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IPMA, The International Network for Project Professionals,
Moving Forward to Achieve Business Results
Time 4 Change
IPMA’s Product & Services
Strategy 2022
®
2
IPMA is proud of the work we’ve accomplished over the last 54
years and we plan to increase the momentum well into the future.
With your help, we updated our strategic plans to incorporate the
best thinking of our customers, members, boards, partners, staff
and other stakeholders. We would like to thank the many individu-
Building our Success
4 Milestones of IPMA’s Success
1 2 3 4
IPMA is a unique
international network
that thinks globally, acts
regionally and engages
locally
IPMA offers advanced, competence based
certification underpins a comprehensive
portfolio of products and services offered
through its network of Member Associa-
tions, Certification Bodies, training provid-
ers, publishers, event organisers and the like
IPMA continues to recognise,
respect and build on its diversity as
the foundation of its networks of
colleagues, friends and associates
with complimentary visions and
horizons
IPMA remains the developing
network set up by the
perceptive founders over fifty
years ago.
als and organisations who have generously contributed their time,
efforts, competences and professionalism to a clearly outstanding
story of success – with a great future and potential to move IPMA
fast forward.
The Executive Board of IPMA
3
IPMA’s Vision
Promoting Competence
throughout Society
to enable a World
in which all Projects succeed
IPMA’s Mission
1
Facilitate co-creation and lever the diversity of our global
network into benefits for the profession, economy, society and
environment
2
Offer know-how, products and services to the benefit of
individuals, projects and organisations across public, private and
community sectors
3 Maximise the synergies in our global network to help all member
associations develop according to their needs
4 Promote the recognition of project management and engage
stakeholders around the world in advancing the discipline
Our Vision, Mission and Values
Our 4 Values
Professionalism Competences
Quality Partnership
4
Actual Situation
	 IPMA is a global network of country focused Member Associ-
ations
	 The main objective of the network is to make individuals, pro-
jects and programmes, and organisations more successful
	 The target audience includes the whole project management
profession (with individuals, temporary and permanent organi-
sation, the society and the profession as such)
	 IPMA is targeting the local markets through the Member Asso-
ciations, while ensuring global reach
	 The core products and services of the value chain include:
	 Standards to ensure consistency and professionalism
	 Education and training, and events to improve the vari-
ous parties in the whole PM eco system
	 Certification to ensure measurable development and
progress
	 Awards of the achieved results to make the profession
more visible
	 Research to better understand and to inject new insights
into the system to improve
Time 4 Change
	 IPMA’s role in the PM eco system include:
	 Provisioning of the competence standards
	 Regulation of the Education and Training market
	 Organising of professional events
	 Running the certification systems (including supporting
and validating of the local Certification Bodies)
	 Offering recognition
	 Participating in research
Main Challenges
	 Strengthening of advocacy to thrive for though leadership in
the field of project management
	 Becoming a more customer centric organisation with in-
creased sales capabilities
	 Spreading throughout the whole global markets all IPMA
products & services
	 Developing stronger regulation of the education & training
market
	 Becoming recognised leader and driver of core PM events

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pmp
Project management and organizational change management
Project management and organizational change managementProject management and organizational change management
Project management and organizational change management

The document discusses how organizations can prepare for inevitable changes. It recommends assessing organizational readiness, focusing on people, and applying program management best practices. The key steps are: 1) assessing readiness by evaluating sponsorship, resistance, and gaps; 2) engaging people as change agents, sponsors, and targets; 3) sanctioning the effort as a formal program and applying scope, communication, reporting and risk management. An Enterprise Project Management Office can help with methodology, training, coaching and reporting.

5
Time 4 Change
e.g.
IPMA Level A®
certified programme director
IPMA Level B®
certified senior project planner
IPMA Level C®
certified Scrum master
IPMA Level D®
certified PM assistant
	 Promoting of IPMA Awards through various channels; estab-
lishing shared marketing plan for all the Member Associations
	 Promoting of IPMA Awards through various channels; enlarge
number of award applicants to reach the required critical mass
	 Enlarging sales of Delta, developing an equivalent for projects
and programmes
	Serving global customers, integrating them into the IPMA net-
work on regular basis
	 Establishing shared marketing plan for all the Member Associa-
tions
Our main product certification*, faces a lot of challenges,
including:
	 Strong competition – one big competitor
	 Certification of “classical” project managers only, other roles
missing
	 Difficulty to selling the concept of competences, mixing up with
pure methods and approaches
	 Eroding markets in the core countries in Europe, jeopardised
mainly by agile approaches
	 10 countries provide 90% of the certification revenue, very
“long tail” with many countries just at the starting point
*) WE WILL PROVIDE A SEPARATE DOCUMENT ON CERTIFICATION STRATEGY
The recently introduced IPMA ICB4®
describes competences of INDIVIDUALS work-
ing in the domains of project, programme and portfolio Management and therefore,
opens up the profession from a single person (manager of a project) to a multitude of
individuals with various roles in the management of any change
6
1. Individuals
	 The recently introduced IPMA ICB4®
does – in contrast to
its previous versions – NOT address exclusively the project
manager anymore. It describes competences of INDIVIDUALS
working in the domains of project, programme and portfolio
management
	 This baseline opens up the profession from a single person
(manager of a project) to a multitude of individuals with var-
ious roles in the management of any change, including, but
not limited to project manager, programme manager, portfolio
manager, sponsor, assistant, purchaser, risk manager, project
planner etc
	 In addition, because the IPMA ICB4®
addresses competenc-
es and not methods or approaches, it covers all methods
and processes, and allows to expand its reach to emerging
approaches, including to the agile world
	 This big opportunity of expansion shall be addressed within
the next years, after the proper installation of the IPMA ICB4®
	 Because of its flexibility, the IPMA ICB4®
shall be applied
unchanged. A system which defines what competences, KCI’s
and measures has to go along with a specific role in managing
projects, programmes and portfolios will be developed
2. Projects and Programmes
	 The recently updated IPMA PEB®
describes team competenc-
es, basis for all IPMA Awards
	 The core service for projects and programmes are the various
awards to provide recognition
	 The IPMA PEB®
offers a big potential mainly for the training
and consulting market, this potential shall be made accessible
	 The market needs of an update of the registration system for
courses, trainers, and training companies, the application of
the PEB shall further be investigated
3. Organisations
	 The Delta product with the newly updated IPMA OCB®
is in place,
easier to sell light version shall be investigated and developed
	An Award for organisations shall be investigated and developed
	A training / qualification scheme for organisations, based
on the IPMA OCB®
shall be investigated and developed
	 Large consulting firms shall be attracted to apply the IPMA
OCB®
, an adequate business model shall be developed
Time 4 Change
DEVELopment priorities:
	Rethinking the awards system to achieve
a much larger audience
	Developing lighter award processes, inte-
grate Member Associations much better
	Integrating DIPM Award into the Achievement
Awards family, adapt processes
DEVELopment priorities:
	Rolling out of the IPMA ICB4®
world-wide with
same baseline and same processes
	Developing of a certification system for agile
project management
	Developing of a system to cope with new roles
primarily:
	 PMO
	 Sponsors
	 Risk managers
	 Contract manager
	 Project planner
	Implementing roles stepwise, applying the new
product development process, based on real
market needs
IPMA 4 Strategic Development Axis
4. Society
	The Coaching for Development (C4D) service shall be the fu-
ture core driver to recognise IPMA as a supporter of the world
of project management
	 Events in specific areas like sustainability shall be organised
	 White papers for specific societal issues (like smart cities) shall
be enforced
Ipma Estratégia de Produtos e Serviços até 2022
8
IPMA Product & Services Strategy
1 Developing more Customer Centric
Approach towards Individuals 2 Developing new Products and Service
with an agile Approach
	 IPMA and its Member Associations develop sales capa-
bilities to better position the concept of competences
	IPMA certifies competences of individuals working in the
field of project, programme and portfolio management in
multiple roles across the whole PM eco system
	 IPMA opens up the system from a single person of a
project (project manager) to a multitude of individuals
with specific role in the management of any change: pro-
ject manager, programme manager, portfolio manager,
SCRUM master, product owner, sponsor, assistant, pur-
chaser, risk manager, planner etc.
	 IPMA researches market needs to recognise trends in the field of
project management in very early stage
	 IPMA develops new products and services only on real market
needs
	IPMA prototypes new products and services in limited markets,
leverages products and services of the Member Associations
to an international level
	 IPMA develops a business model which makes it attractive for
the Member Associations to participate
*) to be developed
Time 4 Change
4 major Changes already implemented in Q1 2018
1 2 3 4
IPMA corporate
brochure re-created
with a clear customer
focus, available
in a multitude of
languages
New website launched
– big step towards
building IPMA’s digital
marketplace
Brands of the IPMA
global Awards
refreshed and
harmonised
Standards freshly
edited (without
content change) to
address customers’
needs to receive more
handy books

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This document provides information about PMP certification guidelines from the Project Management Institute (PMI). It outlines the benefits of PMI membership, prerequisites for PMP certification including education and experience requirements, an overview of the 35 contact hour training course, details about the application and examination process, and requirements for maintaining the PMP certification. The training course will cover key project management concepts and processes to help participants prepare for the PMP exam.

Projektverktygsdagen 2013 - Lyft din organisation med en IPMA Delta certifiering
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ipma delta
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Delphi Computech is an IT education, consulting and staffing firm with 14 years of experience. It provides training in technologies like SAP, digital marketing, logistics and supply chain management. Delphi has partnerships with companies like SAP, KPMG and D-Link Academy to offer certified courses to students. It has trained over 15,000 professionals and implemented ERP projects. Delphi also runs centers of excellence in areas like logistics/SCM and digital marketing to offer specialized programs and short-term courses.

9
3 Building and engaging Community
around IPMA using core Marketing
Channels
4 Increasing IPMA Brand and Values
Recognition
IPMA develops marketing and communications strategy
and plans in order to:
	 Assuring strong brand consistency and IPMA’s brand
awareness
	 Consequent digitalising of communication and content mar-
keting initiatives leading towards creation of IPMA’s digital
marketplace
	 Leading IPMA’s own events and supporting local initiatives in
order to drive consistent and professional event manage-
ment onto global and local levels
	 Promoting and marketing plan for IPMA Awards to assure
reach of the critical mass
	 Establishing quality Public Relations and Public Affairs
allowing IPMA to build an image among a wider audience at
global and local level
	 IPMA as the core brand must be recognisable throughout all
activities related to IPMA, including activities of the Member
Associations
	 The IPMA brand must be protected to make sure the market
understands the various offerings by the very many market
participants
	 IPMA shall be used only for products &services offered and
controlled by IPMA internationally
	 Sub-brands (eg product specific brands) shall be adjusted
accordingly (eg brands which are not easily linked to IPMA)
	 There shall be no new brands created not in line with the core
brand
	 The brand message shall always include:
Professionalism Quality
Competences Partnership
IPMA’s core marketing Channels
Customer
segment focused
publications
Public Relations
and Public Affairs
Global spread
through the local
Member Associations
*) in development / to be developed
**
) to be discontinued / replaced
product&services–deliverIPMA
Research studies
Support researchers*
Research
Registration system
E&T materials
Academy*
Advanced courses
Trainer & Consultant accreditation*
Expert seminars
Education & training
Voice for the global PM community
Influencing broader, societal debates
Promoting professionalism
Support diversity and inclusion
White Papers
Advocacy
GeCCO Global eCollaboration Competition
IPMC International Project Management
Championship
GYCW Global YC Workshop
YC Talent Database
Young Crew products
Key Global Customers*
Certification
Project manager Level D to A
Programme manager Level B and A
Portfolio manager Level B and A
Coaches, Consultants and Trainers*
Agile Leadership*
PMO*
Sponsors*
PMC
PPMC
Individuals (4-L-C)
Consultant
*Organisations Delta
Validation
ICA Support of CBs
International Question
Database*
Project manager Level D to A
Programme manager Level B and A
Portfolio manager Level B and A
Coaches, Consultants and Trainers*
Agile Leadership*
PMO*
Sponsors*
PMC**
PPMC**
online
Best of...*
product&services–deliverIPMA
Blogs
PMweekly*
YC publications
IPMA Insights ... booklets*
Expert Seminar papers
Research papers
World Congress repository
(International Journal of Project Management)
IPMA annual report*
Publications
Website
Social Media
Printed materials
Newsletter*
Marketing
Corporate brand
Product specific brands and logos
Country specific brands and logos
Brand
Coaching for Development
GAPPS
ISO
ICEC
Partnering
Standards
Indyviduals in Project Management
Indyviduals in Programme Management
Indyviduals in Portfolio Management
PEB
ICB
OCB
CoPEC
ICB4CCT
Governance*
Individuals in Project Management
Individuals in Programme Management
Individuals in Portfolio Management
Awards
Project Excellence Awards
Achievement Awards
Research Awards
Special recognition
Global Awards
Regional Awards
Support of Local Awards
Project Excellence Awards
Achievement Awards
Research Awards
Events
Diversity DiPM
Sustainability*
SIG
Magaprojects
others*
World congress
Subject specific events
Regional events
Local events
Research conference
Diversity DiPM
Sustainability*
SIG
Megaprojects
others*
online
Best of...
IPMA World Map
ALGERIA
ARGENTINA
AUSTRALIA
AUSTRIA
AZERBAIJAN
BOLIVIA
BOSNIA AND HERZEGOVINA
BRAZIL
BULGARIA
CANADA
CHILE
CHINA
COLOMBIA
COSTA RICA
CROATIA
CYPRUS
CZECH REPUBLIC
DENMARK
DOMINICAN REPUBLIC
ECUADOR
EGYPT
ESTONIA
FINLAND
FRANCE
GERMANY
GREECE
GUATEMALA
HUNGARY
ICELAND
INDIA
INDONESIA
IRAN
IRELAND
ITALY
JAPAN
KAZAKHSTAN
KOSOVO
LATVIA
LITHUANIA
MALAYSIA
MOROCCO
MEXICO
NEPAL
NETHERLANDS
NIGERIA
NORWAY
PANAMA
PERU
POLAND
PORTUGAL
PHILIPPINES
ROMANIA
RUSSIA
SERBIA
SLOVAKIA
SLOVENIA
SOUTH AFRICA
SOUTH KOREA
SINGAPORE
SPAIN
SWEDEN
SWITZERLAND
TAIWAN (CHINA)
TURKEY
UNITED KINGDOM
UKRAINE
UNITED STATES
URUGUAY

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Ipma Estratégia de Produtos e Serviços até 2022

  • 1. IPMA, The International Network for Project Professionals, Moving Forward to Achieve Business Results Time 4 Change IPMA’s Product & Services Strategy 2022 ®
  • 2. 2 IPMA is proud of the work we’ve accomplished over the last 54 years and we plan to increase the momentum well into the future. With your help, we updated our strategic plans to incorporate the best thinking of our customers, members, boards, partners, staff and other stakeholders. We would like to thank the many individu- Building our Success 4 Milestones of IPMA’s Success 1 2 3 4 IPMA is a unique international network that thinks globally, acts regionally and engages locally IPMA offers advanced, competence based certification underpins a comprehensive portfolio of products and services offered through its network of Member Associa- tions, Certification Bodies, training provid- ers, publishers, event organisers and the like IPMA continues to recognise, respect and build on its diversity as the foundation of its networks of colleagues, friends and associates with complimentary visions and horizons IPMA remains the developing network set up by the perceptive founders over fifty years ago. als and organisations who have generously contributed their time, efforts, competences and professionalism to a clearly outstanding story of success – with a great future and potential to move IPMA fast forward. The Executive Board of IPMA
  • 3. 3 IPMA’s Vision Promoting Competence throughout Society to enable a World in which all Projects succeed IPMA’s Mission 1 Facilitate co-creation and lever the diversity of our global network into benefits for the profession, economy, society and environment 2 Offer know-how, products and services to the benefit of individuals, projects and organisations across public, private and community sectors 3 Maximise the synergies in our global network to help all member associations develop according to their needs 4 Promote the recognition of project management and engage stakeholders around the world in advancing the discipline Our Vision, Mission and Values Our 4 Values Professionalism Competences Quality Partnership
  • 4. 4 Actual Situation IPMA is a global network of country focused Member Associ- ations The main objective of the network is to make individuals, pro- jects and programmes, and organisations more successful The target audience includes the whole project management profession (with individuals, temporary and permanent organi- sation, the society and the profession as such) IPMA is targeting the local markets through the Member Asso- ciations, while ensuring global reach The core products and services of the value chain include: Standards to ensure consistency and professionalism Education and training, and events to improve the vari- ous parties in the whole PM eco system Certification to ensure measurable development and progress Awards of the achieved results to make the profession more visible Research to better understand and to inject new insights into the system to improve Time 4 Change IPMA’s role in the PM eco system include: Provisioning of the competence standards Regulation of the Education and Training market Organising of professional events Running the certification systems (including supporting and validating of the local Certification Bodies) Offering recognition Participating in research Main Challenges Strengthening of advocacy to thrive for though leadership in the field of project management Becoming a more customer centric organisation with in- creased sales capabilities Spreading throughout the whole global markets all IPMA products & services Developing stronger regulation of the education & training market Becoming recognised leader and driver of core PM events
  • 5. 5 Time 4 Change e.g. IPMA Level A® certified programme director IPMA Level B® certified senior project planner IPMA Level C® certified Scrum master IPMA Level D® certified PM assistant Promoting of IPMA Awards through various channels; estab- lishing shared marketing plan for all the Member Associations Promoting of IPMA Awards through various channels; enlarge number of award applicants to reach the required critical mass Enlarging sales of Delta, developing an equivalent for projects and programmes Serving global customers, integrating them into the IPMA net- work on regular basis Establishing shared marketing plan for all the Member Associa- tions Our main product certification*, faces a lot of challenges, including: Strong competition – one big competitor Certification of “classical” project managers only, other roles missing Difficulty to selling the concept of competences, mixing up with pure methods and approaches Eroding markets in the core countries in Europe, jeopardised mainly by agile approaches 10 countries provide 90% of the certification revenue, very “long tail” with many countries just at the starting point *) WE WILL PROVIDE A SEPARATE DOCUMENT ON CERTIFICATION STRATEGY The recently introduced IPMA ICB4® describes competences of INDIVIDUALS work- ing in the domains of project, programme and portfolio Management and therefore, opens up the profession from a single person (manager of a project) to a multitude of individuals with various roles in the management of any change
  • 6. 6 1. Individuals The recently introduced IPMA ICB4® does – in contrast to its previous versions – NOT address exclusively the project manager anymore. It describes competences of INDIVIDUALS working in the domains of project, programme and portfolio management This baseline opens up the profession from a single person (manager of a project) to a multitude of individuals with var- ious roles in the management of any change, including, but not limited to project manager, programme manager, portfolio manager, sponsor, assistant, purchaser, risk manager, project planner etc In addition, because the IPMA ICB4® addresses competenc- es and not methods or approaches, it covers all methods and processes, and allows to expand its reach to emerging approaches, including to the agile world This big opportunity of expansion shall be addressed within the next years, after the proper installation of the IPMA ICB4® Because of its flexibility, the IPMA ICB4® shall be applied unchanged. A system which defines what competences, KCI’s and measures has to go along with a specific role in managing projects, programmes and portfolios will be developed 2. Projects and Programmes The recently updated IPMA PEB® describes team competenc- es, basis for all IPMA Awards The core service for projects and programmes are the various awards to provide recognition The IPMA PEB® offers a big potential mainly for the training and consulting market, this potential shall be made accessible The market needs of an update of the registration system for courses, trainers, and training companies, the application of the PEB shall further be investigated 3. Organisations The Delta product with the newly updated IPMA OCB® is in place, easier to sell light version shall be investigated and developed An Award for organisations shall be investigated and developed A training / qualification scheme for organisations, based on the IPMA OCB® shall be investigated and developed Large consulting firms shall be attracted to apply the IPMA OCB® , an adequate business model shall be developed Time 4 Change DEVELopment priorities: Rethinking the awards system to achieve a much larger audience Developing lighter award processes, inte- grate Member Associations much better Integrating DIPM Award into the Achievement Awards family, adapt processes DEVELopment priorities: Rolling out of the IPMA ICB4® world-wide with same baseline and same processes Developing of a certification system for agile project management Developing of a system to cope with new roles primarily: PMO Sponsors Risk managers Contract manager Project planner Implementing roles stepwise, applying the new product development process, based on real market needs IPMA 4 Strategic Development Axis 4. Society The Coaching for Development (C4D) service shall be the fu- ture core driver to recognise IPMA as a supporter of the world of project management Events in specific areas like sustainability shall be organised White papers for specific societal issues (like smart cities) shall be enforced
  • 8. 8 IPMA Product & Services Strategy 1 Developing more Customer Centric Approach towards Individuals 2 Developing new Products and Service with an agile Approach IPMA and its Member Associations develop sales capa- bilities to better position the concept of competences IPMA certifies competences of individuals working in the field of project, programme and portfolio management in multiple roles across the whole PM eco system IPMA opens up the system from a single person of a project (project manager) to a multitude of individuals with specific role in the management of any change: pro- ject manager, programme manager, portfolio manager, SCRUM master, product owner, sponsor, assistant, pur- chaser, risk manager, planner etc. IPMA researches market needs to recognise trends in the field of project management in very early stage IPMA develops new products and services only on real market needs IPMA prototypes new products and services in limited markets, leverages products and services of the Member Associations to an international level IPMA develops a business model which makes it attractive for the Member Associations to participate *) to be developed Time 4 Change 4 major Changes already implemented in Q1 2018 1 2 3 4 IPMA corporate brochure re-created with a clear customer focus, available in a multitude of languages New website launched – big step towards building IPMA’s digital marketplace Brands of the IPMA global Awards refreshed and harmonised Standards freshly edited (without content change) to address customers’ needs to receive more handy books
  • 9. 9 3 Building and engaging Community around IPMA using core Marketing Channels 4 Increasing IPMA Brand and Values Recognition IPMA develops marketing and communications strategy and plans in order to: Assuring strong brand consistency and IPMA’s brand awareness Consequent digitalising of communication and content mar- keting initiatives leading towards creation of IPMA’s digital marketplace Leading IPMA’s own events and supporting local initiatives in order to drive consistent and professional event manage- ment onto global and local levels Promoting and marketing plan for IPMA Awards to assure reach of the critical mass Establishing quality Public Relations and Public Affairs allowing IPMA to build an image among a wider audience at global and local level IPMA as the core brand must be recognisable throughout all activities related to IPMA, including activities of the Member Associations The IPMA brand must be protected to make sure the market understands the various offerings by the very many market participants IPMA shall be used only for products &services offered and controlled by IPMA internationally Sub-brands (eg product specific brands) shall be adjusted accordingly (eg brands which are not easily linked to IPMA) There shall be no new brands created not in line with the core brand The brand message shall always include: Professionalism Quality Competences Partnership IPMA’s core marketing Channels Customer segment focused publications Public Relations and Public Affairs Global spread through the local Member Associations
  • 10. *) in development / to be developed ** ) to be discontinued / replaced product&services–deliverIPMA Research studies Support researchers* Research Registration system E&T materials Academy* Advanced courses Trainer & Consultant accreditation* Expert seminars Education & training Voice for the global PM community Influencing broader, societal debates Promoting professionalism Support diversity and inclusion White Papers Advocacy GeCCO Global eCollaboration Competition IPMC International Project Management Championship GYCW Global YC Workshop YC Talent Database Young Crew products Key Global Customers* Certification Project manager Level D to A Programme manager Level B and A Portfolio manager Level B and A Coaches, Consultants and Trainers* Agile Leadership* PMO* Sponsors* PMC PPMC Individuals (4-L-C) Consultant *Organisations Delta Validation ICA Support of CBs International Question Database* Project manager Level D to A Programme manager Level B and A Portfolio manager Level B and A Coaches, Consultants and Trainers* Agile Leadership* PMO* Sponsors* PMC** PPMC**
  • 11. online Best of...* product&services–deliverIPMA Blogs PMweekly* YC publications IPMA Insights ... booklets* Expert Seminar papers Research papers World Congress repository (International Journal of Project Management) IPMA annual report* Publications Website Social Media Printed materials Newsletter* Marketing Corporate brand Product specific brands and logos Country specific brands and logos Brand Coaching for Development GAPPS ISO ICEC Partnering Standards Indyviduals in Project Management Indyviduals in Programme Management Indyviduals in Portfolio Management PEB ICB OCB CoPEC ICB4CCT Governance* Individuals in Project Management Individuals in Programme Management Individuals in Portfolio Management Awards Project Excellence Awards Achievement Awards Research Awards Special recognition Global Awards Regional Awards Support of Local Awards Project Excellence Awards Achievement Awards Research Awards Events Diversity DiPM Sustainability* SIG Magaprojects others* World congress Subject specific events Regional events Local events Research conference Diversity DiPM Sustainability* SIG Megaprojects others* online Best of...
  • 12. IPMA World Map ALGERIA ARGENTINA AUSTRALIA AUSTRIA AZERBAIJAN BOLIVIA BOSNIA AND HERZEGOVINA BRAZIL BULGARIA CANADA CHILE CHINA COLOMBIA COSTA RICA CROATIA CYPRUS CZECH REPUBLIC DENMARK DOMINICAN REPUBLIC ECUADOR EGYPT ESTONIA FINLAND FRANCE GERMANY GREECE GUATEMALA HUNGARY ICELAND INDIA INDONESIA IRAN IRELAND ITALY JAPAN KAZAKHSTAN KOSOVO LATVIA LITHUANIA MALAYSIA MOROCCO MEXICO NEPAL NETHERLANDS NIGERIA NORWAY PANAMA PERU POLAND PORTUGAL PHILIPPINES ROMANIA RUSSIA SERBIA SLOVAKIA SLOVENIA SOUTH AFRICA SOUTH KOREA SINGAPORE SPAIN SWEDEN SWITZERLAND TAIWAN (CHINA) TURKEY UNITED KINGDOM UKRAINE UNITED STATES URUGUAY