Etusivu Assessing the complexity of projects, programmes and portfolios

Assessing the complexity of projects, programmes and portfolios

The requirements for certification require that the projects, programmes or portfolios submitted by the applicant meet a certain level of complexity, which is assessed separately at each certification level. The applicant must provide appropriate examples to demonstrate that his experience meets these criteria. The assessment of the level of complexity will be based on indicators relating to capability, implementation environment and management and leadership.

Capability-based indicators

  • Objectives and assessment of results (output-related complexity): this indicator describes the complexity originating from vague, exacting and mutually conflicting goals, objectives, requirements and expectations.
  • Processes, methods, tools and techniques (process-related complexity): this indicator describes the complexity related to the number of tasks, assumptions and constraints and their interdependence; the processes and process quality requirements; the team and communication structure; and the availability of supporting methods, tools and techniques.
  • Resources including finance (input-related complexity): this indicator describes complexities relating to acquiring and funding the necessary budgets (possibly from several sources); the diversity or lack of availability of resources (both human and other); and the processes and activities needed to manage the financial and resource aspects, including procurement.
  • Risk and opportunities (risk-related complexity): this indicator describes complexity related to the risk profile(s) and uncertainty levels of the project, programme or portfolio and dependent initiatives.

Context-based indicators

  • Stakeholders and integration (strategy-related complexity): this indicator describes the influence of formal strategy from the sponsoring organisation(s), and the standards, regulations, informal strategies and politics which may influence the project, programme or portfolio. Other factors may include the importance of outcomes for the organisation; the measure of agreement between stakeholders; the informal power, interests and resistance surrounding the project, programme or portfolio; and any legal or regulatory requirements.
  • Relations with permanent organisations (organisation-related complexity): this indicator describes the amount and interrelatedness of the interfaces of the project, programme or portfolio with the organisation’s systems, structures, reporting and decision-making processes.
  • Cultural and social context (socio-cultural complexity): this indicator describes complexity resulting from socio-cultural dynamics. These may include interfaces with participants, stakeholders or organisations from different socio-cultural backgrounds or having to deal with distributed teams

Management and leadership based complexity indicators

  • Leadership, teamwork and decisions (team-related complexity): this indicator describes the management/leadership requirements from within the project, programme or portfolio. This indicator focuses on the complexity originating from the relationship with the team(s) and their maturity and hence the vision, guidance and steering the team requires to deliver.
  • Degree of innovation and general conditions (innovation-related complexity): this indicator describes the complexity originating from the degree of technical innovation of the project, programme or portfolio. This indicator may focus on the learning and associated resourcefulness required to innovate and/or work with unfamiliar outcomes, approaches, processes, tools and/or methods.
  • Demand for coordination (autonomy-related complexity): this indicator describes the amount of autonomy and responsibility that the project, programme or portfolio manager/leader has been given or has taken/shown. This indicator focuses on coordinating, communicating, promoting and defending the project, programme or portfolio interests with others.

Assessment of complexity

The complexity of each project, programme and portfolio is assessed using the indicators mentioned above. The assessment is made on a scale of 1 to 4:

1 = not demanding

2 = somewhat demanding

3 = demanding

4 = very demanding

Scoring and certification levels

In addition, for each of the complexity indicators, a set of indicators has been defined which will be used to assess the level of complexity.

The scores are added together, and the total score determines the level of complexity of each project, programme or portfolio. The score can range from 10 to 40. IPMA has set the following minimum scores for each level:

Level C: minimum 16 points

Level B: minimum 25 points

Level A: minimum 32 points

For example, to obtain an A level certificate, a person must have managed projects with a minimum of 32 points for five years.