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Project Manager : Project Manager Feb Mar 2013
18 Project Manager •PROFESSIONAL DEVELOPMENT AIPM setting a new standard The keenly anticipated AIPM Certified Practising Portfolio Executive standard has just been released to substantial international interest. AFTER EXTENSIVE TIME INVESTMENT and hard work on the part of the Standards and Professional Development Committees, AIPM has released a long-awaited new level of the RegPM competency standard, Certi ed Practising Portfolio Executive (CPPE). AIPM has been working on the CPPE standard since the Board gave its approval in 2009. As the world's rst competency standard for portfolio management, the CPPE standard has attracted signi cant international interest. " e units of competency for this new standard have been developed with portfolio managers, PMO managers and project executives in mind," says Michael Young, Chair of the Standards Committee. " ey will help those professionals identify, categorise and prioritise projects and programs; assess and select opportunities; balance the portfolio; manage and review portfolio performance; govern the portfolio; manage portfolio resources; manage portfolio communication and change; manage portfolio risk; and lead the portfolio." e CPPE standard has been developed speci cally for project portfolio management. "Unlike other standards that exist on the market today, this standard can be undertaken at various levels within the organisation, as part of a speci c business unit or as part of one of the portfolios operating within the organisation," Young explains. CPPE's role Unlike other standards within project management, the CPPE operates at the strategic level within the organisation. A portfolio does not have a nite life; instead it is a continuous process and requires regular tending to ensure it remains in balance and consistent with the organisation's strategic objectives. e new CPPE standard is applicable across a wide range of industries and enterprises, and forms the basis upon which each industry or enterprise may contextualise the portfolio management function. Although individual tasks may be perfor med by other members of the organisation, the role of the CPPE is that of an executive, typically focused on tactical elements of projects and programs. In some instances, a project portfolio manager may only have responsibility for a subset of the organisation's projects and programs, and their alignment to organisational strategic objectives. A portfolio manager may interact with senior managers, executives and major stakeholders to establish strategic plans and objectives for an organisation. "Being certi ed as a CPPE encourages executive managers to make decisions over resource priorities, to decide which projects and programs should start and when, and which should be put on hold or cancelled all together," says Leh Simonelli, Chair of Professional Development and sponsor of the Standards Committee. "Project portfolio management helps organisations to identify which projects and programs they are working on, as well as what they should in fact be working on, identify the priorities for limited and critical resources such as funding and personnel, con rm how projects and programs can link to an organisation's strategic priority, and manage the strategic outcomes and bene ts." Work performed by the CPPE can include the centralised management of one or more portfolios of projects, including identifying, prioritising, authorising, managing and controlling projects, programs and other related work, to achieve speci c strategic business objectives. ••• Full Members of AIPM can apply for CPPE. Contact AIPM National Manager of Professional Development Doug Bowen for more information. T: (02) 8288 8765 E: email@example.com
Project Manager Dec Jan 2013
Project Manager Apr May 2013