard
• Power - Hersey & Blanchard
• Manfred Kets de Vries
• Coaching leadership
• Delegating
• Feedback
22. Engagement & Motivation
1. Definitions
2. Introduction
3. Process steps
1. Be aware of those involved
2. Explain your ability to 'serve'
3. Investigate the possibilities
4. Understand the engagement
5. Appreciate and communicate
6. Be proud of achievements
7. Identify changing demands
8. Apply lessons learned
4. Special topics
• Being Accountable
• Delegating and empowerment
• Motivating
• The Maslow needs hierarchy
• Theory X, Theory Y
• Motivation-Hygiene Theory
• Kurt Lewin
• Kotters Eight Stage Process
• Dealing with opposition
• Enthusing
• Positive attitude
• Expression
23. Self-control
1. Definitions
2. Introduction
3. Process steps
1. Analyze a stressful situation
2. Analyze working behavior
3. Provide adequate resources and skills to the project team
4. Produce a SWOT of the team
5. Act to reduce stress
6. Communicate open and honest
7. Share tasks, responsibilities and authorities
8. Be well organized yourself and demonstrate appropriate behavior
9. Apply  lessons learned
4. Special topics
• Emotional Intelligence
• Personality
• How people learn
• Time management
24. Assertiveness
1. Definitions
2. Introduction
3. Process Steps
1. Determine and record project goals and results
2. Determine what can lead to discussion
3. Prepare counter-arguments
4. Assess viewpoints, interests and relationships
5. Prepare meetings and discussions
6. Present project interests in a calm and self-assured manner
7. Value others
8. Build up sustainable relationships with others
9. Apply lessons learned
4. Special Topics
• The cultural dimension
• Persuasiveness
• Diplomacy
• Pillars of self-esteem
• A-B-C-D-E: RT, RET and REBT
• The will
25. Relaxation
1. Definitions
2. Introduction
3. Process Steps
1. Detect tensions or fatigue
2. Be proactive in discovering the reason for tensions
3. Remove the cause, and set up an action plan
4. Relax at a location away from the workplace
5. Meet regularly as a team, and involve everybody
6. Apply lessons learned
4. Special Topics
• Cognitive dissonance
• From tension to overstressed
• Possible Causes of Stress
• Humour
• Balancing private life and work
26. Openness
1. Definitions
2. Introduction
3. Process steps
1. Develop a policy on openness
2. Start with informal contacts
3. Welcome information
4. Ask open questions
5. Create opportunities to stimulate openness in the team
6. Praise positive input
7. Apply lessons learned
4. Special topics
• Skills to improve openness
• Model I versus Model II
• Defensive Routines
• The skilful discussion
27. Creativity
1. Definitions
2. Introduction
3. Process Steps
1. Recognise situations
2. Determine contributors
3. Bring people together
4. Generate many ideas
5. Prioritize ideas
6. Make a choice
7. Plan and execute
8. Apply lessons learned
4. Special topics
• Culture
• Think holistically
• Intuition
• Creativity techniques
• Edward De Bono
• The Cartesian Product
28. Result orientation
1. Definitions
2. Introduction
3. Process steps
1. Define results unambiguously
2. Arrange results into interest groups
3. Explicitly manage expectations
4. Determine and communicate the critical path
5. Make the project plan definitive, communicate it and get it approved
6. Repeating the previous steps for as many times as is necessary
7. Striving for a continuous result improvement
8. Communicating project performances and results
9. Compare project performance and results against the plan
10. Apply lessons learned
29. Efficiency
1. Definitions
2. Introduction
3. Process Steps
1. Actively seek to improve
2. Plan, obtain and assign
3. Determine priorities
4. Look for sustainable efficiency
5. Look for improvements
6. Follow, monitor and compare
7. Estimate resources
8. Report, and propose measures
9. Propose and evaluate
10. Apply lessons learned
4. Special Topics
• Long term efficiency
• Benchmarking
• Take account of your rhythm
30. Consultation & Advice
1. Definitions
2. Introduction
3. Process Steps
1. Analyze situation and context
2. Identify goals
3. Listen to arguments
4. Determine similarities and differences
5. Diagnose problems and choose solutions
6. Come to an agreement on differences
7. Consider consequences; document and communicate them
8. Apply lessons learned
4. Special Topics
• Build up arguments
• Toulmin
31. Negotiation
1. Definitions
2. Introduction
3. Process steps
1. Determine the desired outcome and the absolute minimum
2. Develop a negotiation strategy
3. Explore and analyze the situation
4. Address issues and suggest alternatives
5. Consider alternatives to achieve a win-win situation
6. Focus on the agreements
7. Discuss viewpoints of both parties
8. Apply lessons learned
4. Special Topics
• The Harvard Method
• Negotiation styles
• Rapport
• Dealing with manipulation
• Developing this competence
32. Conflicts & Crises
1. Definitions
2. Introduction
3. Process steps
1. Predict reactions
2. Don’t become involved
3. Consider all points of view
4. Choose a suitable approach
5. Balance interests
6. Agree upon solutions
7. Apply lessons learned
4. Special Topics
• Diagnosis of conflicts
• The progress of the conflict
• Conflict styles
• Solving conflicts
• Crisis approach
33. Reliability
1. Definitions
2. Introduction
3. Process steps
1. Use good planning techniques
2. Communicate to stakeholders
3. Know their dilemmas
4. Be respectful, honest and open
5. Engage stakeholders
6. Mitigate and clarify
7. Reach agreement
8. Work systematically
9. Apply lessons learned
34. Values appreciation
1. Definitions
2. Introduction
3. Process steps
1. Communicate your values
2. Look after values, opinions, ethics and interests
3. Comply with the values
4. Discuss about values
5. Amend viewpoints
6. Respect and value others
7. React quickly to changes
8. Apply leasons learned
4. Special Topics
• Building a relationship
• Customs
  
35. Ethics
1. Definitions
2. Introduction
3. Process steps
1. Ensure conformity
2. Address ethical issues
3. Involve interested parties
4. Be explicit
5. Escalate when needed
6. Deal with the consequences
7. Apply necessary
8. Apply lessons learned
4. Special topics
• Ethics and Cultural dimensions
• UN Declaration of Human Rights
• Cairo Declaration
• Ethics and Project management
• Dealing with ethical dilemmas
36. Project orientation
1. Definitions
2. Introduction
3. Process steps
1. Assess whether there is a need to carry out projects
2. Culture and process analysis in relation to projects
3. Make the business case for project management
4. Implement project management
5. Monitor progress and record learning experiences
4. Special Topics
• The Project Office
• Project management competence development
• Project management Methods
37. Programme orientation
1. Definitions
2. Introduction
3. Process steps
1. List and prioritize improvements
2. Confirm there is a justification
3. Quantify the benefits
4. Align with the strategic goals
5. Assess the benefits
6. Change the organization, culture and processes
7. Initiate relevant programmes
8. Apply lessons learned
4. Special Topics
• Available Standards
38. Portfolio orientation
1. Definitions
2. Introduction
3. Process steps
1. Identify and prioritize
2. Balance and allocate
3. Standardize processes
4. Track and monitor
5. Remove components
6. Add components
4. Special Topics
• Calculating the return
• Average return
• Payback period
• Net Present Value
• Internal Rate of Return
• Bang for Buck Index
• Real Option Analysis
39. PPP implementation.
1. Definitions
2. Introduction
3. Process steps
1. Decision to consider PPP as a continuous improvement process
2. Determining the current capability of the organization
3. Developing the PPP concept for the organization
4. Proving the feasibility through a pilot
5. Assessing the pilot
6. Determining the implementation speed of the maturity path
7. Implementing  company wide
8. Apply lessons learned
4. Special Topics
• OPM3
• ISO 10006:2003 - for Projects
• The organizational architecture
40. Permanent organization
1. Definitions
2. Introduction
3. Process steps
1. Understand the structure, goals and working methods
2. Take account of structure, goals and working methods
3. Monitor the project-line interface
4. Identify similarities and differences
5. Consider the different options and their consequences
6. Discuss, decide, communicate and implement
7. Apply lessons learned
4. Special Topics
• Formal and informal organization
• The organization architecture
• Co-ordination mechanisms
• Separation of functions
• Delegating the responsibility
• Configurations of organization architectures
• Porters Value Chain
• Management of change
• The learning organization
• The coping curve
• Adjusting change strategy to company culture
41. Business
1. Definitions
2. Introduction
3. Process steps
1. Align project an line organization
2. Understanding strategic standards and guidelines
3. Verify whether standards and guidelines have been met
4. Satisfy the business case requirements
5. provide feedback on the existing PPP implementation
42. Systems, Products & Technology
1. Definitions
2. Introduction
3. Application Process
1. Analyze the structure, definition and environment
2. Make a feasibility analysis, and produce a business justification
3. Determine customers and functionality
4. Determine goals and components
5. Design production and supply chain for the distribution
6. Authorise the design and production
7. Test and Optimize the system
8. Validating against the requirements in the "business case"
9. Put into operation
10. Manage the life cycle
11. Apply lessons learned
4. Development Process
1. Define the development as new project
2. Define the customers and the required functionality
3. Connect to the existing systems, products and technology
4. Design production and distribution
5. Calculate the costs
6. Optimize in accordance with the requirements
7. Hand over to the organization
8. Determine opportunities for further strategic improvement
9. Apply lessons learned
5. Special topics
• EFQM
• Deming’s fourteen points
• Standards
• Regulation
• ISO
• Process improvement according to Six Sigma
43. Personnel management
1. Definitions
2. Introduction
3. Process steps
1. Set the requirements for employees
2. Employ, or keep, the right people
3. Explain your expectations to the team members
4. Check the planned and actual performance per employee
5. Monitor changes in the staff
6. Monitoring staff motivation
7. Maintain contact with the responsible HR person
8. Discharge the team members personally at close-off
9. Apply lessons learned
4. Special Topics
• Professional Development Plan
• The appraisal cycle
44. Safety, Security, Health and Environment
1. Definitions
2. Introduction
3. Process steps
1. Determine applicable laws and regulations
2. Determine the risks that are present
3. Evaluate the actual situation
4. Plan and develop processes
5. Monitor and control effectiveness
6. Report issues and risks
7. Record and apply learning points
4. Special Topics
• Health
• Security
• Safety
• Environment
45. Finance
1. Definitions
2. Introduction
3. Process steps
1. Recognise the financial environment of the project
2. Define the business case
3. Implement the financial administration and reports
4. Provide the financial reports
5. If applicable, schedule financial audits
6. Obtain financial discharge on close-out
4. Special Topics
• The annual report
• The Balance sheet
• The Profit and Loss statement
• Accounts
• Cost allocation in companies
• OPEX and CAPEX
• Ratios
46. Legal
1. Definitions
2. Introduction
3. Process Steps
1. Set up legal standards
2. Identify legal aspects
3. Manage contracts adequately
4. React to unions and works councils
5. React to from 'whistle-blowers'
6. Apply lessons learned
4. Special Topics
• Law sources
• Different Legal systems
• Contract law
• Incoterms
• Intellectual Property

In my opinion, a very interesting book. As I haven't yet sat my exam for IPMA, I can't swear on that everything is relevant from that perspective, but I like it as a generic book that manages to cover a lot of ground in a (relative) short space. Be warned, though, that if you're not interested in Project Management, it may feel like a waste of space…

Anyway, a good read for anyone that wants a view of what project management really is about, organised from an ICB perspective.