PM Profession Guide v1.14 March09

IBM Project Management
Profession Guide
Version 1.14
March, 2009
Copyright © 2004 IBM Corporation

This page intentionally left blank.
Table of Contents
TABLE OF CONTENTS ........................................................................... I

0. READ THIS FIRST! ............................................................................. 1
0.1. THE PURPOSE OF THIS GUIDE ........................................................ 1
0.2. TERMINOLOGY CONVENTIONS IN THIS GUIDE................................... 2
0.3. THE STRUCTURE OF THIS GUIDE ..................................................... 4
0.4. INTENDED AUDIENCES AND USE OF THE GUIDE ................................ 5
0.4.1. IBM employees interested in an overview .......................... 6
0.4.2. New entrants to the profession from within IBM ................. 6
0.4.3. Professional hires from outside IBM................................... 7
0.4.4. Current members of the profession.................................... 7
Associate and Advisory .......................................................... 7
Senior and Executive (initial certification).............................. 8
Recertification candidates ...................................................... 8
Level-move candidates........................................................... 8
0.4.5. Managers and mentors of project management
professionals .......................................................................... 9
0.5. GUIDE NAVIGATION AND PRINTING ................................................ 10
0.5.1. The basic screen .............................................................. 10
0.5.2. Navigation tips.................................................................. 11
0.5.3. Tips for printing................................................................. 12
0.5.4. If you have problems … ................................................... 13
0.6. OWNERSHIP AND MAINTENANCE OF THIS GUIDE ............................ 14
0.6.1. Where to send feedback/suggestions .............................. 14
1. THE IBM PROJECT MANAGEMENT PROFESSION:
AN OVERVIEW................................................................................ 15
1.1 VISION OF THE PROFESSIONS IN IBM ............................................ 15
1.2 MISSION OF THE PROFESSIONS IN IBM ......................................... 15
1.3 THE PROJECT MANAGEMENT PROFESSION IN IBM.......................... 16
1.3.1 The Project Management Center of Excellence ............. 17
1.3.2 The emergence of a project management profession .... 17
1.3.3 The profession’s structure and governance model......... 18
1.3.4 IBM’s commitment to the profession .............................. 19
1.3.5 For additional information ............................................... 20
1.3.6 Global Business Services (GBS) Certification................ 20
1.4 BENEFITS OF BEING PART OF THE PROFESSION IN IBM .................. 22
1.5 THE JOB OF THE PROJECT MANAGEMENT PROFESSIONAL ............... 24
1.6 YOUR GROWTH IN THE PM PROFESSION ....................................... 25
1.6.1 Career milestones in the profession ............................... 25
1.6.2 Profession qualification process ..................................... 26
1.6.3 Declaring a “specialty” .................................................... 28
1.6.3.1 Currency of Specialties.......................................... 29
1.6.4 Accreditation and initial certification: requirements
summary............................................................................... 30
March, 2009 Version 1.14 i

Table of Contents
1.6.4.1 General requirements............................................ 31

1.6.4.2 Definition of projects .............................................. 32
1.6.5 Recertification: maintaining profession currency within the
same title .............................................................................. 34
1.6.5.1 Summary of requirements for recertification.......... 34
1.6.5.2 The recertification process .................................... 35
1.6.5.3 Recertification policy requirement ......................... 35
1.6.6 Progressing to another PM Profession Milestone (“Level
move”) .................................................................................. 36
1.6.6.1 Requirements for level moves ............................... 36
1.6.6.2 The level move process......................................... 37
1.7 PROFESSION MILESTONES AND PROMOTION .................................. 38
1.7.1 Profession milestones .................................................... 38
1.7.2 The distinction between achieving milestones and
receiving promotions ............................................................ 38
1.7.3 Profession-related HR Policies....................................... 39
1.8 THE PROJECT MANAGEMENT INSTITUTE (PMI) AND IBM................ 40
1.8.1 The Project Management Professional examination ...... 40
1.8.2 Membership in professional associations....................... 41
1.8.3 Benefits of the relationship between IBM and PMI......... 41
2. PLANNING FOR PROFESSION MILESTONES: ROLES AND
TOOLS ............................................................................................. 42
2.1 CAREER PLANNING AND THE PROFESSION: THE RELATIONSHIP ....... 42
2.2 THE ROLES INVOLVED ................................................................... 43
2.2.1 You, as a project management professional .................. 43
2.2.2 The manager .................................................................. 44
2.2.3 The mentor ..................................................................... 46
2.3 THE TOOLS INVOLVED ................................................................... 48
2.3.1 CareerPlanner ................................................................ 48
2.3.2 Skills assessment tools .................................................. 48
2.3.2.1 Professional Development Tool............................. 48
2.3.2.2 Project management skills assessment ................ 49
2.3.3 Personal Business Commitments (PBC)........................ 51
2.3.4 Individual Development Plans (IDP)............................... 51
2.3.5 The Professions Certification Tool.................................. 52
2.4 ACHIEVING PROFESSION MILESTONES: A HIGH LEVEL APPROACH .... 53
3. DEVELOPING YOUR PROFESSION MILESTONE PLAN ............. 54

3.1 THE STEP AT A GLANCE ................................................................ 54
3.2 COMPLETING THE STEP ................................................................ 55
3.2.1 Identify your profession milestone .................................. 56
3.2.1.1 People new to the profession ................................ 56
3.2.1.2 People already in the profession ........................... 57
3.2.2 Review milestone requirements ..................................... 58
3.2.2.1 Skills ...................................................................... 59
3.2.2.2 Résumé ................................................................. 61
3.2.2.3 Experience............................................................. 62
3.2.2.4 Education............................................................... 63
3.2.2.5 Knowledge............................................................. 66
3.2.2.6 Projects.................................................................. 67
3.2.2.7 Giveback................................................................ 71
ii Version 1.14 March,2009

0.1. The purpose of this guide
3.2.3 Executive PM Certification.............................................. 72

3.2.3.1 Differentiation from Senior PM Certification .......... 72
3.2.3.2 The Executive PM Job Description........................ 72
3.2.3.3 Other considerations ............................................. 73
3.2.3.4 Approving and Assessing Executive PM Certification
Packages........................................................................ 73
3.2.3.5 Defining Complexity............................................... 74
3.2.3.6 Assessing Complexity ........................................... 74
3.2.2.7 Giveback................................................................... 77
3.2.4 Perform self-assessment and determine gaps ............... 78
3.2.5 Develop action plan to achieve milestone ...................... 79
3.3 THE NEXT STEP ............................................................................ 81
4. ACHIEVING ASSOCIATE AND ADVISORY PROFESSION

MILESTONES .................................................................................. 83
4.2.1 Execute profession milestone plan................................. 84
4.2.2 Validate and document fulfillment of milestone
requirements......................................................................... 84
4.2.2.1 Skills ...................................................................... 85
4.2.2.2 Résumé ................................................................. 86
4.2.2.3 Experience............................................................. 87
4.2.2.4 Education............................................................... 88
4.2.2.5 Knowledge............................................................. 89
4.2.2.6 Projects.................................................................. 90
4.2.3 Finalize documentation and verify completeness........... 91
4.2.4 Submit documentation for approval................................ 92
4.3 THE “ACCREDITATION” APPROVAL PROCESS .................................. 92
5. ACHIEVING SENIOR AND EXECUTIVE PROFESSION

MILESTONES .................................................................................. 93
5.2.1 Execute profession milestone plan................................. 94
5.2.2 Validate and document fulfillment of milestone
requirements......................................................................... 94
5.2.2.1 Skills ...................................................................... 95
5.2.2.2 Résumé ................................................................. 96
5.2.2.3 Experience............................................................. 97
5.2.2.4 Education............................................................... 98
5.2.2.5 Knowledge............................................................. 99
5.2.2.6 Projects................................................................ 100
5.2.2.7 Giveback.............................................................. 101
5.2.3 Finalize documentation and verify completeness......... 101
5.2.4 Submit documentation for approval.............................. 103
5.3 THE PROJECT MANAGEMENT BOARD REVIEW PROCESS .............. 104
6. RECERTIFICATION: MAINTAINING YOUR STATUS.................. 107
6.1 THE RECERTIFICATION PROCESS ................................................ 107
6.2 MAINTAINING STATUS AS A PMI PROJECT MANAGEMENT
PROFESSIONAL .......................................................................... 108
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Table of Contents
6.3 PREPARING AND SUBMITTING YOUR RECERTIFICATION PACKAGE .. 109

6.3.1 Review requirements for recertification ........................ 109
6.3.1.1 Currency in the profession................................... 109
6.3.1.2 Continuing education........................................... 110
6.3.1.3 Professional contributions: giveback activity ....... 112
6.3.1.4 Skills re-assessment............................................ 113
6.3.1.5 Replacing a specialty or declaring a second
specialty........................................................................ 113
6.3.2 Document and submit your package ............................ 114
6.4 INACTIVE STATUS ....................................................................... 115
6.5 PART-TIME EMPLOYEES …. MAINTAINING YOUR STATUS .............. 116
7. PROGRESSING TO ANOTHER PM PROFESSION MILESTONE

(“LEVEL MOVE”) .......................................................................... 118
7.1 THE (“LEVEL MOVE”) PROCESS .................................................... 119
7.2 PREPARING AND SUBMITTING YOUR LEVEL MOVE PACKAGE .......... 121
7.2.1 Reviewing requirements for level moves...................... 121
7.2.1.1 Skills .................................................................... 121
7.2.1.2 Résumé ............................................................... 122
7.2.1.3 Experience........................................................... 123
7.2.1.4 Education............................................................. 124
7.2.1.5 Professional contributions: giveback activity ....... 125
7.2.2 Documenting and submitting your package ................. 125
7.3 THE PROJECT MANAGEMENT BOARD REVIEW PROCESS .............. 126
APPENDIX A. CREATING AN EFFECTIVE PACKAGE .................... 128

A.1. BEFORE YOU START .................................................................. 128
A.2. COVER PAGE ............................................................................ 129
A.3. SKILLS ...................................................................................... 129
A.4. RÉSUMÉ ................................................................................... 129
A.5. EXPERIENCE ............................................................................. 130
A.5.1. Project management experience ................................... 130
A.5.2. Architecture and major product, application or industry
solutions experience........................................................... 130
A.6. EDUCATION .............................................................................. 130
A.7. KNOWLEDGE............................................................................. 131
A.8. PROJECT PROFILES................................................................... 131
A.8.1. Project identification....................................................... 131
A.8.2. Project profiles ............................................................... 132
A.9. RECERTIFICATION AND LEVEL MOVES TIPS ................................. 134
A.10. WHEN YOU HAVE FINISHED ...................................................... 135
A.11. AND FINALLY........................................................................... 135
APPENDIX B. EQUIVALENCIES........................................................ 138

B.1. EDUCATION .............................................................................. 139
B.1.1. Experienced professional’s path .................................... 139
Description.......................................................................... 139
Criteria to be met ................................................................ 139
How this path works ........................................................... 140
Documenting this equivalency............................................ 141
B.2. EXPERIENCE ............................................................................. 141
iv Version 1.14 March,2009

B.2.1. Package annotation for inaccessible or unavailable project

data..................................................................................... 141
Description.......................................................................... 141
B.2.2. Equivalency for multiple projects ................................... 143
Managing a group of smaller projects ................................ 143
Managing several projects as a Program Manager............ 144
B.2.3. Equivalency for a giveback job ...................................... 146
Description.......................................................................... 146
Your first step in using this equivalency ............................. 148
B.2.4. Equivalency for a Service Delivery & Product Lifecycle
Program Management........................................................ 149
Description.......................................................................... 149
Your first step in Using this Equivalency ............................ 150
APPENDIX C. PM CERTIFICATION TEMPLATE UPDATES ............ 151
APPENDIX D. CHANGE LOG............................................................. 154
Change Log as of July 2007 – Version 1.10....................... 154
IBM Internal Use Only – Copy right IBM 2004 Version 1.14 v
Table of Contents
vi Version 1.14 March,2009

0. READ THIS FIRST!
This chapter orients you to the new IBM Project Management Profession
Guide, and provides valuable tips on how to get the most from this
e-enabled document. It contains these sections.
0.1. The purpose of this guide… a statement of the purpose of the
7
guide, and a list of the profession documents it replaces

0.2. Terminology conventions in this guide … a list and definitions of
7
profession-related terms as they are used in this document; intended

to simplify and clarify guide contents
0.3. The structure of this guide … a list of the chapters and
7
appendices, and a summary of the content of each

0.4. Intended audiences and use of the guide … a description of the
7
audiences for this guide; suggested chapters and sections that might
be of interest to you, based on your interest or current position in the
project management profession
0.5. Guide navigation and printing … tips on navigating quickly and
7
efficiently around this e-enabled guide; also, tips for printing portions
of the guide you would like to have in “hard copy”
0.6. Ownership and maintenance of this guide … information on who
7
owns the guide and what process is used for maintaining it

The purpose of this guide is to provide:
Overview and background information on IBM’s project management
profession.
A primary, consolidated source of profession information, for your
use as a member of IBM’s project management community, a
manager or a mentor of a project management professional, or an
interested IBM employee.
A roadmap to help you prepare for and achieve profession
milestones.
References to other sources of information to support your efforts as
you progress through the profession.
May, 2008 Version 1.14 1

0. READ THIS FIRST!
This e-enabled guide is now the central source of information about

IBM’s project management profession. The initial release of this guide
replaces the following documents:
• The Worldwide Project Management Qualification and Certification
Process and Criteria Nomination Guide, Version 3.2
• The Project Management Recertification Guide, Version 4.2
• The Project Management Giveback Guide, Version 1.2
0.2. Terminology conventions in this guide

There are many communities within the project management profession
in IBM. These communities reflect different levels of skill, education,
experience, and knowledge, as well as different IBM work experience
and environments. As such, there is inevitably some variation in terms
and the ways in which some are used.
The IBM Project Management Profession Guide describes the project
management profession in IBM and the people who work within it on an
IBM-wide basis. To communicate clearly and make the guide as simple,
crisp, and to the point as possible for all readers, we will use the
following terminology conventions.
When we say … We mean …
accreditation … the process by which a line manager reviews
and verifies that professionals have successfully
met requirements for an Associate or Advisory
career milestone. If requirements are met, the
professional is “accredited” at the appropriate
level.
Replaces the old term “qualification”
Advisory Advisory Project Management Professional
(APM)
Associate Associate Project Management Professional
certification … the process by which the Project

Management Certification Board reviews and
verifies that professionals have successfully met
requirements for Senior PM and Executive PM,
career milestones. If requirements are met, the
professional is “certified” at the appropriate
level.
customer … an individual customer organization (internal
or external) or a marketplace (in the Products
and Services environment) for which projects or
programs are undertaken.
disciplines (see “project management disciplines”)
2 Version 1.14 May, 2008

0.2. Terminology conventions in this guide
When we say … We mean …

Executive Executive Project Management Professional
(EPM)
milestone … a career milestone in the PM profession;
either Associate, Advisory, Senior or Executive
project manager
PM … project and program management.
Note that PM is not used in this document to
refer to “product manager”.
professional … a project management (or PM) professional
project … project or program
project … the broad range of project and program
management management processes, methodologies, tools,
disciplines and techniques applied by PM professionals in
a project-based enterprise such as IBM
qualification … collective term for processes used to verify
that skills, experience, education, and
knowledge requirements have been met for
each profession milestone. Includes
accreditation and certification.
résumé … curriculum vitae, CV, or résumé
Senior Senior Project Management Professional (SPM)
the profession … the project management profession in IBM
IBM Internal Use Only – Copy right IBM 2004 Version 1.14 3
0. READ THIS FIRST!
0.3. The structure of this guide

This guide is organized in chapters and appendices, as follows.
1. The IBM project management profession: an overview
An introduction to the profession, and its role and importance to IBM.
Benefits of being part of the profession. A description of the project
management job role. A description of the career milestones
established for the profession, including a summary of milestone
requirements.
− Accreditation and certification
− Recertification
− Level moves
The distinction between profession milestones and promotion. A
short description of the Project Management Institute (PMI), and its
relationship and importance to IBM.
2. Planning for profession milestones: roles and tools
7
A short description of career planning as it relates to the project

management profession. A description of the key roles involved in
achieving profession milestones. Also a description of tools available
to help you develop and execute plans for achieving your milestones.
Finally, a suggested high-level approach for you to follow as you
work toward achieving a profession milestone.
3. Developing your profession milestone plan
Information on identifying the appropriate profession milestone goal
for you and your career progression. Complete detail on
requirements for accreditation and certification. Information on
developing a plan to achieve that goal.
4. Achieving Associate and Advisory profession milestones
Information on achieving “accreditation” milestones, from executing
the plan to reaching your goal. A description of the process for
reviewing and approving your package.
5. Achieving Senior and Executive profession milestones
Information on achieving “certification” milestones, from executing the
plan to submitting documentation for approval. A description of the
process for reviewing and approving your package.
6. Recertification: maintaining your status
A description of the profession’s recertification process. Detail on the
approach for recertifying. Also, information on “inactive status”.
7. Progressing to another PM Profession Milestone (“Level move”)
7
A description of the profession’s level move process. Detail on the

approach for making a level move.

0.4. Intended audiences and use of the guide
Appendix A. Creating an effective package

Tips for creating a strong profession milestone package
Appendix B. Equivalencies
Pre-approved equivalencies applicable to the profession’s experience
and education requirements.

This IBM Project Management Profession Guide is intended for the
following audiences.
IBM employees interested in an overview of the project management
profession
New profession entrants from within IBM
Professional hires from outside IBM
Current profession members
Managers and mentors of project management professionals
We have e-enabled this guide so that you can focus on the chapters and
sections that are of interest to you, based on:
The level or type of information you are interested in … general or
specific.
Your current status as a project management professional (for
example, interested party, new entrant, certification candidate, or
recertification candidate).
Actions you would like to take with respect to your career in the
profession (for example, review requirements, develop action plans).
0. READ THIS FIRST!
To provide this flexibility, we make use of the navigation and hyperlink

capabilities in Adobe Acrobat. These capabilities enable you to move
around the document easily … and also link to important information at
various sites on the Internet. For more information about this, see the
section 0.5. Guide navigation and printing.
7
The following sub-sections suggest ways that different groups might use
this guide.
0.4.1. IBM employees interested in an overview
This audience includes all IBM employees who might be interested in

learning more about the project management profession … either those
seeking general information or those evaluating the profession as a
potential career choice.
Review, for background information Focus on, for more detailed information
Table of Contents, for a perspective on the 1.3. The project management profession in
guide IBM
1. The IBM project management profession: 1.4. Benefits of being part of the profession
and overview in IBM
2. Planning for profession milestones: roles 1.5. The job of the project management
and tools professional
1.6. Your growth in the PM profession
0.4.2. New entrants to the profession from within IBM
This audience includes IBM employees who are entering the profession
from other IBM professions or communities.
Table of Contents, for a perspective on the 1.6.4. Accreditation and initial certification
guide requirements summary
1. The IBM project management profession: 3. Developing your profession milestone
and overview plan
2. Planning for profession milestones: roles 4. Achieving Associate and Advisory
and tools profession milestones

0.4.3. Professional hires from outside IBM
This audience includes newly hired, experienced project management

professionals entering the profession.
Project Management experience gained prior to joining IBM is
recognized by the Profession for Qualification purposes (though for
certification a minimum of one standard IBM project is required) and
indeed brings other, perhaps unique, perspectives to the Profession and
IBM. For the definition of a standard project, please see 1.6.4.2.
7
Definition of projects.
Table of Contents, for a perspective on the 1.6.4 Accreditation and initial certification
1. The IBM project management profession: 1.7.3. Profession related HR Policies
and overview
3. Developing your profession milestone
2. Planning for profession milestones: roles plan
and tools
5. Achieving Senior and, Executive
Appendix A. Creating an effective package profession milestones
0.4.4. Current members of the profession
This audience includes:

Associate and Advisory candidates
Candidates initially certifying at Senior or Executive milestones
Recertification candidates
Level-move candidates
Associate and Advisory
Review, for background or updated information Focus on, for more detailed information
1. The IBM project management profession: 1.7.2. The distinction between achieving
and overview milestones and receiving promotion
2. Planning for profession milestones: roles 3. Developing your profession milestone
and tools plan
Appendix A. Creating an effective package 4. Achieving Associate and Advisory
0. READ THIS FIRST!
profession milestones
Senior and Executive (initial certification)
1. The IBM project management profession: 1.7.2. The distinction between achieving
and overview milestones and receiving promotion
2. Planning for profession milestones: roles 3. Developing your profession milestone
and tools plan
Appendix A. Creating an effective package 5. Achieving Senior and Executive
Recertification candidates
Table of Contents, for a perspective on the 1.6.5. Recertification: maintaining profession
guide currency
1. The IBM project management profession: 6. Recertification: maintaining your status
and overview
Level-move candidates
1. The IBM project management profession: 1.6.6. Progressing to another PM Profession
and overview Milestone (“Level move”)
7. Progressing to another PM Profession
Milestone (“Level move”)

0.4.5. Managers and mentors of project management professionals
As a manager or mentor of project management professionals, you need

to be familiar with the contents of this guide in general, as well as those
that of important to the professionals you are managing or mentoring.
Table of Contents, for a perspective on the 2. Planning for profession milestones: roles
guide and tools
1. The IBM project management profession: Chapters of importance to professionals you
and overview are managing, based on their status (for
example, candidate for initial certification at
a Senior milestone)
plan
0. READ THIS FIRST!
0.5. Guide navigation and printing

This guide is delivered to you as an Adobe Acrobat … or PDF … file.
You are able to:
Download the PDF file and view the document on your computer …
anytime, anywhere.
Print selected portions of the guide for reference, making notes, etc.
Print the guide in its entirety, if you prefer working with paper copy.
If you are not familiar with Adobe Acrobat and basic navigation within
and printing of PDF files, we suggest that you print pages 10 through 13
(see 0.5.3 – Tips for printing) for use as a ready-reference, when
necessary.
0.5.1. The basic screen
This is the screen that you see when you open this guide.

0.5.2. Navigation tips
As shown above, you see two panels on your screen.

On the left, there is a table of contents for the guide in the “navigation
pane”.
This is in the form of a “tree” … the same type you see in many
Windows applications.
− To expand a section of the table of contents, simply click on the
“+”symbol.
− To collapse a section, click on the “–” symbol.
− To go to a specific section, simply click on the title of that section.
If you cannot read an entire chapter or section title, just widen the
navigation pane by dragging the border of the pane with your cursor.
On the right side, you see the text of the guide in the “document
pane”.
− When you open the PDF file, you see the title page.
− When you click on an entry in the table of contents, you go to that
page.
If the text seems too small or too large on your screen, use the “zoom
controls” to adjust the text to a more comfortable size.
As you review this e-enabled guide, you see that there are two types of
hyperlinks. As usual, these hyperlinks are shown in blue and are
underlined.
• “Internal” hyperlinks allow you to move quickly from one place to
another within the guide to find relevant information of interest to you.
When you move the “hand” cursor over one of these links, it turns
into . These links can be used anytime.
When you use one of these hyperlinks, simply use your browser’s
“back” button to return to the place where you started.
“External” hyperlinks allow you to connect to Internet pages having
additional information … if you are online. When you move the “hand”
cursor over one of these links, it turns into . These links can only
be used when you are online.
When you use an external hyperlink, it opens a new window that
contains the web page associated with that hyperlink. When you are
finished looking at the information in that window, simply close it and
carry on where you left off in the document itself.
Try an internal hyperlink now. Click on this internal hyperlink, and then
use your browser’s “back” button to return to this point. This hyperlink will
take you to the first page of this chapter, and the “back” button will return
you to this point.
0. READ THIS FIRST!
0.5.3. Tips for printing
Printing a PDF file is very straightforward … similar to printing from other

Windows applications. You have the option to print:
The page you are currently looking at … “Current page”.
A specific range of pages … “Pages from … to”.
The entire document … “All”.
To begin printing, either click on the “print” icon, click File | Print, or key
Ctrl+P. You see the print dialog box.
Then, for the “Current page” or “All” options:

Select “Current page” to print just the page you are looking at.
Select “All” to print the entire document … which you probably don’t
want to do.
Then click “OK”.

For the “Pages from … to” option, you need to determine the page
numbers for the beginning and end of the range of pages you would like
to print. Do this in one of two ways.
Check the page numbers in the document’s Table of Contents (you
can access that by clicking on “Table of Contents” in the navigation
pane).
Look at the page numbering information along the bottom of the
screen … just left of center … first for the page where you will start
printing and then the page where you will stop.
The document page number, for the
page currently being displayed
Then …
Select “Pages from …” and insert the page range to print that range
of pages.
Then click “OK”.
To summarize …
This guide is designed to stand on its own; it is a complete reference for
basic information about the PM profession in IBM. You can use this
guide online or offline.
• If you are offline, you can navigate within the guide and access all of
the information actually contained within the guide. You can also print
portions of the guide in which you are interested, if you have access
to a printer.
• If you are online, you can navigate within the guide and also use the
external hyperlinks to access web pages with additional information
of interest. In addition to printing portions of the guide in which you
are interested, you can also print information from the Internet if you
have access to a printer.
0.5.4. If you have problems …
If you have problems using the PDF version of this guide, contact your
local technical support. Among other things, you may need to update
your Acrobat viewer.
0. READ THIS FIRST!
0.6. Ownership and maintenance of this guide

This guide is owned and maintained by the PM/COE Worldwide Project
Management Profession Leader. The leader initiates a guide review and
update using a formal change management process, typically triggered
by one or more of the following.
Changes to the profession career path and/or milestone
requirements
Regular semi-annual review cycle
Requirement to simplify and clarify information content
Identification of errors
We use this guide for stable, mature profession information. Material that
is volatile, time-sensitive, or new will be found initially on the PM/COE
website under “Professional Development”. Such material will be
incorporated as appropriate during review cycles.
0.6.1. Where to send feedback/suggestions
Please contact your geography’s project management Profession Leader

if you have any feedback or suggestions for change, improvement, or
inclusion of additional information.

1. The IBM project management
profession: an overview
This chapter provides background on the project management

profession in IBM. It includes these sections.
1.3. The project management profession in IBM … what it is; the
7
growth of the profession; governance of the profession; IBM’s

commitment to becoming a project based business
1.4. Benefits of being part of the profession in IBM … how it can be of
7
value to you
1.5. The job of the project management professional … a brief
7
description to help familiarize you with the role of project

management professionals in IBM
1.6. Your growth in the PM profession … milestones that have been
7
established for the project management profession in IBM; the

profession qualification process; project management specialties and
their purpose; overviews of process and summaries of requirements
for accreditation and certification, recertification, and level moves
1.7. Profession milestones and promotion … the distinction between
profession milestones and promotion; HR policy regarding
professions
1.8. The Project Management Institute (PMI) and IBM … what PMI is;
the relationship between IBM and PMI, and its benefits
1.1 Vision of the Professions in IBM

The professions set the bar for career excellence within IBM.
Professionals seek employment with IBM and choose to remain with IBM
due to the professional & career growth opportunities afforded by the
professions. The professions provide a cohesive set of standards,
against which professionals' competence, discipline, experience and
skills are validated. Our professionals are considered best in class by
our clients and our programs are seen as state of the art by external
qualification organizations.
1.2 Mission of the Professions in IBM

The mission of the IBM Professions is to enable IBM to win in the
marketplace by enabling the highest level of capabilities across
geographies and business units. To achieve this, we must:

The IBM project management profession: an overview
• Develop and maintain a pool of highly and consistently skilled

and experienced practitioners that elevates IBM from the global
competition
• Establish consistent standards and best practices for the critical
skills throughout IBM’s organizations and geographies
• Provide a rich environment to enable employees' control of their
career and professional development
Provide value to our customers by:
Facilitating delivery excellence and responsiveness to
delivery issues
Improving the superiority of the product, service or
solution they get from IBM
Increasing clients’ confidence in IBM’s ability to deliver on
our commitments
1.3 The project management profession in IBM

Because IBM’s future competitive position in the global marketplace
depends on its ability to meet or exceed customer performance
expectations within cost and schedule, IBM sees strategic value in
project management.
The focus on project management in IBM was sharpened significantly in
1996, when IBM committed itself to "become a project-based business
that applies and integrates project management into all core business
processes and systems.” IBM was not the only organization to see the
value of developing expertise in project management. In 1997, Fortune
Magazine referred to project management as the Number 1 career.
One of the key points in IBM’s strategic vision for project management is
that “project management” is more than a strong community of project
management professionals (which is certainly critical). IBM sees
significant value in assuring pervasive use of integrated business and
project management disciplines by all of its employees, in all areas of
IBM.

The project management profession in IBM
1.3.1 The Project Management Center of Excellence
The Project Management Center of Excellence (PM/COE), established in

1997, is charged with ensuring that IBM’s commitment to becoming a
project-based enterprise is achieved. The mission of the PM/COE is to
define and execute the steps that IBM needs to take to strengthen its
project management capabilities.
As IBM’s project management “development team” or “think tank,” the
PM/COE combines external industry trends and directions with IBM
business, organizational, and geographic requirements and insight. With
this as a foundation, it develops deliverables such as project
management policy, practices, methods, and tools. Specifically, the
PM/COE is to:
Develop and implement corporate wide strategy and plans for
achieving organizational competence in project management.
Establish and drive a consistency of approach, a network of
knowledgeable practitioners, and supportive business processes and
systems.
Establish and maintain a professional project management
community within IBM and act as the interface between IBM's
community and other internal and external professional communities.
1.3.2 The emergence of a project management profession
Over the past ten years, well-defined professions have become

important to IBM and its success. Project management is one of these
key professions.
As a profession, project management in IBM shares many of the general
characteristics common to all professions.
A profession draws upon a specialized field of knowledge or
expertise.
It is self-governing, with rules or codes of ethics among its members.
A relationship of trust exists between the member of the profession
and the customer or marketplace.
Practice of the profession is based on standards, typically requiring
certification or licensing.
Members are represented by a formal profession association.
In IBM’s case, the latter is not an external organization, but rather the
profession itself. This “representation” is described in the next section.
1.3.3 The profession’s structure and governance model
The profession’s structure and governance model is shown in the

illustration below.
The Executive Steering Team is a program governance and leadership

team, and it oversees the PM/COE. It is chaired by a corporate sponsor,
and includes key IBM executives representing primary IBM business
organizations … including Human Resources. Its job is to enable and
support the PM/COE as it works to fulfill its mission.
Critical deployment components … Products and Services deployment
provide business insight to the PM/COE, help tailor PM/COE
deliverables to the needs of its constituents, and facilitate
communications and implementation through formal deployment
channels.
These channels are comprised of a network of geography profession
leaders and business unit-specific deployment teams, who drive
implementation in their specific organizations.
Profession Leaders also manage geography Project Management
Certification Boards. These boards comprise experienced certified
professionals, line management, and executives, and serve as the
profession’s peer review and quality assurance function. These boards
represent all project management constituencies and specialties, and
evaluate career milestone application packages for career progression
within the profession (specifically certification, recertification, and level
moves). They review and verify profession education, skill, experience,
and knowledge levels, and help to ensure worldwide consistency and
maintenance of profession standards. They also play an active role in
profession change management.

This end-to-end organizational and governance model ensures that

IBM’s worldwide project management processes, practices, tools and
techniques are implemented and integrated effectively at the business
unit and geography levels.
1.3.4 IBM’s commitment to the profession
The project management profession provides a consistent worldwide

framework to support the project management professional, independent
of where project management activities are performed in IBM.
Because of this, IBM is committed to improving its project management
capabilities by growing and supporting a robust project management
profession and by providing a level of project management education
and training to every IBM employee. Different job roles require different
levels of proficiency, but all require awareness and use of project
management elements to achieve IBM’s project-based objective.
IBM’s project management curriculum, which has received external
recognition for its breadth and depth of offerings, includes:
Courses such as “Project Management Orientation” and “Managers
Workshop on Project Management” that provide awareness training
and basic skills for non-project management professionals.
Comprehensive profession training for IBM’s project management
communities, ensuring a high level of preparation and training.
− The Basic curriculum addresses the basic project management
skills required to function effectively as an IBM project
management professional.
− The Enabling curriculum and targeted offerings address project
and program management skills required for growth and progress
through the profession.
1.3.5 For additional information
If you are online and would like additional information on the PM

profession and the PM/COE, use these hyperlinks.
Project Management Center of Excellence (PM/COE) to go to IBM’s
central site for project management-related information, including
education
"Raising Project Management to a Core Competence in IBM" ,for
background information on IBM’s 1997 commitment to project
management
PM/COE team, for information about the team itself
Executive Steering Team, for background information about the
committee itself
Deployment components, for information on Services and Products
deployment.
Geography profession leaders, for information on your geography
project management contacts
Comprehensive profession training, for information on project
management education
“Project Management Orientation” and” “Executive Workshop for
Project Managers” for information on these courses
1.3.6 Global Business Services (GBS) Certification
GBS candidates who are seeking PM certification at the SPM level will
simultaneously achieve their Professional Development
Framework(PDF) Engagement and Delivery Management(EDM)
dimension level 5 rating. No additional documentation is required in the
certification Package.
GBS candidates who are seeking PM certification at the EPM level have
the option of petitioning for the PDF EDM dimension level 6 rating at the
time of PM certification. Submission of additional documentation with
the PM certification package is required for EDM level 6.
GBS candidates who are seeking PM certification at any level are
reminded that there is an additional education requirement of the
Zentoria II – Introduction to the Seven Keys to Success class.
for more information, please see the GBS PM Certification Toolkits.

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1.4 Benefits of being part of the profession in IBM

The project-based initiative means that, over time, project management
disciplines will become thoroughly integrated into the fabric of IBM and
its operation. When that happens, all IBM professionals will use them
instinctively to define, execute, and complete their work efforts …
delivering expected results and end products on time, within budget and
with high customer satisfaction.
As a result, there are many benefits to you as a member of IBM’s project
management profession.
For you, as a leader and a professional who makes a difference
− You are a member of a well-defined and well-supported
profession in IBM … part of a core competency for IBM and for
our industry.
− You are a key player in IBM’s drive to implement enterprise
project management, focusing project management skills on
achieving IBM project, program, and portfolio management
success
For you, in your professional development
− You have a well-defined career path with clear criteria for
advancement through the profession … helping you focus on the
skills, knowledge, and experience you need to develop.
− You have the opportunity to develop expertise in leading-edge
tools, technologies, and technical and project management
methods.
− You can leverage project management curriculum course credits
and IBM-funded PMI exam results to further your academic
advancement and achieve external certification.
− You can develop critical skills (for example, planning, executing,
and controlling) that are applicable to personal as well as
professional activities.
For you, as a part of a professional community
− You are part of a rapidly growing professional community …
inside and outside IBM, worldwide and within your geography or
business unit. This community offers access to a wide array of
profession-enhancing activities.
− You can access and leverage significant expertise through IBM’s
wealth of project management intellectual capital.
− You can also access and make use of expertise through
mentoring from your peers. Mentors are available to help you
grow professionally and personally … and you may, in turn,
mentor and develop others as you advance through the
profession.

Benefits of being part of the profession in IBM
• For you, in your career

− You have an increased choice of assignments and opportunities.
IBM organizations are actively seeking qualified professionals as
leaders of key business undertakings, and as advisors for internal
business planning and organizational change implementation
efforts.
− You have the opportunity to compete for recognition through
participation at key leadership events, such as the Technical
Leadership Exchange (TLE).
− You are given the opportunity to build your case for advancing to
higher levels within the profession, and for jobs with increased
responsibility and exposure.
− You have increased marketability in the external job force. The
availability of qualified project management professionals is
becoming increasingly important to our customers … and it is
often a key IBM differentiator.
1.5 The job of the project management professional

An IBM project management professional leads teams working on IBM
projects and programs. This professional and his/her management are
accountable for the success of these efforts.
Project management professionals perform an array of project-related
activities, including:
Initiating and planning.
Developing and managing cost structures.
Tracking and reporting deliverables.
Managing scope, risk, issues, and change.
Managing contracts.
Applying project management processes and tools.
Managing customer expectations and satisfaction.
The job role demands many additional skills. It requires significant
knowledge and skills in communication, negotiation, problem solving,
and leadership. Specifically, project management professionals need to
demonstrate:
• Relationship management skills with their teams, customers, and
suppliers.
• Technology, industry, or business expertise.
• Expertise in technical methods (for example, the IBM Global Services
Method) and IBM’s Worldwide Project Management Method
(WWPMM).
• Sound business judgment.
Successful and skilled project management professionals are able to
progress along their career paths to positions with more and more
responsibility. For those with the right blend of skills and expertise, it is
possible to move into program management and Project Executive
positions, as well as Executive Management positions.
If you would like to see complete job descriptions for project
management jobs, visit the “job library” site and click on the title in which
you are interested.
Associate Project Management Professional
Advisory Project Management Professional
Senior Project Management Professional
Executive Project Management Professional

Your growth in the PM profession
1.6 Your growth in the PM profession

Growth and progression in the profession are measured by several
factors.
General business and technical knowledge … knowledge required to
be effective in your job role.
Education … acquisition of basic knowledge and skills relevant to the
profession.
Specific skills … effective application of your project management
knowledge; what you are able to do with your knowledge.
Experience … the result of leveraging education and general
knowledge to develop expertise in putting your professional and
business-related knowledge and skills to work “on the job”.
Contributions back to the profession … what give back to your
profession through activities that enhance the quality and value of the
profession to its stakeholders.
1.6.1 Career milestones in the profession
Based on the factors listed above, IBM has established milestones that
define specific levels in the project management profession in IBM.
Executive Management (Director, VP, etc.)

education,
experience, education,

knowledge
and knowledge

Skills, experience,

and
Skills,
Years
The profession provides a career path that allows you to grow from an entry-
level to an executive management position by building on your skills,
experience, education, and knowledge, as well as your demonstrated
success in project management. However, you may certify at any level
initially, if you have met the requirements for that level. For example, you do
not have to first certify at the Senior PM level to certify as an Executive PM.
1.6.2 Profession qualification process
IBM’s project management profession has established an end-to-end

process to “quality assure” progress through the project management
career path. This process is called “qualification” and it achieves four
goals.
Provides a worldwide mechanism that establishes a standard for
maintaining and enhancing IBM’s excellence in project management.
This standard is based on demonstrated skills, expertise, and
success relative to criteria that are unique to the profession.
Ensures that consistent criteria are applied worldwide when
evaluating candidates for each profession milestone.
• Maximizes customer and marketplace confidence in the consistent
quality of IBM project management professionals.
• Recognizes IBM professionals for their skills and experience.
Executive Management (Director, VP, etc.)

education,
experience, education,

knowledge
and knowledge

Skills, experience,
Certification

and
Skills,

Accreditation
Years
As shown above, professionals enter the project management profession

at different levels depending upon their skills, experience, education, and
knowledge in project management.
The qualification process includes:
1. Accreditation for the profession’s Associate and Advisory
milestones.
You assess your own skills and experiences against established
milestone requirements. After meeting the requirements defined for
these titles, you ask your manager to validate that you have met the
requirements for your targeted milestone. Your manager authorizes
your “accreditation” as an Associate or Advisory Project Management
Professional.

2. Initial certification for the profession’s Senior or Executive

milestones.
These milestones require formal certification packages. As with
accreditation milestones, you assess your skills and experiences
against milestone requirements. Your manager then validates that
you have met all requirements.
In addition, certification requires authentication by the PM
Certification Board to complete the process. When your manager
approves your package, it can then be submitted to the Certification
Board.
This board verifies that the achievements documented in your
package are valid and authentic. Once the board validates that you
have achieved your milestone, you receive your initial certification.
3. Once certified, you are expected to maintain your certification status
by:
− Recertifying at your current profession position.
− Certifying at a higher career position (level move).
The Certification Board validates that you have achieved profession
milestones in all three sub-processes (certification, recertification,
and level moves).
1.6.3 Declaring a “specialty”
Mastery of basic project management skills is critical to your success as

a project management professional in IBM. However, for some PMs it is
important that they are able to apply these skills effectively within the
context of specific IBM business requirements.
To ensure that you are able to do this, the profession also expects you to
develop expertise in one or more specialties. Specialties define
additional knowledge, skills, and experience that are required in different
areas of IBM’s business. Specialty skills complement basic project
management skills and increase your ability to effectively plan and
execute specific types of work in IBM.
The Specialty experience and related profile(s) should demonstrate
proficiency in applying project management successfully. A minimum of
three years specialty experience is required to declare a specialty. These
three years of experience can overlap with Project,
Business/Technical/Industry experience in part or in their entirety.
Evidence of meeting specialty requirements should be explicit in your
resume/CV and augmented if necessary in the additional information
section of the certification tool.
The original set of PM Specialties has been renamed
“Infrastructure/Technology” Specialties to recognize the introduction of a
new set of ‘Industry specialties which are being introduced in response to
the needs of the business. (See note below). A minimum of three years
experience in a specialty area is required to declare a specialty in a
particular specialty set (Technology/Infrastructure OR Industry). For PM
certification, election of at least one Specialty is normally required. You
can now claim up to two concurrent specialties (one from each set) for
any given three year period of experience – the same three year period
of experience can not be used to claim two specialties in the same set.
For example:
If you are working in the Public sector and are executing projects that fall
under the Systems Integration specialty, you can elect the Government
specialty AND the Systems Integration specialty, but only if you meet the
requirements for both specialties. (Skills, education and other unique
specialty requirements). In other words, you can use the same three
years of experience for an industry specialty as well as an
infrastructure/technology specialty concurrently. You could NOT use the
same three years to claim two industry or two Infrastructure/technology
specialties.
Infrastructure/Technology Specialties
e-business Solutions
Hardware Development
IT Infrastructure
Learning Solutions

Managed Operations
Quality Assurance /Risk Management
Software Development
Systems Integration
Transition and Transformation Management
Delivery Project Executive/Service Management (For Delivery Project
Executives (DPEs), Delivery Program Managers (DPMs), and
Service Delivery Managers (SDMs) only)
Technical Support Specialty
Industry Specialties*
Government
Banking
Transportation
Travel
Automotive
Note: * Other specialties will be added to these lists over time. Please
visit Specialty skills to review the list of specialties that are currently
available.
In exceptional circumstances, for example when a professional’s
experience falls outside the areas listed above, the professional may
elect the “General” category by including a brief justification within their
certification package (under “Skills” in the text block provided). Please
consult your local PM Profession leader before you elect “General”. The
Profession will check the validity of the “general” election at initial
package submission.
If the ‘General’ category is elected, the candidate is still required to meet
the specialty education requirement and may select classes from any of
the PM specialties or alternatively take pertinent business unit education
or classes from the PM curriculum.
Election of a specialty is only mandatory at certification, but a PM may
undertake specialty education earlier if desired.
As you grow within the profession and expand your project management
skills and experience, you are strongly encouraged to add or replace
other specialties pertinent to your current experience.
See 6.3.1.5. Replacing a specialty or declaring a second specialty for
further information.
1.6.3.1 Currency of Specialties
At each (three-year) recertification, the currency of specialties will be

assessed. However, the Profession will take the view that Specialties
remain current for at least 3 years, and will only review currency for
Specialties that were elected more than 3 years ago. E.g. where the
Specialty was elected at certification, it will only be reviewed at the
second and subsequent recertification point.
If during the second recertification cycle (or six year period) you have not
claimed a new specialty and have not operated (in the last 6 years) in the
specialty area you currently claim, then your specialty designation will
revert to “General” until you complete the requirements for declaring
another specialty. See 6.3.1.5. Replacing a specialty or declaring a
second specialty for further information.
1.6.4 Accreditation and initial certification: requirements summary
IBM has established minimum entry requirements for each profession milestone.
There are general requirements for skills, experience, education, and
knowledge.
In addition, there are specific requirements for projects that must
have been managed (except for the Associate milestone).
Exec PM candidates are required to demonstrate that they have the
required experience of managing complex projects or engagements.
For further details see 3.2.3 Executive PM Certification
All Project Managers applying for certification must now document at
least two instances of Giveback. See 3.2.2.7. Giveback
.

1.6.4.1 General requirements
The table below summarizes the general requirements for accreditation

and initial certification. The numbering scheme for information in this
table matches the specific sections of your qualification application.
* See 3.2.2.4 Education for further information on the “currency” requirement.

Use these hyperlinks for more detailed information about these
requirements.
For skills, 3.2.2.1. Skills
7
For résumé, 3.2.2.2. Résumé

7
For experience, 3.2.2.3. Experience

7
The additional (2 years) project management experience required at

the Executive PM milestone should be gained through management
of, or significant roles on complex projects or engagements – see
3.2.3 Executive PM Certification.
7
For education, 3.2.2.4 Education

For knowledge, 3.2.2.5. Knowledge
7
For projects, 3.2.2.6. Projects

7
For giveback, 3.2.2.7. Giveback

If you are interested in a summary of recertification requirements, see
1.6.5. Recertification: maintaining profession currency.
7
If you are interested in a summary of level move requirements, see

1.6.6. Progressing to another PM Profession Milestone (“Level move”).
7
1.6.4.2 Definition of projects
You should demonstrate your proficiency in applying project

management disciplines, tools, and techniques by actually managing
projects. Therefore, an important element for Advisory milestones and
above is that you document project profiles, describing projects you have
led in the role of project or program manager. The project required for
the Advisory PM accreditation should normally meet the requirements of
the ‘standard’ project definition or an equivalence as specified in
Appendix B. However, cases based on equivalent experience can be
made and will be considered on their merits, including other project
management related job roles (e.g. Bid Manager, QA, PO management)
Successful management of a project includes:
Meeting or exceeding the objectives of the project.
Leveraging the use of project management tools, techniques, and
processes.

Exercising sound business judgment while managing the project.

Obtaining customer or marketplace feedback and satisfaction ratings.
We use the definitions from the glossary of the Worldwide Project
Management Method (WWPMM) to determine what is and what is not a
project, for purposes of meeting qualification milestone requirements. A
temporary endeavor undertaken to produce a unique product or service,
within a specified scope.
Operations (such as manufacturing) and projects differ primarily in
that operations are ongoing and repetitive, while projects are
temporary and unique. (PMI)
A unique process, consisting of a set of coordinated and controlled
activities with start and finish dates, undertaken to achieve an
objective conforming to specific requirements, including the
constraints of time, cost, and resources. (ISO10006)
The key points of these widely-accepted definitions are that a project:
Is a temporary undertaking.
Produces a unique product or service.
Has a defined scope and specific deliverables.
Has defined start and finish dates.
In practice, a project consumes resources (including personnel), has
business objectives and financial goals (not always monetary) or
constraints under which the objectives are to be accomplished, and is
planned and controlled using a project management approach.
Programs or projects may be used to document project profiles for
certification. Complex bids or proposals may also be used for up to two
projects for certification at any level, as long as they meet the project
profile requirements. Regulations can differ in some geographies.
Please contact your Profession Leader for guidance.
For further information on the requirements for projects and their
documentation, go to 3.2.2.6. Projects.
7
1.6.5 Recertification: maintaining profession currency within the same title
Certification is a professional and career milestone statement indicating

that your education, skills, knowledge and experience meet specific
minimum criteria. Recertification ensures that you, as an IBM project
management professional, are:
Obtaining the most current knowledge.
Demonstrating continued use of IBM project management and
technical methods in your projects.
Applying new techniques where appropriate.
Using IBM intellectual capital where appropriate.
Contributing your energy and knowledge to the improvement of the
profession on an ongoing basis.
1.6.5.1 Summary of requirements for recertification
Certified project management professionals are required by IBM HR

policy to recertify every three years after initial certification. You maintain
“certified” status as long as you demonstrate continued use of your
project management skills and expertise in the work you do.
Requirements for recertification are summarized in the following table.
These requirements are discussed in more detail in 6. Recertification:

7
maintaining your status.

1.6.5.2 The recertification process
The recertification process assures that you continue to maintain

currency in your project management skills and education … and is very
straightforward.
You prepare and submit a recertification package.
This is a simple and quick step. Basically, you are documenting what
you have done since your previous recertification (or initial
certification at your current level) … your involvement in project
management, continuing education, and giveback.
The PM Certification Board reviews your package.
The PM Certification Board makes a decision.
There are two points to remember about recertification.
You apply for recertification for the same milestone you previously
achieved. That is, if you certified as a Senior Project Management
Professional and you are applying for recertification, you recertify as
a Senior Project Management Professional.
If you are working with your manager to achieve a promotion during a
three-year recertification cycle, you apply for certification at the next
higher milestone prior to competing for promotion to that title level.
This is called a “level move” … and it is different from recertification.
(See 1.6.6 Progressing to another PM Profession Milestone (“Level
7
move”).)
The recertification process is discussed in more detail in 6Recertification:
7
maintaining your status.
1.6.5.3 Recertification policy requirement
Once certified, you are expected to maintain certified status by

recertifying every three years after your initial certification or previous
recertification.
This is monitored, so be sure to recertify within the specified three-year
cycle.
If you fail to recertify within the designated time limit, you and your
manager are notified that you no longer meet the profession
requirements and are not considered certified. You are expected to
recertify as quickly as possible. When appropriate, your manager
determines the subsequent action to be taken.
For more complete information, see 1.7.3. Profession-related HR
7
Policies.
1.6.6 Progressing to another PM Profession Milestone (“Level move”)
The term “level move” in the guide refers to progressing to a higher

profession milestone (for example, the move from Senior Project
Manager to Executive Project Manager).
A “level move” occurs when a certified project management professional
applies for and receives certification at the next higher milestone. In
particular, a level move occurs when:
A certified Senior Project Management Professional seeks and
receives certification for the Executive PM milestone.
A level move differs from recertification because you are seeking to

demonstrate significant growth in your level of knowledge, skills and
experience in the profession … as contrasted to demonstrating your
currency in the profession. A level-move application indicates to the
Certification Board that your manager agrees that you have met
requirements for certification at the next higher profession milestone.
When your level-move package is approved, you certify for that
milestone and begin a new three-year recertification cycle.
1.6.6.1 Requirements for level moves
Level move requirements are the same as those for initial certification at
that milestone. That is, if you are seeking a level move to the Executive
milestone, you must meet the same skill, experience, education,
knowledge, and project requirements as defined in the summary table
earlier in this chapter (see 1.6.4.1. General requirements).
7
In addition, you must meet certain requirements for continuing education

and giveback. These requirements are discussed in 7. Progressing to
7
another PM Profession Milestone (“Level move”).
If you are changing or adding a specialty with your level move, please
see Replacing a specialty or declaring a second specialty.

1.6.6.2 The level move process
The level move process itself is much the same as the process for
recertification.
You prepare and submit a level-move package.
As with recertification, this is relatively straightforward. Basically, you
need to document those requirements that go beyond those for the
milestone at which you are currently certified.
For example, if you are seeking a level move to Executive PM, you
need to document what is new and different.
− An updated résumé
− The additional two years of project management experience
− The additional project
− Continuing education
− Giveback
The PM Certification Board reviews your package and conducts
interview(s).
The PM Certification Board makes a decision.
When the Certification Board approves our level -move package, you are
certified at that milestone and begin a new three-year cycle for
recertification.
For further information on the level-move process, see 7. Progressing to
7
another PM Profession Milestone (“Level move”).
1.7 Profession milestones and promotion
1.7.1 Profession milestones
These are the profession’s career path milestones. Note that

implementation of this information is geography and/or business unit
dependent.
The table below has the recommended milestone and band. Restrictions
on the minimum band level criteria in pursuing certification have been
removed. PM certification is solely based on the practitioner’s skills,
experiences and capabilities to meet the requirements of the certification
level being pursued regardless of the band level.
Project managers are still required to pursue and develop skills at a
minimum commensurate with their band or Position Reference Guide
(PRG).
Profession Milestone Recommended

Band
Associate Project Management Professional 7
Advisory Project Management Professional 8
Senior Project Management Professional 9
Executive Project Management Professional 10
1.7.2 The distinction between achieving milestones and receiving promotions
Line management is responsible for promotions. Your manager makes a

promotion decision based on, among many criteria, needs of the
business, opportunity, performance, and profession qualification.
Certification is a mandatory pre-requisite for being considered for
promotions to Senior or Executive PM titles.
Profession milestone achievement signifies thorough validation a
candidate’s project management-related education, skills, experience,
and knowledge.
Line management uses the profession’s qualification process to
accredit Associate and Advisory milestones.
The PM Certification Board uses the profession’s qualification
process to certify, recertify or approve level-moves for Senior and
Executive milestones.
While achieving a profession milestone is very significant to you and to
the profession, it is not in any way a guarantee for promotion.
In summary:

Profession milestones and promotion
You are responsible for ensuring that you meet all criteria for milestone
Milestone first … achievement within the profession through guidance, support, and
approval of your manager.
… then, if approved
Your manager is responsible for determining the need, opportunity for,
by management,
and timing of, any promotion, based on many key criteria.
promotion
1.7.3 Profession-related HR Policies
There are three key IBM HR policies relative to profession milestones.

If you enter the profession as a Senior or Executive Project
Management Professional (from another IBM profession or as a
newly hired experienced professional), you need to demonstrate your
ability to perform as a project management professional at that
milestone.
You do this by certifying at the appropriate milestone within 24
months of entering the profession.
If you want to achieve promotion to Senior or higher milestones, you
need to demonstrate your ability to perform as a project management
professional at the appropriate milestone prior to being considered
for a promotion to that title.
To do this:
− You need to certify as a Senior professional prior to being
considered for promotion to a Senior title.
− You need to certify as an Executive professional prior to being
considered for promotion to an Executive professional title.
Once certified, you are expected to maintain certified status by:
− Recertifying every three years after your initial certification or
previous recertification.
or …
− Achieving certification at the next higher career milestone by
completing a level move.
See 6. Recertification: maintaining your status for more information on
7
recertification.
See 7. Progressing to another PM Profession Milestone (“Level move”)
7
for more information on level moves.
1.8 The Project Management Institute (PMI) and IBM

In 1997, the PM/COE established a partnership with the Project
Management Institute® (PMI), a worldwide non-profit professional
association for project management. This partnership provides a link for
IBM to the project management community at large. In addition, through
membership on the PMI Corporate Council, IBM is able to participate in a
forum for the exchange of ideas about and insights into the future of the
project management profession.
1.8.1 The Project Management Professional examination
The PMI Project Management Professional (PMP) examination is an

objective, generic, and industry-accepted exam. When you pass this
exam, you are certified by PMI as a PMI Project Management
Professional. This is a worldwide, externally recognized professional
certification.
IBM project management professionals are required to pass the PMI
PMP examination as a prerequisite to achieving all IBM certification-level
milestones. Although you are not required to join PMI, the profession
does encourage PMI membership for the year in which you plan to take
the PMP exam.
It is more cost effective for IBM and your business unit if you apply
for the exam as a PMI member. The reduction in your fee for the
exam, as a member, more than covers membership for that year.
Note: You need to follow very specific directions to receive the IBM
discount. Also, there is no IBM discount on the actual PMI
membership fee.
As a member, you gain access to local and international PMI
activities that can be valuable to your professional development.
Consult with your manager for any business-unit specific questions.

The Project Management Institute (PMI) and IBM
1.8.2 Membership in professional associations
IBM’s policy on membership in professional associations states the

following.
IBM is supportive of employees participating in meaningful, non-
profit making associations where such participation can be
beneficial to IBM, the association and the external community.
The Project Management Center of Excellence and the profession
encourage project management professionals to familiarize themselves
with the benefits of active involvement with external profession-related
associations (for example, PMI).
The decision to join and participate in such organizations, however, is an
individual employee choice and expense.
1.8.3 Benefits of the relationship between IBM and PMI
There are many benefits resulting from our relationship with PMI.
For IBM
Cost-effective access to PMI’s examinations
Increased market credibility and reputation through automatic
achievement of PMI PMP certification by IBM certified professionals
Increased ability to influence a maturing project management
environment worldwide through participation in the PMI Corporate
Council
For the profession:
Use of an external, industry-accepted examination that requires no
IBM investment to administer or maintain
Ability to influence the project management profession through
participation in, and leadership of, PMI-associated activities
For IBM project management professionals
Enhanced professional development through interaction with and
visibility to external project management professionals, practices, and
environments
Increased ability to effectively communicate with customers, who are
increasingly sophisticated with, and demanding of, project
management expertise
Leveraged application of IBM’s professional development
investments towards personal career achievement (for example,
achieving PMI’s PMP certification)
Planning for profession milestones: roles and tools
2. Planning for profession milestones:

roles and tools
This chapter provides an overview to career and profession planning,

focusing on the IBM tools available to support the people with key roles
in your career … you, your manager, and your mentor.
2.1. Career planning and the profession: the relationship
7
2.2. The roles involved …the roles played in your professional

7
development by you, your manager, and your mentor

2.3. The tools involved … tools such as Career Planner, Individual
7
Development Plans (IDP), and Personal Business Commitment

(PBC) that can support and enhance your career development
2.4. Achieving profession milestones: a high level approach … a
7
suggested approach for achieving PM milestones
2.1 Career planning and the profession: the relationship

IBM has invested heavily in employee professional development by:
Positioning it as a key IBM management and employee activity.
Defining and supporting several IBM professions required by IBM to
achieve its business goals and to demonstrate leadership in our
highly competitive and volatile marketplace.
Providing a variety of related tools you may leverage toward your
growth as a project management professional.
Understanding and selecting an IBM profession, and then developing the
skills, experience, and knowledge to meet its requirements, are key
elements of your overall career development and progression within IBM.
Development in the profession is part of your overall IBM employee
development. As such, it should be planned and executed together with
other development activities, based on geography, business unit, and
personal needs.
Growth within the project management profession is a long-term
strategic endeavor.
You set your long-term career goals using materials from this guide
and the tools discussed in this chapter.
Then, working proactively with your manager and a mentor, you plan,
execute, and complete specific profession-related activities … one
year at a time. These activities may include specific coursework,
project assignments, and mentoring activities.

The roles involved
This guide is instrumental in shaping your development within the

profession. Use it as a primary source of profession information and
documentation.
Click on this hyperlink for general information on selecting an IBM
profession.
2.2 The roles involved

Three key players are involved in your progression through the project
management career path.
You
Your manager
Your mentor
The more you, your manager, and your mentor work together while using
the tools available to you and successfully executing your plans, the
more likely you are to achieve your career goals.
2.2.1 You, as a project management professional
Bottom line, you are in charge of your future. Your manager and mentor
are available to help you progress through IBM’s project management
profession, but there are several basic decisions and actions you need to
take to achieve your career goals.
Determine your short- and long-term career goals, based on your
personal and professional strengths and interests.
Becoming knowledgeable about professions in IBM … their roles,
responsibilities, and requirements … and select your profession with
help from your manager
Ask your manager to assign you a mentor if you don’t already have
one.
To do this, you need to:
Complete an individual gap analysis against the profession’s
requirements.
Determine your short-term profession goal.
Use processes such as PBCs and IDPs to develop and execute an
action plan that focuses on specific activities to achieve your goal,
with defined completion criteria and checkpoints for review.
Actively work with your manager and mentor to:
− Validate the fit between your profession goal, your strengths and
skills, and the requirements of your business unit.
− Review and verify your gap analysis.
− Develop and review your action plan, gaining their commitment to

support and approve activities requiring their approval and/or
sign-off.
− Execute your plan.
− Ensure that they actively review your actions.
For help developing a specific skill, take advantage of the profession’s
skill-based mentoring program. See 2.2.3 The mentor for more
7
information.
For help specifically with certification, check with your geography
Profession Leader for local options.
2.2.2 The manager
As a manager, it is important that you work with your professionals to

guide and support their movement through the profession’s career path.
Here are some general tips.
Familiarize yourself with the content of this guide. For specific
recommendations, see 0.4.5. Managers and mentors of project
7
management professionals in this guide.

As an integral part of Employee Development Planning (EDP),
support your project management professional’s use of this guide to:
− Learn about and make long-term plans for advancing their
careers in project management.
− Finalize tactical, specific milestone plans.
− Identify gaps in meeting a milestone’s requirements.
− Develop realistic PBCs that are compatible with IBM's business
needs and also targeted to close the gaps. Suggested PBC
objectives are available on the PM/COE website; use this as a
starting point.
− Develop realistic IDPs to complete profession education
appropriate for the selected milestone. Suggested IDP objectives
are available on the PM/COE website.
− Identify follow-on profession activities and project work
assignments to reinforce the knowledge and skills acquired from
education as quickly as possible following course completion.

The roles involved
On an on-going basis, lead your project management professionals

by:
− Explaining your business unit's strategy and the skills they need
to support that strategy.
− Increasing their understanding of customer and marketplace
needs in your geography and business unit.
− Identifying and assigning a mentor to facilitate and accelerate
their professional growth, and to assist you in understanding
profession requirements.
− Identifying follow-on profession activities and project work
assignments to reinforce the knowledge and skills acquired from
education as quickly as possible following course completion.
− Reviewing their work experience and interests.
Guide your PM professionals by encouraging them to:
− Keep you posted on the progress they are making against their
plans and providing them periodic feedback based on that
progress.
− Lead or participate in a PM ShareNet.
− Reuse and submit PM-related intellectual capital.
− Document lessons learned as a result of project management
activities.
− Build and maintain their profession-related documentation in the
Professions Certification Tool as a regular part of project closeout
or course completion.
As they prepare milestone evaluation, review their milestone
achievement packages to:
− Verify that they meet all requirements. See 1.6.4 Accreditation
and initial certification : requirements summary for information
Determine use of exceptions or equivalencies where appropriate.
(See Appendix B. Equivalencies for further assistance here.)
7
− Validate documented experience, skills, and education.

− Ensure that the package is an accurate reflection of their
professional qualifications. (See Appendix A.
7
Creating an effective package for further assistance here.)

Support and adhere to IBM’s management and HR policy by
ensuring that:
− They are assigned appropriate project management position
codes as they enter and grow in the profession.
− You understand and comply with HR requirements specific to IBM
Professions. See 1.7.3. Profession-related HR Policies for a
7
review of HR policy requirements.
Stay current with what’s new, what’s changed, and what’s important
in the PM profession.
− Take the Knowledge Refresh for Project Management
Professionals each year, a short e-learning offering that provides
an update of the profession.
− Become familiar with the PM Knowledge Network (PMKN) and
participate in your professionals’ sharing.
− Familiarize yourself with the Enterprise Project Management
initiative, and what it means to IBM, to you, and your
professionals.
2.2.3 The mentor
"I expect you to take on self-renewal of your own skills, help attract
and retain new talent, and mentor that talent once it is here at IBM."
Lou Gerstner, May 2001
Mentoring is a key factor in successful employee professional

development. It occurs when two people work together to achieve
specific objectives for growth and development. The roles involved are:
The protégé …the person who is less experienced or new to the
profession, and who is actively seeking guidance.
The mentor … the person who has the profession-specific skills,
knowledge, and experience that the protégé wants to acquire, and
who provides guidance.
An important aspect of a project management professional’s skill is the
ability to apply good project management practices in any situation.
Professionals develop the majority of their ability by performing project
work and gaining experience (sometimes through scars) that can be
applied to new situations, commonly known as OJT (on-the-job training).
A mentor with specific profession-related skills can provide invaluable
assistance and accelerate the process.
While there are several general mentoring programs and approaches
available within IBM, the profession has developed a skills-focused
mentoring program in which a certified IBM project management
professional serves as the mentor. Because experiential learning is an
important component of success in the profession, this type of mentoring
is important to advancing within the profession. Education can only do so
much.

The roles involved
Specifically, the role of a profession mentor is to:

Assist the protégé in developing a plan for developing project
management skills.
Provide or direct opportunities for experience-based learning related
to the profession.
Provide coaching and feedback to protégé and to his/her manager.
Validate that the protégé has met the required skill levels originally
set as a goal.
While mentoring another project management professional is a major
investment of time and expertise, it is also a privilege and a responsibility
with potential for significant personal and professional reward. In addition
to tangible giveback credit, the time spent with a protégé is also a
learning experience; the ideas generated and the questions raised help
to increase your own skills and expertise in the profession.
A Project Management Profession Skills Mentoring Guide has been
developed to facilitate this type of mentoring. This type differs from
traditional career mentoring in that:
It focuses on developing and enhancing skills specific to the practice
of project management in IBM.
It provides a project-based framework for mentoring by defining
specific resource relationships (roles and responsibilities), durations,
deliverables, and completion criteria.
As a reminder, mentoring qualifies as giveback. See
6.3.1.3. Professional contributions: giveback activity for information.
7
2.3 The tools involved

In addition to information available in this guide, IBM has a wealth of
career-related tools.
The profession recommends the following tools for your review and on-
going use. Check with your manager to determine which ones your
business unit or geography use.
2.3.1 CareerPlanner
For general career planning, CareerPlanner is a web portal that provides

strategic guidance to help you determine:
Where you want to go within IBM.
How you will get there over the course of your IBM career.
This tool is especially useful for general, non-profession related career
planning. It also provides recommendations for general, tactical, career-
based activities that you, your manager, and your mentor may use each
year to help in your general professional development. In addition, it
provides direct access to selected information regarding the project
management profession.
2.3.2 Skills assessment tools
There are many skill requirements important to your success in IBM.

General professional and information technology skills necessary for
successfully performing IBM work
Skills specific to a profession
Skills specific to a geography, organization, or business unit
The Professional Development (PD) Tool is used increasingly to support
skills assessment, but other tools may be deployed in your business unit-
see your Manager, HR or local PM Profession Leader for guidance, if
your are unsure.
2.3.2.3 Project management skills assessment focuses specifically on
project management skills.
2.3.2.1 Professional Development Tool
The Professional Development (PD) Tool has being deployed by IBM

Global Services organization. It has the functionality to review and select
skill development activities to close gaps that are identified.
For further guidance and recommendations regarding tool use, please
see your manager.

The tools involved
2.3.2.2 Project management skills assessment
Project management skills … their development, enhancement, and

assessment … are a key focus for the profession. Two major profession-
specific skill sets are highlighted in this guide.
Basic project management skills, common to professionals across all
IBM organizations and geographies.
Specialized skills to enable successful management of specific areas
of IBM’s business.
Two tools are available to help you determine your project management
skills; however, they are used for very different purposes.
Skill templates
The profession maintains basic and specialty skill templates that are
most frequently used to validate a professional’s ability to meet a specific
milestone’s minimum skill level requirements.
Basic project management skills are assessed using the PM Basic
Skill Template
PM specialty skills are assessed using skill templates for each
specialty.
For further information regarding specialty skills, 1.6.3. Declaring a
7
“specialty”.
Each template defines skill and proficiency requirements. The proficiency
requirements are specific to a profession milestone. For example, for the
skill “Develop a Risk Management Plan,” professionals at the Associate
and Advisory levels are expected to perform at a “3” level, Senior at “4,”
and Executive at “5.”
As self-assessment tools, you may use these templates in several other
ways…at any time you wish.
At profession entry, use the basic template to help you determine
your position along the career path continuum.
As you select a milestone as your goal, use the template(s)
appropriate for that milestone to accurately identify skill gaps. Then
establish and execute action plans to close those gaps.
Project Management Self-Assessment Tool (PMSA Tool)

This on-line self-assessment tool is most frequently used to help
determine a professional’s ability to successfully pass the “Review for
Experienced Project Managers” course. This course is a major activity in
the experienced professionals' equivalency path, an equivalency to
completing Basic education requirements.
The tool was specifically developed to:
Help determine which, if any, Basic PM curriculum courses should
be successfully completed prior to taking the review course.
Help assure the value of IBM's investment and protect the
educational experience of other course participants.
The questions in the assessment tool are aligned with the teaching
objectives of the review course and are based on exit skills required for
successful course completion.

The tools involved
2.3.3 Personal Business Commitments (PBC)
Personal Business Commitments (PBCs) are your yearly “management

by objectives” agreement with IBM. You and your manager set clear-cut
work objectives that align with those of your business unit. These
objectives should include specific profession-related commitments that
are:
Directly connected to or critical to achieving business goals.
Targeted at increasing your profession skills and experience.
Used to close gaps that have been identified in your skills,
experience, or education.
PBCs focus on demonstrated behavior, and the profession has created a
matrix of sample PBCs for your use. Defined by level of experience,
these include such activities as:
Completing a project management course critical to your
development.
Documenting and submitting, “lessons learned” from a project as IBM
intellectual capital.
Completing project or program work in an area you have identified as
a gap.
Because PBCs are your business commitments, they are evaluated by
your manager as part of your yearly performance review. Your ability to
successfully complete those objectives not only helps advance your
career but also has a direct effect on your ability to successfully compete
for a promotion
2.3.4 Individual Development Plans (IDP)
Your Individual Development Plan (IDP) helps you set objectives to

support personal career development and help you achieve your PBCs.
It also provides a framework for optimizing your learning activity so that
you can efficiently close profession and other developmental gaps.
The same matrix used for PBC development may be used to develop
IDP objectives. Your plan should include a variety of near- and longer-
term activities, such as self-study, mentoring, coaching, e-learning, and
classroom options.
Activities documented in an IDP are not directly evaluated in a
performance review.
While successfully executing your IDP doesn’t directly influence a
promotion or raise, it does help you focus on advancing your career and
making the best use of your time and abilities.
2.3.5 The Professions Certification Tool
The Professions Certification Tool … often referred to as the “certification

tool” or “cert tool” … is a Lotus Notes tool to help you document project
management skills, education, and experience. It also simplifies
submission of your approved milestone packages. Initially developed by
the profession in North America for project management use, the tool
has been adopted by all major IBM professions and is now being
deployed worldwide.
The tool was developed to support certification, but professionals are
encouraged to also make use of it for Accreditation (Associate and
Advisory PM), but note the following specific guidance in this area.
Templates and Workflows for Accreditation are not available in the tool
currently - the softcopy (Word) Accreditation template on the PM/COE
website should be used to support Accreditation.
Once Line Management has approved the case, the candidates should
request access to the tool, and use it as a repository for the information
gathered on skills, experience and education (including any project
profiles).
This is the first step in preparing the eventual certification case, and
should save time and effort at that stage.
Click on this link for information about acquiring the Professions
Certification Tool.

Achieving profession milestones: a high level approach
2.4 Achieving profession milestones: a high level approach

A graphical summary of a general approach for achieving profession
milestones is shown in the next figure. You are the driver …and you
need to actively involve your manager and mentor.
Identify your profession milestone

Develop your PM
milestone plan
Review milestone requirements

This step is
discussed in more
detail in “3 –
Developing your
profession milestone Perform self assessment and determine gaps
plan””.
Develop action plan to achieve milestone
Achieve your
profession
Execute profession milestone plan
milestone
This step is Validate and document fulfillment of

discussed in more milestone requirements
detail in “4 –
Achieving Associate
and Advisory
profession Finalize documentation and verify completeness
milestones” and
”5 – Achieving Senior
and Executive
profession
Submit documentation
milestones”. for approval
This approach is neither rigid nor proscriptive. Rather, it provides

guidelines to help you take steps in your career progression.
Developing your profession milestone plan

plan
In this chapter, we focus on the first step to achieving

Develop your PM
your profession milestone … developing your plan. milestone plan
The work you do here sets the stage for answering the
question, “What do I need to do to achieve my goal in
the project management profession?” Once you have
developed a plan for the goal appropriate for you,
4. Achieving Associate and Advisory profession
8
Achieve your
milestones or 5. Achieving Senior and Executive
8
profession
milestone
Profession milestones” will provide further guidance to
execute your plans and achieve your goal.
3.1 The step at a glance

The following diagram summarizes what is involved in this step.
Identify your profession milestone
Review milestone requirements
Perform self assessment and determine gaps
Develop action plan to achieve milestone
We will discuss each activity in the following sections.

Completing the step
Note
There is a lot of information in this chapter.
Depending on your working style, you may wish to print some or this
entire chapter. That way, you can make notes about your
accomplishments, check off requirements you’ve met, jot down
questions, and so forth. For printing tips, see 0.5.3. Tips for printing.
8
These annotations will help you develop the plan to achieve your
profession milestone.
3.2 Completing the step
Procedural note
The first two activities in this step may/may not be important to you,
depending on your current status:
• If you are considering project management as a profession or are a
new entrant, begin with 3.2.1. Identify your profession milestone and
8
complete the entire step.

• If you are a professional hire into IBM or have already achieved one
or more milestones in the profession, you may already know your
goal. Therefore, go directly to 3.2.2. Review milestone requirements.
8
Important points As you read through this chapter, you will occasionally see the
“attention” symbol, shown at the left.
This symbol is intended to draw your attention to important information
! about various requirements. Be sure to review this information … it might
be applicable to you.
3.2.1 Identify your profession milestone
If you are considering project management as a profession, your

objective in this activity:
Answer the question “Is the Project Management profession for me?”
If you are already in the profession, your objective in this activity is:
Identify your current profession goal.
3.2.1.1 People new to the profession
If you are considering project management as a profession, you need to

give it serious thought … just as you would any other profession move.
Basically, you need to do research and talk to others ... and think about
the answer to the question, “Is the profession for me?” Using this guide
and tools such as Career Planner help in this activity. (See
2.3.1 CareerPlanner for additional information.)
8
To start your thinking, here are some questions to ask yourself.

1. What about the project management profession is attractive to me?
2. What traits do I possess that:
− Would help me succeed as a project management professional?
− Might interfere with my success?
3. Where am I professionally within IBM?
4. How does a career in project management fit into my long-term
plans?
5. Who in the profession could I talk to?
Here are some questions to ask others. In addition to validating your
responses to the previous questions (particularly 2, 3, and 4), use these
questions to facilitate discussion with your manager, mentor, and others.
1. Given the current business environment, would you recommend a
career in project management? Why? Why not?
2. What should I do in the near term to:
− Help me make a more informed decision about the profession?
− Improve my chances of success in the profession?

Completing the step
Here are some additional recommendations.

Talk to your manager about your career goals, your interest in the
profession and the current need for project management
professionals in your business unit
Observe a certified professional for a few days to see, first hand,
what is involved in the job.
Participate in key project-related activities and meetings where
possible.
Once you determine that you want to become part of the profession, your
first milestone is likely to be Associate Project Management Professional.
3.2.1.2 People already in the profession
If you are already in the profession, identifying your milestone goal is

quite straightforward.
If you are already in the profession at IBM and have achieved at least
one profession milestone, your goal is obvious … the next milestone
in the career path. See 1.6.1. Career milestones in the profession.
8
If you are a professional hire into IBM or you are entering the project
management profession as an experienced IBMer, your current title
and level gives you an indication of the most likely milestone.
Reviewing milestone requirements might be helpful in clarifying the
appropriate goal for you. See 1.6.4 Accreditation and initial
certification: requirements summary.
If you have any questions, please see your manager.
3.2.2 Review milestone requirements
Your objective in this activity:

Develop a clear understanding of the requirements you need to meet
for the milestone you have identified.
This step involves two activities:

Review the requirements for that milestone.
Think about your ability to meet the requirements, in preparation for
identifying the gaps you need to fill.
Requirements are described in the remainder of this section. If you wish
to “jump ahead” to specific requirements, click on the appropriate link.
For skills, 3.2.2.1. Skills
8
For résumé, 3.2.2.2. Résumé

8
For experience, 3.2.2.3. Experience

8
For education, 3.2.2.4. Education

8
For knowledge, 3.2.2.5. Knowledge

8
For projects, 3.2.2.6. Projects

8
For giveback, 3.2.2.7. Giveback
If you would like to review the complete requirements table, see

1.6.4.1. General requirements.
8

Completing the step
3.2.2.1 Skills
Skills development is the foundation of the profession. As a project

management professional, you need to demonstrate strong skills in basic
project management and in one or more specialized areas of IBM’s
business. (See 1.6.3. Declaring a “specialty” for information about
8
specialties.)
The profession has developed skills templates to help you assess your
skill proficiencies. Minimum proficiencies levels are defined for each
profession milestone
All milestones require you to assess yourself against these by
completing a skills assessment in the preceding 12 months, using the
skills assessment tool recommended by your geography or business
unit. For certification, the on-line Certification Tool will automatically pick
up the assessment.
Please see your manager for questions regarding skill tools for your
business unit or geography.
Preliminary skills In order to understand how you “measure up” against the skills required
assessment for your goal, it is important to do a preliminary skills assessment early in
your planning.
! For each skill template required for milestone you have identified:
Download the following.
− The “Basic PM Skill Template” and the “Basic PM Skill

Definitions”.
− The “specialty skill” template(s) and the corresponding definitions,
if appropriate.
− The proficiency definitions.
Review these templates and definitions, to assure that you
understand what the various skills encompass.
Assess yourself skills against the requirements for your desired
profession milestone, noting gaps.
Review your assessment with your manager and mentor.

Completing the step
3.2.2.2 Résumé
A current résumé is an important aspect of managing your career and

communicating your expertise within IBM, to your customers, and to
marketplace. It is a record of your:
Significant accomplishments.
Experience.
Educational qualifications.
Awards and recognition.
Participation in professional organizations.
Other pertinent information about your capabilities.
The quality and accuracy of this information can be a factor in
determining whether you are selected for a project.
Reviewing or creating You most likely have a résumé of some kind. Review and update it
your résumé based on your most recent (or relevant) professional activities. Then
review it with your manager and mentor.
! Several résumé tools are available to help you create or update a

professional résumé. Check with your manager to determine which tool
is used in your organization.
3.2.2.3 Experience
The profession requires that you meet minimum requirements for two
major categories of experience:
“Project management experience” refers to the number of years you
have performed in the role of leading projects. This requirement
begins at the Advisory level, and can include experience prior to
joining IBM.
For a definition of “project”, see 1.6.4.2. Definition of projects.
8
Technical/industry/business experience” refers to the number of

years you have performed technical, industry, or business-related
activities other than project management.
Experience
To qualify as “project management experience”, you need to have
! performed the project management role
The additional (2years) project management experience
required at the Executive PM milestone should be gained
through management of, or significant roles on complex
projects or engagements – see 3.2.3.2 The Executive PM Job
Description
“Architectures” and At the Senior milestone and higher, technical experience requirements
“major product become more specific. They include experience with at least one
technologies” “architecture” and one “major product technology”.
Examples of “architectures” Examples of “major product
! include: technologies” include:
Mainframe Java
Client/server C++
e-business WebSphere

Completing the step
Industry applications
Non-IBM experience If you are new to IBM, be sure to adequately reflect the experience you
gained prior to joining the company. This external experience helps you
bring different … and perhaps unique … perspectives to the profession
!
in IBM.
3.2.2.4 Education
IBM has made a significant investment in project management education

to ensure that IBM project management professionals become and
remain up-to-date with IBM project management methods, tools, and
techniques. This education, coupled with mentoring and experience, is
the foundation for project management skills development and growth.
As shown in the table above, there are three types of education
requirements.
Basic project management education
The PM Basic Education provides the foundation for basic skills
development in the Project Management Professional profession. It
integrates generic industry project management information with IBM
methods, tools, and processes, and focuses on the way in which IBM
implements these elements in its day-to-day business.
You may want to print roadmaps for the Basic PM curriculum and
the Methods and Tools Cluster, and annotate the coursework that
you have completed.
Professional hires If you are a professional hire, you may already have completed some
amount of project management education. If this is true for you,
review the “Experienced professionals' path” for possible equivalency
! options.
GBS Candidates All GBS Candidates must complete the Zentoria II – Introduction to
the Seven Keys to Success class.

Completing the step
Specialty project management education

Each specialty has a list of recommended courses to help you
develop skills in that specialty. The profession requires a minimum of
16 hours of specialty education per specialty. (The specialty itself,
however, may require more education.) Courses other than those on
the list may also count toward specialty education requirements.
However if you use courses not on the list please check with the
Subject Matter Expert listed for the specialty and include a brief
statement of why you feel these courses apply to your specialty area
in the Additional Documentation Section of your package.
Click here to review specialty education requirements. You may also

want to print the list of available courses for your specialty, and
annotate those you’ve completed.
Currency education
All PM professionals prior to certification are required to maintain
education currency by taking, on average, 40 hours per year of
project management education. It is met by taking project
management courses required to satisfy the Basic PM curriculum,
specialty education, and/or continuing education requirements.
To provide certified professionals increased flexibility; the currency
requirement is 60 hours over three years plus the Knowledge
Refresh course, for level moves and Recertification (and is called
"continuing education"). Professionals seeking level-move milestones
are to pro-rate that requirement, based on the number of years since
initial certification and/or most recent recertification.
Application of the The currency requirement applies to you if:
currency requirement
You have completed the Basic PM curriculum training more than 12
months prior to submitting your qualification package for any
! profession milestone above Associate. (40 hours annually)
You are submitting a “level move” or recertification package. (20
hours annually, plus the Knowledge Refresh course.)
To meet this requirement for initial certification, you are expected to

complete 40 hours of project management-related education within the
12 months prior to package submission. These 40 hours of education
should be distributed as follows.
Self-study and other informal education (maximum of 16 hours). This
includes conference or seminar attendance, reading relevant
literature, etc. You need to demonstrate that these activities enhance
or build your capabilities and effectiveness as a project management
professional.
Completion of the Knowledge Refresh for Project Management
Professionals e-learning offering
Formal IBM project management-related education (minimum of 20

hours). This includes courses:
− From the project management curriculum which includes “Project
Management Enabling” (excluding the Knowledge Refresh) and
“Program Management” Education
− From your specialty’s list of courses.
− That your business unit specifically designed for project
managers
Level moves and If you are applying for level move, note that this requirement is the same
recertification as the requirement for continuing education for recertification … an
average of 20 hours per year.
3.2.2.5 Knowledge
To validate basic project management knowledge and expertise against

a widely recognized external standard, the profession requires those
seeking Senior and higher profession milestones to pass the PMI Project
Management Professional (PMP) exam. For information about the exam,
see 1.8.1. The Project Management Professional examination.
8
As part of your preparation, the profession recommends that you obtain

PMI’s Project Management Book of Knowledge (PMBOK) Guide as soon
as possible and become familiar with it; it is the basis for the PMP exam.
In addition, it was one of the resources used to develop IBM’s Worldwide
Project Management Method (WWPMM).
Familiarity with PMBOK Guide concepts and terminology contributes to
your basic knowledge of project management. Because of the wide
recognition of PMI and its work, familiarity with this information also helps
you communicate more effectively with your customers, your team, and
the general marketplace.
If you have already passed the exam, you have completed this
requirement. You simply need to provide evidence to the Certification
Board that you have passed the exam.

Completing the step
3.2.2.6 Projects
The projects that you submit for milestone achievement need to meet
these requirements.
There are several points to remember about the projects that you submit
as part of your package.
Definition of project Each of the projects that you document and submit needs to satisfy the
definition of a “standard” project. To review this definition, see 1.6.4.2. 8
! Definition of projects.
As a general rule, most projects being considered for certification profiles
should have been executed within the last five years. Projects older than
this may not reflect use of current methodology, tools and supporting
materials; references may be difficult to verify. Projects greater than 10
years old will not be considered unless approved by your Geography
PM Profession Leaders
All projects profiled must be a minimum of six consecutive months in
duration. Should a project have gaps between phases awaiting funding,
this must be explained and justified in your package.
Alternative Criteria for…. Total Person resource required over six month duration
5 Full Time Equivalents (FTE) 30 Full-Time Equivalent person months (FTE’s must not go
below a minimum of 3 in any given month)
Responsibility and For each project that you profile and submit, you need to have:
accountability
Been accountable for scope, cost, schedule and deliverables.
Had the authority to retain or dismiss individuals from the project or
! program directly or indirectly (via recommendations to management).
For the Executive PM milestone, two years of experience of
managing complex projects or engagements is required. The
additional project profile should illustrate the required experience at
this level. see 3.2.3 Executive PM Certification
Non-IBM experience Project Management experience gained prior to joining IBM is
recognized by the Profession for Qualification purposes (and indeed
! brings other, perhaps unique, perspectives to the Profession and IBM) -
for certification, a minimum of one IBM project is required.
Projects that do not You may have substantial experience managing projects … but some of
meet requirements your projects may appear not to meet the requirements shown above.
such as duration, For example, you have:
FTE, etc.
Managed a group of smaller projects, which together, might meet the
requirements for a “standard” project.
! Managed programs as a program manager - programs are included
in the ‘standard project’ definition used for PM Qualification.
Managed a project whose data is inaccessible or unavailable.
If any of the above applies to you, see Appendix B, B.2.1. Package8
annotation for inaccessible or unavailable project data or B.2.2.

Equivalency for multiple projects for further detail, as appropriate.
The (one) project required at Advisory PM stage should normally be one,

which meets the requirements of the ‘standard project’ definition, but
cases based on equivalent experience can be made, and will be
considered on their merits, including PM Roles (e.g. Bid Manager, QA,
PO Management).

Completing the step
Project phases The ability to demonstrate experience in managing projects across all
phases of a project is critical to Senior and above milestone
! achievement.
For purposes of the “project phases” requirement, phases are defined
as:
Concept Initiating
Solution design Planning
Or equivalent activity Executing
Controlling
Closing
The list on the left reflects proposal activity or equivalent. The list on the
right identifies traditional project phases that apply to all types of
projects, regardless of their content (proposal or delivery).
Business For Senior milestones and above, you need to have been involved in at
development least one project focusing on proposal, concept, or solution design.
projects
For the Senior milestone, you need to have at least participated in
such a project.
! For the Executive milestone, you need to have managed such a
project.
Overlap of Some overlap in calendar time is allowed among projects you plan to
projects, profile and submit. However, each project must have its own distinct
in time team, deliverables, plan, and financial measurements.
Collectively, the projects that you profile need to represent:
! 18 unique calendar months for the Senior milestone.
24 unique calendar months for the executive milestone.
Projects not As a project manager, you may have managed a “project” that does not
meeting the appear to meet the definition of a “standard” project. For example:
definition of a
It did not have well-defined start and end dates.
“standard”
project It was not a temporary undertaking.
It did not have a well-defined scope or deliverables.
!
Typical examples of such activity include:
On-going maintenance and support activity.
Lifecycle management of a HW/SW product.
Such activity as a whole may not provide the basis for a “project” which
meets the criteria, but could very well contain individual projects, which
do meet the criteria; for example, a significant change, transition or
implementation project.
If you would like to submit such a “project” as part of your package (for
example, a project within an on-going maintenance and support or
lifecycle management contract), you need to review it and have it
approved by your Profession Leader before you document and submit it.

Completing the step
3.2.2.7 Giveback

least two instances of Giveback activities that demonstrate a contribution
to the Profession. Giveback is defined by the PM/CoE as an activity that
is above and beyond your normal job responsibilities and benefits the
IBM PM community in some way. Examples of valid Giveback activities
include:
− Instruction of PM related courses
− Enhancing fellow PM practitioner skills through mentoring of non
team members.
− Chair assignments
− Profession- Sponsored Activities
− Perform QA activities - Peer project reviews(PMRs)
− Serving as a SME for creation and/or evaluation of PM training or
education
− Presenting at PM conferences or PM community activities
− University Relationships that further IBM's image
− Producing and sharing PM related IC
3.2.3 Executive PM Certification
3.2.3.1 Differentiation from Senior PM Certification
The Senior PM (SPM) certification milestone requires Project

Management professionals to have a sound general level of PM
competence demonstrated through a successful execution of managing
projects (or significant components of more complex projects).
At the Executive PM (EPM) milestone, Project Management
professionals are expected to have a similar track record of success, but
show considerably more depth of experience through managing larger
and more complex projects or engagements.
Differentiation is set out in detail in the Job Descriptions (see ‘Career
Planner’) and the proficiency levels listed in the skill template for
Executive PM.
For both SPM and EPM, the criteria should be viewed as minimum
requirements.
3.2.3.2 The Executive PM Job Description
The respective PM Job Descriptions for SPM and EPM are similar in
many respects. However, the differentiation is significant, including:
Differences in scale and complexity on skills and knowledge (e.g.
projects vs. complex projects, knowledge vs. expert knowledge,
specific skills or knowledge vs. mastery, etc.).
EPMs are also required to demonstrate significant levels of business
knowledge, leadership skills and be able to operate at a more
strategic level. An EPM has extensive working knowledge of IBM
strategy and must be able to apply that understanding to influence or
guide project stakeholders. They have professional mastery related
to the application of the PMI process groups. They plan and conduct
complex negotiations reaching lasting agreements and commitments.
They should anticipate future customer, industry and business trends
while applying this understanding to complex problems to meet
project objectives. They should be able to articulate a vision of long
term IBM, industry, business and technology directions, which guides
business area strategy, and be recognized as an expert by
organizations globally within IBM, by customers, and supplier
organizations.
EPMs should also be recognized by their peers, the business and
their clients for their leadership, business acumen and expertise in
the application of PM principles and practice.

Completing the step
3.2.3.3 Other considerations
In 1.7 - Profession milestones and promotion each PM Profession

milestone is shown as a mandatory prerequisite to the corresponding
PRG or Salary band. The PM Job Descriptions and skills template are in
broad alignment with the corresponding band.
Exec PM is a very significant achievement and a prerequisite to
promotion to this band. As with the other profession milestones,
attaining Executive PM certification is in no way a guarantee of
promotion. For promotions, the business is responsible for assessing
need, opportunity and timing, based on many criteria of which Executive
PM certification is just one.
3.2.3.4 Approving and Assessing Executive PM Certification

Packages
To assist PM Professionals, and help Boards interpret and apply the

guidance and ensure consistency, and to support Managers and
Executives in approving Executive PM certification packages, the
following summarizes the essence of the requirements for the Executive
PM milestone.
Executive PMs are required to have a minimum of 5 years experience of
Project Management, at least 2 years of which are operating at the level
set out in the Executive PM Job Description and the PM Basic skill
template:
overall responsibility for, or a leading role in managing complex
projects/engagements
program management knowledge or experience
mastery of PM processes, techniques and methodologies
sound business skills and acumen, including
- working knowledge of IBM strategy
- expert knowledge of business unit mission and processes
- extensive knowledge of the market segment and industry and
technology trends
leadership and influence at strategic level
significant financial responsibility
Further details are set out in the job description and skill template.
Additional guidance on the interpretation of ‘complexity’ is provided in
section 3.2.3.5.
To assist the Board and certification package reviewers, candidates
should annotate their resume (or CV) to highlight the experience which is
being cited as ‘managing complex projects/engagements’, or provide
supporting information/statement in the ‘Additional Documentation’
section of the on-line Certification Tool template - alternatively,
candidates from other business units can also use the sample complexity
checklist/template either as a reference or to provide evidence of

complexity.
3.2.3.5 Defining Complexity
Managing complex projects or engagements is a critical element of the

skills and experience expected of Executive PM professionals.
Complexity is a reflection of many individual characteristics, which can
by themselves each indicate increased complexity, but it is really the
aggregation of these factors (or sources of complexity) which result in
one project being viewed as more complex than another. Increased
complexity almost always results in increased levels of risk (and
exposure to IBM).
These sources of complexity typically fall into a small number of
categories:
Commercial or contractual arrangements e.g. IBM responsibilities,
other parties involved, type of contract, financial exposure (client and
IBM) or penalties
Nature of the Project and outcomes e.g. project goals, complex or
emerging technology, deadlines, dependencies
Client attributes and relationships e.g. level of change, business
impact, client skills
Team attributes e.g. Team size, diversity, geography, relevant skills
and experience.
It is typically the presence of many of these attributes that determines
complexity. Individual factors e.g. team size are not necessarily
determinants of complexity - some projects with very large team sizes
may involve a relatively simple solution or proposition, and the converse
is also true. However, factors like team size (or Total Contract Value)
often reflect the other attributes and factors present, and are thus
potentially useful indicators of complexity or at a minimum serve as
useful pointers for reviewers.
The additional project profile required for the EPM milestone indicates a
minimum of 20 FTEs currently. This should be viewed as the minimum
level for the required project experience at this level, and most Executive
PMs will be managing considerably larger teams - reviewers should look
for evidence of considerable complexity in other areas where the team
size is close to the minimum.
3.2.3.6 Assessing Complexity
At the Executive PM milestone, the Boards should look for evidence that
the candidate’s experience and project profiles exhibit many of the
characteristics outlined, with a significant level of exposure inherent in
each.

Completing the step
The PM Profession does not advocate or define a specific model,

checklist or tool in this area, and recognizes that judgment is inevitably
inherent in the Board validation process, and that the Boards are
sensitive to the specific needs of the business units represented by their
constituency.
However, there are a number of models used by individual
constituencies, which illustrate how the concepts outlined above might
be applied in practice. A brief outline of each of these two models is
provided below. Other models exist, and may offer additional insights;
however, the models illustrated can be extended or adapted for use in
other business units or geographies.
(i) Sample Complexity Factor Checklist :
Commercial/Contractual factors
Responsibility for other contractors’/other vendors’ efforts, or for
implementing direction without direct supervision or management
participation
Scope of the project is enterprise-wide, many business units, and
many functions.
Nature of Project Objectives & Outcomes
Complex/uncertain project goals and or project outcomes
Sponsor has not secured commitment of executive leadership to the
project
High level of integration of technology within the project or as a result
of the project.
Client Attributes
Project has significant impact on the client’s ‘bottom line’ or impacts
external suppliers/customers
Cultural change required within client is extensive and/or resistance
to change is very high
Client is unsophisticated in terms of project discipline (e.g. use of
consultants, honoring commitments, resolving issues, delivering
when they agreed to)
Team Attributes
Team is cross-functional or multidimensional
Project team is large (>30)
Majority of team members lack experience in the methods being
used on the project
(ii) Business Transaction Type (BTT) used by Europe Services

This model is used in Europe (Services) and more recently in other
geographies to assess the level of complexity and risk inherent in
individual proposals, and thereafter by QA and the business units to
determine the level of reporting and review required during the life of the
project.
In simple terms, the model is based on identifying the number and nature
of commitments requested or expected by the client (and within these
any which might prove challenging to fulfill), along with other factors,
which indicate complexity or potential exposure to IBM.
Commitments
Code development or application porting
Fixed Price Services (excl. standard maintenance, approved
offerings, stand-alone Consulting)
Critical delivery date with respect to the customer’s business
Customer unique functionality
Performance guarantees
Subsequent benefits
Deviation to service provider quality standard
Challenging SLA
Other factors
Contractual Terms and Conditions
Subcontractor dependencies
Services value (revenue)
Employee transfer requirements or entitlements
Other (e.g. Top opportunity, investment case, multinational,
unannounced products)
Level of risk
Using a spreadsheet template, a score (of 1-5) is derived, with 5

representing a high level of complexity and potential exposure to IBM.
The size of the contract (revenue) has an increasing bearing on the
overall score, and the clip level used is the same as that for the WW
‘Selected projects’ metric (i.e. Selected Projects are BTT 4 or above). .
For the purposes of assessing Executive PM candidates, reviewers
should either look for evidence that the experience cited was on projects
at BTT 4 or above, or alternatively apply the factors in a more subjective
way.

Completing the step
3.2.2.7 Giveback

least two instances of Giveback activities that demonstrate a
contribution to the Profession. Giveback is defined by the PM/CoE as
an activity that is above and beyond your normal job responsibilities
and benefits the IBM PM community in some way. Examples of valid
Giveback activities include:
− Instruction of PM related courses

− Enhancing fellow PM practitioner skills through mentoring of non
team members.
− Chair assignments
− Profession- Sponsored Activities
− Perform QA activities - Peer project reviews(PMRs)
− Serving as a SME for creation and/or evaluation of PM training or
education
− Presenting at PM conferences or PM community activities
− University Relationships that further IBM's
− Producing and sharing PM related IC
3.2.4 Perform self-assessment and determine gaps

Use the previous requirements section to self-assess your
qualifications for the desired milestone.
Determine the gaps you need to close to achieve your milestone.
Review the above with your manager and mentor to gain their
perspective and commitment to provide opportunities to close
identified gaps.
To develop a plan to achieve your milestone, you need to:

Complete a self-assessment of your project management
qualifications as they compare to your milestone’s requirements for
skills, education, experience, and knowledge.
Identify the gaps between your qualifications and those requirements.
Use that analysis as the basis for developing a plan to increase your
project management expertise and close those gaps.
As you worked through the previous sections of this chapter, you
probably were doing this assessment and gap analysis, at least
informally.
Before you begin planning, you may wish to make more detailed notes
about “where you are” with respect to “where you need to be”. You can
then review these notes with others, gain their perspectives, and move
forward with your planning.

Completing the step
3.2.5 Develop action plan to achieve milestone

Develop a plan to complete the requirements for the profession
milestone you have now validated.
Review this plan with your manager and gain concurrence.
At this point, you should be able to answer basic questions as input to

your milestone achievement plan.
Skills
Do you need to improve your skill levels in basic project management
and your specialty? If so, on which skills do you need to focus?
(The profession’s skills mentoring program is particularly useful in
this area.)
Résumé
Do you need to prepare a résumé? Update an existing one?
Experience
Do you need to acquire additional project management experience?
Do you need to acquire additional technical, industry, or business
experience?
Are there “experience” equivalencies that you and your manager
should consider?
Education
Do you need to complete any courses? If so, which ones?
Are there “education” equivalencies that you and your manager
should be considering?
Knowledge
Do you need to prepare for and pass the PMI exam?
Projects
Do you need to gain additional project management experience to
meet the requirements for your milestone?
Here are some additional tips to keep in mind as you develop your plan.
Important dates Be aware of key dates that will influence your planning.
“Board dates” and “package due dates” for certification-level
! milestones.
Availability and dates of coursework that you need to complete.
Schedule for the PMI PMP examination.
Using tools Make effective use of the available tools to help you both develop and
execute your plan.
! Professions Certification Tool (for professionals in geographies
where this tool is available)
If you are not already using this tool, obtain it and begin using it as
soon as possible to document your education and experience.
Certification or recertification templates (for professionals in
geographies where “the tool” is not available)
Other tools, such as the PBC, IDP, and various assessment tools.
See 2.3. The tools involved.
8
Manager and The plan you develop should reflect recommendations and agreement
mentor input from your manager and mentor.
Gain their commitment to:
! Support you.
Authorize project assignments and education to enable you to
achieve your plan, where necessary.

The next step
3.3 The next step

Now, it is time to execute your plan.
If your goal is to achieve an accreditation milestone in the project
management profession, continue to 4. Achieving Associate and
8
Advisory profession milestones.

If your goal is to achieve a certification milestone in the profession’s
career path, continue to 5. Achieving Senior and Executive
profession milestones. .

4. Achieving Associate and Advisory
At this point, you have determined that your goal is

Develop your PM
either the Associate or Advisory milestone. You have milestone plan
developed a plan; now it is time to execute that plan.
We will first look at the step “at a glance”, and then
discuss the details.
At the end of this chapter, we present the approval
Achieve your
process for “accreditation” milestones. If you would like profession
to preview that information, see 4.3. The “accreditation”
8 milestone
approval process.

The following diagram summarizes what is involved in this.
Validate and document fulfillment of

milestone requirements
Finalize documentation and verify completeness
for approval
We will discuss each of these activities in the sections that follow.

Achieving Associate and Advisory profession milestones
4.2.1 Execute profession milestone plan
Your objectives in this activity:

Review and update your plan as required.
Execute your plan, until you have completed all requirements for your
milestone.
Keep your manager and mentor informed of your progress to help you
tune your action plan, as required.
Note: This activity and the next are carried out iteratively.
4.2.2 Validate and document fulfillment of milestone requirements

As you complete each requirement, gain mentor and management
feedback and validation.
Document completion of each activity or requirement as you fulfill it.
.
Note: This activity and the previous one are carried out iteratively.
We have provided tips in “Appendix A. Creating an effective package” for

your use as you document your requirements. If you have not already
reviewed these tips, read them now. Then you will know what you need
to consider when creating your package.

Completing the step
PLEASE NOTE!
Your objective is not to overwhelm reviewers with sheer volume and
bulk of information about your progress in the project management
profession.
Rather, your objective is to convince and demonstrate to reviewers,
via a well thought-out and carefully assembled package, that you
have met all requirements and have the skills, education, experience,
and knowledge required to achieve your milestone.
Validate your qualifications against requirements for your milestone as

follows.
4.2.2.1 Skills
To review detail about these requirements, see 3.2.2.1. Skills.

8
“Skills requirements” Have you:

checklist
Reviewed the “skills” requirements for your milestone?
Reviewed the proficiency definitions and appropriate skill definitions?
Assessed yourself against the appropriate skills templates?
See PM Basic Skill Template and appropriate PM specialty skill
templates, as well as Declaring a “specialty”
8
Met the “skills” requirements for your milestone?

If not, did you document an action item for your plan?
Reviewed the results with your manager and mentor?
Updated and documented the results of your assessment and
discussion, as appropriate?
See A.3. Skills for tips.

8
4.2.2.2 Résumé
To review detail about this requirement, see 3.2.2.2. Résumé.

8
“Résumé requirements” Have you:

check-list
Reviewed the “résumé” requirements for your milestone?
Reviewed and updated your existing résumé, or prepared a new
résumé, if necessary?
Reviewed your résumé with your manager and mentor?
Updated your resume, based on your discussions?
See A.4. Résumé for tips.

8

Completing the step
4.2.2.3 Experience
To review detail about these requirements, see 3.2.2.3. Experience.

8
“Experience Have you:

requirements”
Reviewed the “experience” requirements for your milestone?
checklist
− Project management experience
− Technical, business, or industry experience
Met the “experience” requirements for your milestone?
Documented the experience you are claiming?
Reviewed this experience with your manager and mentor?
Updated your documentation as a result of your discussions, as
appropriate?
See A.5. Experience for tips.

8
4.2.2.4 Education
To review detail about these requirements, see 3.2.2.4. Education.

8
“Education Have you:

requirements”
Reviewed the “education” requirements for your milestone?
checklist
− Basic project management
− Specialty
Determined with your manager or Profession Leader whether to
claim any “equivalencies” to meet these requirements?
Met the “education” requirements for your milestone?
Documented the education you are claiming?
GBS CANDIDATES ONLY - Have taken the Zentoria II – Introduction
to the Seven Keys to Success class
Reviewed this education with your manager and mentor?
appropriate?
See A.6. Education for tips.

8

Completing the step
4.2.2.5 Knowledge
This requirement does not apply at the Associate or Advisory milestones.
4.2.2.6 Projects
To review detail about these requirements, see 3.2.2.6. Projects.

8
“Project requirements” Have you:

checklist
Reviewed the “project” requirements for your milestone?
− Total number
− Durations
− FTEs
− Project phases covered
Met all of the “project” requirements for your milestone?
Prepared project profiles for each of the projects you are submitting?
Reviewed the project profiles with your manager and mentor?
Updated your project profiles as a result of your discussions, as
appropriate?
See A.8. Project profiles for tips.

8

Completing the step
4.2.3 Finalize documentation and verify completeness

Review your documentation for accuracy and completeness, ensure
you are comfortable with it, and improve it as required.
Read it as if you were your manager or mentor, and improve it as
required.
At this point, remember that the documentation you have developed:

Represents you … and needs to stand on its own.
Is a deliverable to your manager (and mentor) proposing that they
accredit you as having achieved the Associate or Advisory milestone.
Review your documentation, using questions such as:
Am I happy with this?
Does it represent me, the way I want it to?
Does it accurately reflect your ability to produce a high quality
deliverable, consistent with the level of skill and experience reflected
in the milestone you are seeking?
Then, review it from the perspective of your manager and mentor, using
questions such as:
Have I answered the questions? Have I demonstrated my ability to
meet specified requirements and create a quality deliverable?
Will it convince them, beyond doubt, that I have the required skills
and expertise to perform at this level so they will approve my
package?
In addition to gaining feedback and approval from your manager, pay
close attention to your mentor’s feedback. He or she has been through
the process and can help you fine-tune your submission.
To assist with these reviews, refer to the same tips you used earlier
(Appendix A. Creating an effective package) and pay particular attention
8
to A.10. When you have finished. This time, rather than using them as
8
tips for preparing documentation, look at them as things to think about as

you critique your own work.
4.2.4 Submit documentation for approval

Submit the package to your manager and mentor.
Monitor its progress and respond to inquiries as required.
Contact your Profession Leader to determine the correct procedure for

your geography, region or country.
4.3 The “accreditation” approval process

For Associate and Advisory milestone accreditations, your manager is
the final reviewer and decision-maker. He/she reviews your qualifications
and approves the project profile (if required). At that point, you are
accredited. Additional approvals may be required in some geographies.
See you local Profession Leader for guidance.
The Project Management Certification Board is not involved in these
milestone evaluations; however, your mentor can certainly coach you on
how the process and board work for later reference.

The step at a glance
5. Achieving Senior and Executive

Profession milestones
You may certify at any level initially, if you have met the
Develop your PM
requirements for that level. For example, you do not milestone plan
have to first certify at the Senior PM level to certify as
an Executive PM.
At this point, you have determined your goal is the
Senior or Executive PM milestone. You have developed
a plan; now it is time to execute that plan. Achieve your
profession
We will first look at the step “at a glance”, and then milestone
discuss the details.
At the end of this chapter, we present the approval
process for “certification” milestones. If you would like to
preview that information, see 5.3. The Project
8
Management Board Review process.

The following diagram summarizes what is involved in this.
Validate and document fulfillment of

milestone requirements
Finalize documentation and verify completeness
for approval
We will discuss each activity in the following sections.
Achieving Senior and Executive Profession milestones
5.2.1 Execute profession milestone plan

Review and update your plan as required.
Execute your plan, until you have completed all requirements for your
milestone.
Keep your manager and mentor informed of your progress to help you
tune your action plan, as required.
Note: This activity and the next are carried out iteratively.
5.2.2 Validate and document fulfillment of milestone requirements

As you complete each requirement, gain mentor and management
feedback and validation.
Document completion of each activity or requirement as you fulfill it.
least two instances of Giveback activities that demonstrate a
contribution to the Profession. Giveback is defined by the PM/CoE as
an activity that is above and beyond your normal job responsibilities
and benefits the IBM PM community in some way
.
Note: This activity and the previous one are carried out iteratively.
If the Professions Certification Tool is available in your region and you

are not already using it, you should obtain a copy as quickly as possible
and familiarize yourself with it. If it is not available, obtain the Certification
Template from the PM/COE website.
When you’re ready to begin documenting, select the “Senior Project
Manager” menu item and enter your information into the applicable
sections.
We have provided tips in “Appendix A. Creating an effective package” for
your use as you document your requirements. They are useful whether
you are using the “certification tool” or a template. If you have not already
reviewed these tips, read them now. Then you will know what you need
to consider when creating your package.

Completing the step
PLEASE NOTE!
Your objective is not to overwhelm reviewers with sheer volume and
bulk of information about your progress in the project management
profession.
Rather, your objective is to convince and demonstrate to reviewers,
via a well thought-out and carefully assembled package, that you
have met all requirements and have the skills, education, experience,
and knowledge required to achieve your milestone.
Validate your qualifications against requirements for your milestone as

follows.
5.2.2.1 Skills

8

checklist
Reviewed the “skills” requirements for your milestone?
Assessed yourself against the appropriate skills templates?
See for the PM Basic Skill Template and selected PM specialty skill
templates.
Met the “skills” requirements for your milestone?
Reviewed the results with your manager and mentor?
Updated and documented the results of your assessment and
discussion, as appropriate?

8
5.2.2.2 Résumé

8

check-list
Reviewed the “résumé” requirements for your milestone?
Reviewed your résumé with your manager and mentor?

8

Completing the step
5.2.2.3 Experience

8

requirements”
Reviewed the “experience” requirements for your milestone?
checklist
− “Architectures” and “major product technologies”
Determined with your manager or Profession Leader whether to
claim any “equivalencies” to meet these requirements?
Met the “experience” requirements for your milestone (using
equivalencies, if approved)?
Documented the experience you are claiming?
Reviewed this experience with your manager and mentor?
appropriate?

8
5.2.2.4 Education

8

requirements”
Reviewed the “education” requirements for your milestone?
checklist
− Basic project management
− Specialty
− Currency
Allowed more than one year to elapse after completing the Basic PM
curriculum education?
If yes, have you met the currency requirement shown above (40
hours in the 12 months prior to package submission)?
Determined with your manager or Profession Leader,
whether to claim an “equivalency” to meet the basic project
management education requirement?
Met the “education” requirements for your milestone (using an
equivalency, if approved)?
GBS CANDIDATES ONLY - Have taken the Zentoria II – Introduction
to the Seven Keys to Success class
Reviewed this education with your manager and mentor?
appropriate?

8

Completing the step
5.2.2.5 Knowledge
To review detail about this requirement, see 3.2.2.5. Knowledge.

8
“Knowledge Have you:

requirements” checklist
Reviewed the “knowledge” requirements for your milestone?
Taken and passed the PMI PMP examination?
Supplied a copy of PMI documentation as validation of results?
Scanning the letter or certificate is acceptable as documentation.
See A.7. Knowledge for tips.

8
5.2.2.6 Projects
To review detail about these requirements, see 3.2.2.6. Projects.

8
100 Version 1.14 May, 2008

Completing the step
“Project requirements” Have you:

checklist
Reviewed the “project” requirements for your milestone?
− Total number, number with IBM, number in the last three years
− Durations
− FTEs (for alternative FTE criteria, see Section 3.2.2.6)
− Number in your specialty
− Project phases covered
− Business development projects
Determined with your manager or Profession Leader
whether to claim any “equivalencies” to meet these requirements?
Met all of the “project” requirements for your milestone (using
equivalencies, if approved)?
Prepared project profiles for each of the projects you are submitting?
Reviewed the project profiles with your manager and mentor?
Updated your project profiles as a result of your discussions, as
appropriate?
See A.8. Project profiles for tips.

8
5.2.2.7 Giveback
At least two instances of giveback are required. Please see

3.2.2.7 Giveback
5.2.3 Finalize documentation and verify completeness

Review your documentation for accuracy and completeness, ensure
you are comfortable with it, and improve it as required.
Read it from the points of view of your manager or mentor, and a
Certification Board member, and improve it as required.
At this point, remember that the documentation you have developed:

Represents you … and needs to stand on its own.
Is a deliverable to your manager (and mentor) proposing that they
approve your package for Certification Board review.
Review your documentation, using questions such as:
Am I happy with this?

Does it represent me, the way I want it to?
Does it accurately reflect your ability to produce a high quality
deliverable, consistent with the level of skill and experience reflected
in the milestone you are seeking?
Then, review it from the perspective of your manager and mentor, using
questions such as:
Have I answered the questions? Have I demonstrated my ability to
meet specified requirements and create a quality deliverable?
Will it convince them, beyond doubt, that I have the required skills
and expertise to perform at this level so they will approve my
package?
Does it reflect my ability, as an experienced professional, to produce
a deliverable that meets and reflects this milestone’s experience and
expectation levels?
In addition to gaining feedback and approval from your manager, pay
close attention to your mentor’s feedback. He or she has been through
the process and can help you fine-tune your submission.
To assist with these reviews, refer you to the same tips used earlier. See
Appendix A. Creating an effective package and pay particular attention to
8
A.10. When you have finished. This time, rather than using them as tips
8
for preparing documentation, look at them as things to think about as you

critique your own work.
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Completing the step
5.2.4 Submit documentation for approval

Submit the package.
Monitor its progress and respond to inquiries as required.
For specifics on your geography’s actual package submission deadlines,

board dates, geography-specific practices, or additional information,
please contact your geography Profession Leaders. Board processes
are defined in detail in each geography, with a common objective of
reaching consensus based on feedback from the interviewers.
Submission and board dates are available on the PM/COE website.
5.3 The Project Management Board Review process

The following illustration provides a high-level summary of the
“certification” approval process.
Candidate Management
Business unit approval indicates that your business

Submit milestone unit is willing to support your submission. Also, it
package assures that you meet the milestone's requirements.
Make necessary First line

No
improvements approval?
Yes
Business unit
No
approval?
Yes
The PM Certification Board
Forward to
Certification Board
If your package is incomplete or fails to

demonstrate that you meet minimum Basic criteria
No
met?
If you are a candidate for
requirements , it is returned for rework.
"initial" certification, you are
You are given specific feedback for
required to participate in face-
improvements.
Yes
to-face interviews with three
Board members who have
reviewed your package. This is
Accepted for
Board interview an opportunity to demonstrate
and discussion by your competency.
Board
If you are a "level-move"
candidate, you are required to
participate in at least one
Congratulations! You receive a certificate telephone interview.
Board
designating your status as an IBM Yes
approval?
Certified Project Manager.
No
Once you meet requirements, you may

Make necessary
improvements
reapply at any time ... or within a specific
time period, if specified by the board.
Recycle through the process, as shown

above
104 Version 1.14 May, 2008

The Project Management Board Review process
Board members are trained on process and milestone requirements, and

receive updates and “refreshers” at the beginning of each board to
ensure consistency and fairness. Although interviewing styles may vary,
the intent and requirements remain constant … namely, to validate and
certify that the skills and expertise you have documented are
demonstrated by your behavior and discussions in the interviews.
Interviewers typically include at least one board member certified in your
specialty.
A consensus meeting is conducted immediately following the interviews
to discuss interview experiences, inconsistencies, and questions.
Following discussion, the interviewing board members vote to determine
the outcome.
If approved, congratulations! Celebrate!
If denied, the board provides specific recommendations to you and
your manager for you to address before re-applying for certification.
.
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6. Recertification: maintaining your status
Certified project management professionals (Senior and Executive PM)

are required to recertify every three years. In this chapter, we describe:
6.1. The recertification process
8
6.2. Maintaining status as a PMI Project Management Professional

8
6.3. Preparing and submitting your recertification package

8
6.4. Inactive status … and what it means to a project management

8
professional.
6.5 Part-time Employees…maintaining your certification.
6.1 The recertification process

Certification is a professional statement. You maintain “certified” status
as long as you actively practice profession disciplines and successfully
recertify.
For a review of the purpose of recertification, see 1.6.5. Recertification:
8
maintaining profession currency within the same title.
The recertification process and template have been streamlined

significantly. Feedback from recertification candidates indicates a 50%
reduction in the time required to complete packages and the process.
The requirement for a project profile has been eliminated.
The new recertification template contains summary tables to capture
your recent professional activities, continuing education, and
giveback activities.
The recertification process consists of three basic steps.

1. You prepare and submit your recertification package
With respect to preparing and submitting a package, the key
difference between certification and recertification is the relative
shortness of the package and ease of its preparation.
However, the process is essentially the same – just faster and more
efficient!
− Once you have completed your package and obtained your
manager’s sign-off, submit it to the Certification Board.
− The board does a “completeness” check. If your package does
not meet all requirements, it is returned for rework. Improve your
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Recertification: maintaining your status
package and resubmit the package when all requirements are

met.
For specifics on package completion, see 6.3. Preparing and
8
submitting your recertification package.

2. PM Certification Board reviews your package
Your package is reviewed by the Certification Board … ideally by a
member with the same specialty as yours. He/she validates that you
have met all recertification requirements and uses the package as
the basis for finalizing a recertification decision.
Interviews are not normally required. However, during the review
process, the board member may contact you or your manager
directly for clarification, references, or other information.
3. PM Certification Board makes a decision
Upon completion of the review, the board member makes a
recommendation to the Certification Board to either approve or
decline the submission.
The board may seek further information from that reviewer. If the
reviewer’s initial recommendation is to decline the package, a second
board member (or Profession Leader) reviews your package and
makes a recommendation to the Certification Board.
The board makes a final decision based on this input and notifies you
and your manager.
− If your submission is approved, congratulations! Celebrate!
− If it is denied, the board provides specific recommendations to
you and your manager for you to address before re-applying for
certification.
6.2 Maintaining status as a PMI Project Management Professional

You received your initial certification as a PMI Project Management
Professional as a result of passing the PMI exam. Maintaining this status
is strictly up to you; however, the profession highly recommends you do
so. Certification by PMI is externally recognized, and enhances your
reputation … and credibility … for continued excellence in project
management.
The PMI recertification cycle is also three years. Accomplishments and
professional activities submitted to meet IBM recertification requirements
may also be submitted to PMI for their recertification. Project experience,
education, giveback, and so forth all count toward both recertification
activities … so it is relatively easy to maintain your PMI PMP certification
status with minimal effort.
PMI has introduced changes for PMP recertification. IBM Project
Managers are not required to recertify with PMI but are encouraged to do
so. Formal education taken to maintain IBM certification counts towards
maintaining the PMP credential. Fees incurred for the PMP
108 Version 1.14 May, 2008

Preparing and submitting your recertification package
recertification are the responsibility of the individual. For further details

see PM/COE website or PMI’s recertification process.
6.3 Preparing and submitting your recertification package

Here is a summary of recertification requirements.
6.3.1 Review requirements for recertification
6.3.1.1 Currency in the profession
To demonstrate currency in the profession, you need to be actively

involved in the project management profession as a project or program
manager for a significant part (>50%) of the three-year recertification
cycle.
Alternatively, during your recertification cycle, you may also elect to
perform a job role that supports the profession or the development of
project management professionals (for example, Professional
Development Manager or Resource Development Manager). You may
use these roles as equivalency for all or part of the required project
management experience … but only for one recertification cycle. All
other recertification requirements remain in effect.
Similarly, as with certification itself, you may also cite a giveback job as
equivalency for all or part of the required project management
experience during the recertification period. In this case, you need to:
Describe to the reviewer how the job furthered the profession.
Demonstrate to the reviewer that you used applicable project
management techniques in the assignment.
For further detail regarding “giveback job” equivalency, see B.2.3.
8
Equivalency for a giveback job.

For further detail regarding “giveback job” examples, see “Giveback” on
the PM/COE website.
6.3.1.2 Continuing education
.To demonstrate education currency (called continuing education for

recertification), you need to complete 60 hours of project management-
related education during each three-year recertification cycle as well as
the Knowledge Refresh for PM Professionals course.
To optimize the value of this education to you and to IBM, the

Certification Board recommends that you try to spread or “pace” your
education over the three-year cycle … that is, complete 20 hours each
year. Your 60 hours of continuing education needs to be distributed as
follows:
Formal IBM Project Management profession–related education.

(Minimum of 45 hours or 15 hours/year) This includes:
− Courses offered by IBM that will help the project management
professional be more effective on their job. This will include
courses that are part of the Project Management curriculum (this
includes Basic, Enabling or Program Management courses) as
well as specialty courses, and those created by geographies,
lines of business and business units. The classes must have
defined course content and objectives and generate evidence of
attendance.
− Attendance at the 2001-2005 Project Management Leadership
Exchange (PMLE) or attendance at the Technical Leadership
Exchange(TLE) (24 hours of formal education allotted)
− Non-IBM courses that will help the project management
professional to be more effective on their job
Courses can be classroom or distance learning (DL), and at a
minimum, 20 of the 60 hours of formal education must be from
“Project Management Enabling Education Course List” or “Program
Management Education Course List” or the “Methods and Tools
Cluster in the Basic Curriculum” during the three-year recertification
period.
Note: Students may take Methods and Tools courses from the
Methods and Tools cluster that they did not take when they
completed the Basic Curriculum. They may not claim courses that
they took for previous certifications.
110 Version 1.14 May, 2008

The documents “Project Management Enabling Education”

and “Program Management Education” provide further details on this
collection of education and are located on the PM/COE Web site.
The Annual Knowledge Refresh for PM Professionals course offering

Completing this offering is an annual requirement for IBM project
management professionals.
Informal education (maximum of 15 hours or 5 hours/year)
The following examples would not be recognized as formal learning but

may be recognized for informal education credit. To receive informal
education credit you need to be prepared to demonstrate that these
activities enhance or build your capabilities and effectiveness as a
project management professional.
Attendance at a conference, attendance at one or more sessions of a

conference, or viewing the sessions via a web cast
Viewing of the PMLE 2005 and the TLE webcasts (16 hours of
informal education allotted for each year).
Attendance at a Sharenet, or a meeting where elements of project
management are the main topics, reading a book, periodical or
Project Management Knowledge Network papers
Education Equivalency for Recertification

In some instances, graduate level PM courses can be used to fulfill the
education requirements for recertification. This includes not only the
Formal/Informal education but also the Enabling or Program Management
education requirements (20 hrs/3 year recertification cycle). However, in
the case of Enabling/Program Education, this equivalency can only be
applied once during a PM’s career. In the case of Formal education, this
equivalency can be applied multiple times. The following guidelines must
be met in order to claim this equivalency in lieu of taking the IBM courses:
Courses claimed must be from an accredited graduate program.

Candidate must be actually pursuing an advanced degree to claim
the one time equivalency for Enabling and Program Management
Education.
Courses claimed must apply directly to project management
Requests for this equivalency must be approved by the PM/COE
Curriculum Manager.
Project Managers must be able to provide a justification for claiming
a course, if requested by the PM/COE
The number of class hours actually attended can be claimed as the
number of hours for recertification credit.
6.3.1.3 Professional contributions: giveback activity
You need to complete 120 hours of giveback activities during each three-
year recertification cycle. This requirement is a key difference between
initial certification and recertification.
Giveback activities take advantage of your knowledge as a project
management professional to help develop IBM's capabilities in the areas
such as:
IBM's project management initiatives.
Business unit activities that leverage PM skills.
A corporate re-engineering initiative that affects the project
management profession or body of knowledge.
Examples of approved giveback opportunities include:
Enhancing fellow PM practitioner skills through mentoring.
Performing Quality Assurance (QA) activities, such as peer project
reviews, or IPD-related quality activities, which are directly related to
project management.
Producing and sharing PM-related intellectual capital.
Planning, supporting, or delivering presentations or demonstrations in
PM conferences or PM community activities.
A matrix of current giveback opportunities and jobs, as well as contact
information, is available to help you learn about these opportunities. If
you have questions regarding an activity that you believe is giveback but
is not included in this matrix, please contact your profession or
deployment leader for guidance. See the PM/COE web site for further
information on giveback.
Here are some important points about giveback and recertification.
Mentoring is a priority giveback activity.
Be sure to list the type of mentoring completed (skill or project
mentoring) in the giveback table in the recertification template.
An alternative to giveback activity is to take a management-approved
giveback job assignment for a minimum duration of six months.
112 Version 1.14 May, 2008

A giveback job will meet your giveback requirement for one three-
year recertification cycle. See B.2.3. Equivalency for a giveback job.
8
• To maximize the value of giveback to IBM and to you, the

Certification Board recommends that you spread or “pace” your
education and giveback over the three-year cycle … that is, complete
20 hours of education per year and 40 hours of giveback per year.
6.3.1.4 Skills re-assessment
For recertification, you demonstrate skills currency by completing a skills

assessment. To do this, use the skills assessment tool that is
recommended by your geography or business unit. You should complete
your skills assessment within the 12 months prior to submitting your
package; also include the date you completed it in your package.
Please see your manager for questions regarding skill tools for your
business unit or geography.
6.3.1.5 Replacing a specialty or declaring a second specialty
When you apply for recertification, you may replace an existing specialty
with another; declare a second specialty, or both. To do this, you need
to:
Assess your skills and assure that you meet the skill requirements for
the new specialty, using the skill template for the new specialty.
Complete the specialty skills matrix and include it in section 5 –
Additional Documentation of your recertification package.
Ensure you have three years of experience in the specialty area
Complete a minimum of 16 hours of specialty education for the new
specialty. Update the relevant education section of your
recertification package.
If you are recertifying at the Senior PM level you must document one
project profile in the new specialty. If you are recertifying at the
Executive you must document two project profiles in the new
specialty.
If you wish to include previously submitted profiles, simply include a
copy of the cover page(s) of those profiles from the original
certification package. Required supporting project profiles or
evidence of previously submitted profiles are to be placed in section
“5 – Additional Documentation” of your recertification package.
6.3.2 Document and submit your package
Your recertification package reflects your ability to create a quality

deliverable. Be certain that it meets the following standards.
It accurately represents your project management skills, experience,
education, and demonstrated capabilities during the three-year
recertification cycle.
It accurately reflects your ability to follow instructions and produce a
deliverable to the level of quality expected by customers and the
marketplace. If your recertification package is incomplete or poorly
written, it may be declined.
It is consistent with expertise expected for professionals who are
recertifying.
For guidelines for creating an effective package, see Appendix A.
8
Creating an effective package and, in particular, A.9. Recertification and

8
level moves tips. Although these guidelines are targeted at professionals

preparing initial qualification packages, it is useful to review them …
especially if you need to prepare a new project profile.
Once you have completed your recertification package, review it with
your manager for support and approval, and submit it to the Project
Management Certification Board.
The process that your package goes through was described at the
beginning of this chapter. To review the process, see 6.1. The
9
recertification process.
114 Version 1.14 May, 2008

Inactive status
6.4 Inactive status

As a certified project management professional, you may find it
appropriate from time to time to perform a career-broadening, non-
project management assignment that prevents you from meeting
recertification requirements within the three-year cycle. Therefore,
certified project management professionals who transfer out of the PM
job family may request approval for “inactive status” from the Certification
Board. Inactive status also applies to project managers who take an IBM
approved Leave of Absence (LOA) from the business.
Declaring “inactive status” allows you to extend the time required to meet
recertification requirements. You should request “inactive status” as soon
as possible after you accept a career assignment outside the profession
or take an LOA. The request for a certified professional to declare
him/herself “inactive” in the Profession requires approval by their
management and the geography profession leader per the process
defined in each geography.
Project managers who request an inactive status and do not recertify
within the extended recertification period will no longer be considered
certified.
Contact your geography Profession Leader for specific details about the
way in which “inactive status” is handled in your geography.
Review the “Inactive Status Request Form” for further detail.
6.5 Part-time Employees …. Maintaining your status
If you are a certified PM Professional working part-time, your education

and giveback requirements are prorated according to the actual time
worked. For example, if you work only half-time for one year of the
recertification cycle (20 hours per week) then your education and
giveback requirements are halved for that year only. In this scenario,
you will be required to have 10 hours of formal education and 20 hours of
giveback plus the Annual Knowledge Refresh course for that year.
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Part-time Employees …. Maintaining your status
7. Progressing to another PM Profession
Milestone (“Level move”)
In addition to remaining current in the profession, certified Senior Project

management professionals are encouraged to move forward with their
career development by achieving a higher profession milestone.
The term “level move” in the guide refers to progressing to a higher
profession milestone; for example, the move from Senior Project
Manager to Executive Project Manager.
A “level move” occurs when a certified project management professional
applies for and receives certification at the next higher milestone. In
particular, a level move occurs when:
A certified Senior Project Management Professional seeks and
receives certification for the Executive milestone.
A level move differs from recertification because you are seeking to
demonstrate significant growth in your level of knowledge, skills and
experience in the profession … as contrasted to demonstrating your
currency in the profession. A level-move application indicates to the
Certification Board that your manager agrees that you have met
requirements for certification at the next higher profession milestone.
When your level-move package is approved, you certify for that
milestone and begin a new three-year recertification cycle.
In this chapter, we describe:

7.1. The (“level move”) process
9
7.2. Preparing and submitting your level move package … including

9
requirements for each level
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The (“level move”) process
7.1 The (“level move”) process

A level move is a positive professional statement, and it enhances your
certified status as you progress through the profession career path. To
review the definition of “level move”, see 1.6.6 Progressing to another
9
PM Profession Milestone (“Level move”).

Any project a candidate documents as a new project profile required for
the next level of certification must meet the definition of a “standard”
project or an equivalence as specified in Appendix B and must be started
and completed after obtaining certification at the previous level and must
be within 36 months of package submission. The additional project
profile must be included in the Certification Nomination package. For the
definition of a standard project please see 1.6.4.2. Definition of projects.
9
The level move process consists of three basic steps.

1. You prepare and submit your level move package
The basic requirements for a level move to a specific milestone are
essentially the same as those required to achieve initial certification
for that milestone. However, there are additional requirements;
giveback activity (which does not exist for initial certification), and
education currency.
The key difference between certification and level move milestones is
the level of effort required to prepare and submit a package.
Basically, for level moves you document the differences in
requirements between your current milestone and the one you wish
to achieve. Depending on the milestone, this could be additional
experience, an additional project, an additional specialty along with
its supporting education … plus giveback and education currency
requirements.
Application for “level moves” may be made at any time after initial
certification, provided the experience, education and skills for the
next milestone have been met. The project submitted for a level
move must be started after the completion of the previous
certification and must have been managed within 36 months of a
Level Move application.
− Once you have completed your package and obtained your
manager’s sign-off, submit it to the Certification Board.
− The board does a “completeness” check. If your package does
not meet all requirements, it is returned for rework. Improve your
package and resubmit the package when all requirements are
met.
Progressing to another PM Profession Milestone (“Level move”)
2. Certification Board reviews your package

Your package is reviewed by the Certification Board, including a
review by at least one board member with the same specialty as
yours.
Board members validate that you have met all milestone
requirements and use the package as the basis for finalizing a level
move decision.
Face-to-face interviews are not normally required, but formal
interviews may be conducted on the telephone. During the review
process, the board member(s) may contact you or your manager
directly regarding clarification, references, or other information.
3. PM Certification Board makes a decision
Upon completion of the review, board members make
recommendations to the Certification Board … either approve or
decline.
Based on the above, the board makes a final decision and notifies
you and your manager:
− If your submission is approved, congratulations! Celebrate!
− If it is denied, the board provides specific recommendations to
you and your manager for you to address before re-applying for
certification.
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Preparing and submitting your level move package
7.2 Preparing and submitting your level move package
7.2.1 Reviewing requirements for level moves
7.2.1.1 Skills

9

checklist
Reviewed the “skills” requirements for your level-move milestone?
Assessed your skills against the appropriate skills templates?
To ensure that you update the most current versions, obtain these
templates from the PM/COE website; as the profession matures,
these templates are reviewed regularly and updated, and may have
changed since your last used them.
See for the PM Basic Skill Template and selected PM specialty skill
templates.
Met the “skills” requirements for your level-move milestone?
Reviewed the results with your manager?
Documented the results of your assessment and discussion, as
appropriate?

9
7.2.1.2 Résumé

9

check-list

9
122 Version 1.14 May, 2008

7.2.1.3 Experience

9
Any project a candidate documents as a new project profile required for

the next level of certification must be started and completed after
obtaining certification at the previous level. The additional project profile
must be included in the Certification Nomination package.

requirements”
Reviewed the “experience” requirements for your level-move
checklist
milestone?
− “Architectures” and “major product technologies”
Met the “experience” requirements for your level-move milestone?
Documented any differences between requirements for your current
level and those for the milestone you wish to achieve?
Reviewed this documentation with your manager and mentor?
appropriate?

9
7.2.1.4 Education

9

requirements”
Reviewed the “education” requirements for your level-move
checklist
milestone?
Completed additional specialty education IF you changed or added a
specialty?
Met the requirement for “currency” education … IF you are applying
for a level move 12 months or more since your initial certification or
most recent recertification?
Reviewed this documentation with your manager?
appropriate?

9
Level moves and If you are applying for level move, note that this requirement is the same
recertification as the requirement for continuing education for recertification.
!
124 Version 1.14 May, 2008
7.2.1.5 Professional contributions: giveback activity
You need to complete at least 40 hours of giveback activity per year and
document this in your level-move submission. For further information on
giveback, see 6.3.1.3. Professional contributions: giveback activity.
9
An alternative to giveback activity is to complete a management-

approved giveback job assignment with a minimum duration of six
months. This job must occur within your current recertification cycle.
See B.2.3. Equivalency for a giveback job.
9
Level moves and Note that the requirement for giveback is consistent with the requirement
recertification for giveback that is part of your three-year recertification cycle.
Giveback that is completed as part of your requirement for recertification
! counts toward the “currency” requirement for a level move.
7.2.2 Documenting and submitting your package
Your level move package is a reflection of your ability to create a quality

deliverable. Be certain that it meets the following standards.
It accurately represents your project management skills, experience,
education, and demonstrated capabilities during the time since your
initial certification or most recent recertification.
It accurately reflects your ability to follow instructions and produce a
deliverable to the level of quality expected by customers and the
marketplace. If your package is incomplete or poorly written, it may
be declined.
It is consistent with expertise expected for professionals who have
achieved that milestone.
The amount of effort required to prepare a level-move package is
dependent upon your current and targeted milestones. In particular,
significant documentation differences exist if you are applying for a level
to the Executive milestone. Please review the previous tables and plan
for this.
For guidelines for creating an effective package, see Appendix A.
9
Creating an effective package.

Once you have completed your level-move package, you need to review
it with your manager for support and approval, and then submit it to the
Project Management Certification Board.
Monitor its progress and respond to inquires as required
7.3 The Project Management Board Review process

The Certification Board review process is similar to that for initial
certification.
To review the process, see 7.1. The (“level move”) process.
9
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The Project Management Board Review process
Appendix A.
Creating an effective package
This appendix contains information to help you:

Develop a well thought-out and clearly documented package that
allows you to reach your desired PM milestone goal.
Review and improve your package … from the perspective of the
reviewers … before submitting it for consideration.
This appendix addresses contents of your qualification package.
It does not address the mechanics of using the certification tool or
other process-related questions.
“Package” refers to the complete milestone package outline,
regardless of the method you use to complete it (certification tool or
via Word template).
Although the structure of this section is oriented toward completing
packages using the Professions Certification Tool, it is also applicable to
packages prepared using templates.
A.1. Before you start
1 Make sure you are working with the latest profession documentation and
tools.
Discard any hard or soft copy templates or guides your friends may have
given you! They are almost certainly out-of-date. Click here to access the
most current qualification information.
2 Package “templates” are available for Senior and Executive PM

milestones.
If you are preparing an Associate or Advisory milestone package, use
the accreditation templates..
3 Read the appropriate chapters of this guide thoroughly before starting to

create your package.
If you try to complete your package without doing this, you will probably
do too much! If possible, use this guide and the “Professions Certification
Tool (“cert tool”) concurrently, especially sections showing qualification
criteria for your milestone.
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A.2. Cover page
4 Bear in mind that this package is a direct reflection of you.

The profession views this package as your deliverable. As such, it is a
key indicator of how you would represent IBM to a customer or
marketplace. Think carefully about how you want to represent yourself
as you demonstrate the strength of your skills and experience before you
begin documenting your accomplishments.
A.2. Cover page
5 Complete your cover page accurately!

Accurately document:
The date of the board meeting you are targeting.
Which specialty you are claiming (Senior PM and above)
Your originating organization.
Review your “call-up” entry or ask your manager if you are not sure.
The name, title, Notes ID, and phone number for the manager(s) who
will sign your package. This will save the professions staff time if they
need to contact you or your manager.
The correct executive to sign off your package. It may not be whom
you think! When in doubt, ask your manager.
A.3. Skills
6 Report your skills accurately.

The profession validates the skill levels that you report through package
review and interviewing (if appropriate for the milestone). It is important
that skills and package documentation “match”; for example, if you claim
mastery in a skill, you must be able to justify this during the board
interviews.
A.4. Résumé
7 Use your résumé to cover important aspects of your career that may not
appear elsewhere.
Make sure it is current, and that it is easy for the reviewer to easily and
quickly assimilate your experience.
A.5. Experience
A.5.1. Project management experience
8 Include as many projects as you wish.

However many projects you list, be sure that they “add” value to the
experience you are demonstrating. Just be sure to document the
minimum number of years required.
In “the tool”, the final column is designed to allow you to quickly list
phases included for each project. Select required phases from a drop-
down box or list.
You may refer back to your résumé or Curriculum Vitae (CV) to avoid
repeating detail.
A.5.2. Architecture and major product, application or industry solutions experience
9 Demonstrate that you have IT technical/business knowledge!

Broadly speaking, an architecture is a large subsystem (for example,
Mainframe, Client/Server, e-business, Network, Client/Server, etc.). A
product technology is either hardware, software or both used to fulfill a
specific business purpose (for example, operating systems, EPOS, office
systems, manufacturing systems, industry applications, etc.). However,
interpretation can be flexible depending on your specialty and
background.
Make sure you put something in both “Experience” sections to cover this
requirement.
A.6. Education
10 Make sure that you document all education requirements; Basic PM

curriculum specialty, and currency education
Either you completed the Basic PM curriculum or you are using the
“experienced professionals’” equivalency path (see B.1.1.
9
Experienced professional’s path for information). If the latter, you

may also demonstrate your breadth of knowledge by adding other
relevant courses. Don’t forget to add the dates! (Month/year is
adequate)
Remember, you need 16 hours for each specialty you declare.
Currency requires 40 hours of education within the 12 months prior
to initial certification package submission.
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A.7. Knowledge
A.7. Knowledge
11 Scan in your letter or certification from PMI (For North American

candidates, this can be faxed to the PM Professions operations staff.
Please send a note to PMQA/Southbury/IBM to determine the current fax
number)
The Certification Board needs to see evidence that you have passed the
PMP exam. You can scan your notification from PMI and provide a copy.
Some geographies require that you complete this requirement prior to
submitting your package; others expect that if you are waiting for results
(or about to take the exam) you will let the reviewers know. For
geography-specific information, contact your Profession Leader.
A.8. Project profiles
12 Select the projects you profile carefully.

They are the “meat” of your package and represent the depth and
breadth of your project management experience to the reviewer.
A.8.1. Project identification
13 Provide an accurate and current phone number for the IBM contact
name.
The reviewer may want to talk with the IBM contact. If so, you should
make it as easy as possible for the reviewer to reach someone who can
verify your work.
If the ideal reference has retired, state that.
14 Make sure that the team size shown in this section is consistent with
what you have documented in the organization chart.
Also, be sure that, among your projects, you’ve fulfilled all requirements
in terms of FTE numbers. Don't expect the reviewers to do the math …
make it easy for them! It will save everyone time.
A full time equivalent is either a single resource that is dedicated full time
to your project with no other project commitments or two or more part
time resources that when added together equal the time equivalent to a
single full time resource. A full time equivalent is equal to a minimum of
145 hours per month.
A.8.2. Project profiles
15 Be sure you have an objective view of the overall project before you start
documenting the details.
If you have difficulty viewing the project from the perspective of a third
party, get another professional to interview you and ask you about each
section of the project profile.
What was the contractual relationship with your customer?
How did you establish the financial baseline for your project?
What method did you use? Did you have to tailor it to make it
appropriate for your project environment?
Then start documenting. If you get slowed down while writing your case,
concentrate on just noting down the facts for each section. Then work on
it again later when you’re fresher.
16 Set clear, easily understood boundaries to the project you profile.

If you managed a discrete project, this is easy. If you managed a portion
of a large program or project, it’s not so simple.
Writing a lot about a 300-person program if you managed a test team
of six within the program is irrelevant and wastes time and space in
your package.
Quoting headcount for the whole program or project if you only
managed a part is at best misleading and at worst fraudulent.
Set the scene of the overall project or program in as few words as
possible; then focus in on YOUR project or subproject.
17 Read the instructions for each section carefully and make sure you
provide the information requested.
Don’t provide information you thought should have been requested. For
example, “quantitative” means the board expects to see some numerical
data!
Often the request for information has multiple parts. For example, how
did you develop something and then how did you manage it? Make sure
you respond to the request completely and concisely.
18 Use acronyms only where absolutely necessary … and clarify them

when you do.
Remember that not everyone is familiar with your environment. Give a bit
of context (for example, what percentage of the customer's business did
this project affect?). Don’t make the reviewer “guess.”
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A.8. Project profiles
19 This is your opportunity to tell your story … to boast.

Don't forget the “I” word!
Good project management professionals are team players and tend to
write about everything as team achievements. Don’t do that here!
Throughout the narrative, be very clear about what you did in the project.
It may be obvious to you, but it won’t be to the reviewer if you don’t
clearly describe what you did! Were you involved in defining the scope,
negotiating the contracts, developing the budget? If not, why not?
The simplest way to do this is to start sentences with 'I' whenever
possible. If necessary, pretend that you are interviewing yourself: ask
"What did you do that helped to make a difference on this project?"
20 Demonstrate that you understood the details of your project’s budget,

even if you did not develop it.
To repeat, “quantitative” means numerical data! By the end of the
financial section, the reviewer must know whether this was a $100k or a
$500M project. How was the budget of $XM split by hardware, software,
and labor, etc? Or by subcontract?
You must be able to articulate how you managed and tracked your
financial measurement baseline (FMB). The FMB must be described in
quantitative terms such as gross profit, revenue, budget, headcount,
hours, days, etc. You must be able to clearly describe how the FMB
was developed, tracked and how variances in the baseline were
addressed by you.
21 Be concise about the tools and methods you used to execute the project.
Put yourself in the place of an interviewer who is trying to establish that
you are a competent project management professional and that you
know the relevant IBM tools and methods. Would he or she want to know
pages of technical detail? Or would they want to know more about the
challenges you faced and what you as an individual did to deliver that
project?
Regardless of the PM methodology used on the profiles you submit for
certification (WWPMM, customer-imposed, etc.) you are required to
demonstrate a clear understanding of the methodology used on each
profile and be able to articulate its construction, phases, processes and
work products. A clear understanding of an IBM approved methodology
must also be demonstrated.
Economize on “standard” PM process descriptions by cross-referencing
WWPMM processes. This not only gives you more room to cover project
execution and control challenges, it helps you demonstrate WWPMM
knowledge. If you used non-standard processes, compare Method XYZ
with WWPMM. Was it similar or very different? All candidates should be
able to demonstrate WWPMM knowledge, even if they have not used it
for the projects profiled.
22 If you developed intellectual capital and submitted it to the PM

Knowledge Network, be sure to state that clearly.
Intellectual capital development and reuse is a growing focus area for
IBM. As project management professionals, reviewers are interested in
new, different, and potentially better ways to get things done … and
could help spread the word.
23 Be honest about your project success in the project closing section.

Often the best learning comes from difficult projects; reviewers are highly
suspicious of anyone who claims they have never hit major problems in
their projects, or that they solved them all the first time through. Identify
your particular project management challenges and what you did to
solve them.
24 Be specific about what the financial and deliverables achievements (or

shortfalls) were in the project.
It is not enough to say that financial or deliverable goals were met.
Describe the actual results.
A.9. Recertification and level moves tips
25 Check the information on giveback if you’re not sure whether your

giveback activity meets the criteria.
If you choose to document mentoring, substantiate it by listing:
Names of those mentored
Topics covered
Type of mentoring (career, profession, task, skill)
What you both gained from it
26 Advising junior professionals working for you about the best ways to
accomplish their tasks is NOT mentoring.
Advising people who are working for you is your job. Mentoring is an
effort that is “above and beyond the call of duty”.
27 In describing an ‘equivalency’ , role for Recertification, demonstrate how

you used project management methods and tools to get your job done in
the Activity Summary section of the Recertification Package.
Focus on what you did rather than describing the work of the whole
department. Try to pick out activities within your role that allow you to
reflect project management skills and expertise. Show some evidence of
the outcomes. For example, what changed as a result of your work?
134 Version 1.14 May, 2008

A.10. When you have finished
NOTE: Giveback jobs do not qualify for Level Moves.

See B.2.3. Equivalency for a giveback job for further giveback job
9
equivalency guidelines and recommendations.
A.10. When you have finished
28 Check spelling, grammar, and content thoroughly when you’re done.

A well-written and well-presented package immediately communicates
your professionalism to the reviewer. Try to complete your package
several days before the deadline so you have time to set it aside and
then review it with a “fresh eye”.
Things that look very plausible in the late evening can look quite different
the next morning!
Be careful when you spell-check … don’t accept a change you didn't
really want. Spell-checkers do the best they can, but their “first”
suggestion may not be the one you need. There is no substitute for
checking the document yourself for spelling and grammar!
29 Ask a colleague (ideally a mentor or a certified Senior or Executive

professional) to read your package.
Did it convince them of your project management competency? If not,
ask for suggestions for improvement and rework the package
accordingly.
30 Insist that your manager actually read the package before he or she
signs it off!
Even if he or she is not a project manager, your manager may be able to
offer some insights into how a team of experienced IBMers will view
what you have created. It’s also a great way to showcase your
accomplishments and demonstrate your growth!
A.11. And finally...
31 Treat the preparation of your package as a project.

Don’t try to do it too quickly. Develop a plan based on your board
deadline and meet it!
Too many packages get put aside halfway through. By the time you start
working again, the world has changed or you’ve forgotten where you
were.
32 Avoid the temptation to spend hours and hours refining and tuning your
package.
The reviewers are all practicing professionals and understand the
business pressures we all suffer. While packages should be well crafted
and presented, concise language and crisp, straightforward answers
save everyone’s time and energy.
33 In preparing for the interview, review what is in your package and expect
to discuss areas where your experience or education is non-standard.
The burden is on you to prove that you are a project management
professional.
34 Just be yourself and enjoy the chance to talk about your achievements,
triumphs and tragedies in project management.
We’ve all been there…
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A.11. And finally...
This appendix sets out some specific examples of acceptable

equivalencies and the processes to follow if you wish to use them. It
also illustrates the general approach taken by the Profession in
assessing the validity of alternative claims of equivalency.
The requirements for certification as a project management professional
in IBM establish a high standard of competence for the profession.
However, in some instances, there are sound reasons to consider
equivalencies for certain portions of the education and experience
requirements. Here are some examples.
You joined IBM as a professional hire, with considerable education

and experience in project management.
You have managed groups of related projects which, considered
individually, do not meet requirements for a project … but which,
taken together, would meet these requirements.
You completed a job that qualifies as a “giveback job” and you wish
to submit it as one of the projects required for your milestone … but it
does not meet the criteria for a project.
This appendix discusses currently approved equivalencies and the
processes to follow if you wish to use them.
Please remember these key points!

• It is your responsibility to prepare accurate, convincing
documentation for any equivalencies you claim.
• When you receive your invitation for an interview with the
Certification Board, be prepared to defend any equivalencies that you
claim.
• Be certain to discuss any questions regarding equivalencies with
your geography Profession Leader … prior to preparing your
package.
• There may be a limit to how many times certain project equivalency
claims may be used in a package. These are noted in the following
sections.
May, 2008 Version 1.14 138

B.1. Education
B.1. Education
New profession entrants (either professional hires from outside IBM or
IBM employees from other IBM professions) may have considerable
project management education, and may feel that this education could
meet all (or most) of the Basic PM curriculum education requirements.
The “experienced professional’s path” is designed for such people.
B.1.1. Experienced professional’s path
The “experienced professional’s path” is designed to be used in lieu of

Basic PM curriculum completion.
Description
The “experienced professional’s path” is intended to recognize your

previous investment in education and skills development, and to avoid
unnecessary education cost to IBM. You may be eligible to use this
equivalency if you are:
A professional hire that brings considerable project management
education and experience into IBM.
An experienced IBM employee joining the profession with
considerable project management education.
To be eligible for this path, the profession expects that you have already
studied and can readily apply key project management disciplines. What
you need to learn, however, is IBM’s specific project management
practices, methods, and tools.
Criteria to be met
To use this path, you and your management need to confirm that you:
Have three or more years of project management experience.
Have been the “project management professional of record” for at
least three projects (at least one of which was during your
employment in IBM or an IBM subsidiary).
How this path works
This path involves three steps.

1. Use the on-line PM Knowledge and Skills Assessment tool to
determine whether this path is appropriate for you.
− If yes, go to the next step.
Based on your self-assessment, you and your manager may
determine that you still may want additional training in specific
topic areas. You are welcome (and encouraged) to do so.
− Basic PM curriculum education that you need, plan for it, and
complete the necessary education.
2. Complete education required to meet the Basic PM curriculum
equivalency.
− Understanding WWPMM introduces you to IBM’s Worldwide
Project Management Method, a key IBM foundation for project
management consistency and lower-risk performance.
− Zentoria II – Introduction to the Seven Keys to Success class for
GBS Candidates only
− Review for Experienced Project Managers 1 is a pair of intensive,
condensed review courses. In 16 hours of e-learning plus three
days in a classroom, these cover basic project management
elements, focusing on IBM's implementation of those elements.
They can only be taken once. Upon course completion, you take
an exit exam that determines whether you pass or fail the course.
Documentation that you passed the e-learning course is an entry
requirement to the classroom course.
To verify that you are sufficiently knowledgeable to benefit from this

course, and to preserve the course's value and experience for all
participants, management approval is required for course enrollment.
Upon completion of the Review course, you and your management

receive electronic notification of your evaluation.
A "pass" indicates that you successfully completed the course.
A "fail" indicates that you need to take additional Basic PM curriculum
courses to address skill gaps and to meet Basic PM curriculum
education requirements. These courses are identified in the
notification document.
If you have passed, congratulations! Celebrate! If not, review the course
feedback included in your notification with your manager, and complete
any other coursework that may be required to complete this path.
1
PM Basic Education courses PM15D – 16 hours e-learning plus PM15G - 24 hours classroom.
140 Version 1.14 May, 2008

B.2. Experience
NOTE: This equivalency path is provided to meet the minimum basic

(Basic PM curriculum) IBM training required for an experienced
professional. It does not address the specialty education requirement (16
hours minimum per specialty) or the education currency requirement,
both of which must be met. For further detail, see 3.2.2.4. Education.
Documenting this equivalency
Enter course information in the education table provided.
B.2. Experience
Many different project management job roles are required by today’s
business. Unfortunately, some of these may not provide project
management experience that meets requirements established by IBM.
To provide a consistent approach when considering such job roles as
alternatives to “typical” project management experience, certain
equivalencies have been defined.
Package annotation for inaccessible or unavailable project data
Equivalency for multiple projects
Equivalency for a giveback job
Standard project requirements, combined with these equivalencies, help
ensure a balanced, cross-functional view of project management. In
addition, they provide ample opportunity for you to present a variety of
experiences for consideration by the Project Management Certification
Board. See 3.2.2.6. Projects for information on project requirements.
9
B.2.1. Package annotation for inaccessible or unavailable project data
Description
To prepare a project profile, you typically need access to detailed

information to accurately describe the business problem, project solution,
and project results. Occasionally, you may not have access to this
information. Records have been lost or destroyed or, for some other
reason, are now inaccessible.
Criteria to be met
Inaccessible or unavailable data for qualifying project experiences is not

an impediment to completion of project profiles. The Project
Management Certification Board accepts profiles for projects whose
descriptions of business problems, project solutions, and project results

have been recreated from memory.
142 Version 1.14 May, 2008

B.2. Experience
Simply annotate the fact that you are using this equivalency in the
“Project Identification” section of the profile’s cover page.
Below “Project Name”, insert the annotation “Detailed project data
unavailable; profile contents reconstructed from memory.”
B.2.2. Equivalency for multiple projects
There are two “multiple project” equivalencies.

Managing a group of smaller projects
Managing several projects as a Program Manager
“Multiple project” equivalencies may be used in lieu of one or more

standard project profiles. However for Senior certification and above, at
least one of the project profiles you include in your package needs to be
a “standard” project or program. See 3.2.2.6. Projects, for information
9
on “standard projects”.
Managing a group of smaller projects
Description
Occasionally, you may discover that not all of the projects you have
managed meet project size and duration requirements. However, you
may have managed groups of smaller projects.
Criteria to be met
To use this equivalency, you need to have managed a number of smaller
projects – typically no more than three (3) or four (4) projects over a
minimum period of six (6) consecutive calendar months. Each project to
be a minimum duration of one (1) month.
This set of projects should be related in some way (for example, by
customer, by industry, or by specialty).
Ideally, there should be no gaps between projects in the group that
you are managing. Of course, business circumstances may cause
gaps to occur. Gaps during which you are not managing one of the
projects cannot exceed one month.
You need to meet all other requirements that apply to project profiles
when using this equivalency.
It is the candidate’s responsibility to demonstrate that appropriate PM
disciplines and processes have been applied. All candidates are
required to demonstrate the required level of skills, experience,

knowledge, and provide evidence of success in applying them.
In developing a project profile for a group of smaller projects, you should
list:
The individual projects.
How much resource was involved with each project, in “full-time
equivalent (FTE) person months”.
The length of time (in months).
The calendar dates for each project.
You should also describe the overall relationship between the projects
and any relationships that exist among them.
At the end of the list, be sure to document that the sum of the total
amount of “FTE person months” meets the requirements listed. Also, be
sure your documentation clearly shows that these resource equivalents
were managed existed over a six-month period.
A full time equivalent is either a single resource that is dedicated full time
to your project with no other project commitments or two or more part
time resources that when added together equal the time equivalent to a
single full time resource. A full time equivalent is equal to a minimum of
145 hours per month.
Managing several projects as a Program Manager
Description
As a project management professional, you may have functioned as a
Program Manager, responsible for delivery of several projects and the
person to whom individual project management professionals were
accountable. This is in contrast to the more common situation, where you
were the “project management professional of record” directly
responsible for a specific project.
In this guide, we use the Worldwide Project Management Method
(WWPMM) definition of “program”:
A group of related projects managed in a coordinated way. Programs
usually include an element of ongoing activity.
A long-term endeavor undertaken to implement a strategy or mission
to meet business or organizational goals. A program is realized
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B.2. Experience
through multiple projects and ongoing activity. The scope of a

program may be broadly defined and evolve over time as the
business or organization develops, or it may be specifically defined to
achieve an agreed set of goals.
As a Program Manager, you need to have had accountability for the
financial baseline, schedule, and scope for the collection of projects
being managing.
There are two types of equivalency associated with program
management.
• Type 1 - Alternative criteria for required years of project management
experience
• Type 2 - Alternative criteria for managing projects which meet the
project profile requirements
Criteria for Type 1 – Alternative for required years of project

management experience
If you have been working in the role of program manager, you may
substitute program management experience for some of the project
management experience required.
A minimum of twelve months of program management experience
needs to be performed as an IBM employee.
At least one of the project profiles included in your package needs to
be a "standard" project. Put another way, you should have completed
at least one standard project management assignment in addition to
your program management assignments.
Criteria for Type 2 - Alternative for managing projects that meet project
profile requirements
Essentially, programs are covered under the ‘project’ definition used in

the qualification criteria, but for the avoidance of doubt, the way they are
treated is set out more fully in this section.
The program should meet these criteria:
− The projects in the program were completed by the groups you
managed.
− You took an active managing/oversight role.
Each program needs to:
Be a minimum of twelve (12) months in duration.
Have a minimum total resource that meets the size requirements
defined for the project(s) you are replacing with program
management experience.
Large programs may be broken up into logical phases.
The phase being described needs to be at least twelve (12) months

in duration and meet the definition of “program” above.
Each phase of twelve (12) months’ duration or longer may be used
as a substitute for a project.
The program description needs to demonstrate that you:
Exercised sound project management disciplines.
Were responsible for the direction of the project management staff
and for the results of the projects.
You need to demonstrate expertise in the following areas.
Financial baseline accountability: You must be able to articulate how
you managed and tracked your financial measurement baseline
(FMB). The FMB must be described in quantitative terms such as
gross profit, revenue, budget, headcount, hours, days, etc. You
must be able to clearly describe how the FMB was developed,
tracked and how variances in the baseline were addressed by you.
Review techniques
Project management methods used on the projects, as evidenced by
benefits derived from the use of the method
Schedule, cost and quality control processes and measures

Document using the standard project profile format.
B.2.3. Equivalency for a giveback job
Description
There are certain support roles within the project management

profession that are essential to the success of the profession. Yet, in
these roles, you are not literally “managing” a project; rather, you are
performing work similar to that of a staff function. However, the job may
provide you an opportunity to leverage a full range of project
management knowledge and experience to successfully perform the job.
For example, you might provide advice and counsel, consider
alternatives, and develop action plans.
If you have been in one of these roles, you may have difficulty meeting
all requirements for a standard project. Because these roles are
essential to IBM and because they use your project management
knowledge and expertise, you may use six months of such job role
performance within IBM as equivalent to one project with five FTEs.
146 Version 1.14 May, 2008

B.2. Experience
Examples of Giveback jobs include:

Quality Assurance/Risk Management
Business Process Reengineering Leaders for Project Managers
IBM Learning Services Instructors
PM/COE and full time PM Deployment Staff and Profession Staff
Project management assignment in Contract Initiation
Project Management assignment in a Project / Program Office
Additional detail about Giveback jobs can be found on the PM/COE Web
site under Giveback.
Criteria to be met
To use this equivalency, you need to meet the following criteria:

You need to have prior approval from your geography Profession
Leader.
The job role being claimed as an equivalency needs to have been
performed while working for IBM.
You may use this equivalency for only one project profile in a
package.
Your first step in using this equivalency
To substitute six months’ experience in a specific job role as outlined

above for one project with five FTE, you need to first submit a description
of your job responsibilities and how they related to project management
to your geography Profession Leader. The description should state:
The purpose of the job role.
What you were expected to accomplish (completion criteria).
Which project management techniques, processes, and knowledge
areas were used.
Once your Profession Leader has approved this request, you must
complete a project profile detailing your involvement in each of the
experience requirements listed in the profile, including:, How you met the
completion criteria of the job.
How you applied project management techniques, processes and
knowledge.
What role you had in either managing or supporting a financial
measurement baseline in this job.
What was learned from the activity.
The deliverables that were created and how they are useful to the
profession.
The completed project profile needs to be reviewed and approved by the
manager responsible for the performance of that job.
148 Version 1.14 May, 2008

B.2. Experience
B.2.4. Equivalency for a Service Delivery & Product Lifecycle Program Management
Description
As a project management professional, you may have functioned as

a practitioner in one of the many organizations that provide annual
service delivery such as the Service Management Competency in
Services, Business Process Transformation Outsourcing in GBS’s
BTO organization or in lifecycle support in Products and Services.
As such, you would have been responsible for the delivery of
services over several years of a contract's lifespan or product's
lifecycle. This is in contrast to the more common situation, where
you were the “project management professional of record” directly
responsible for a specific project that spans from initiation through
closing.
This equivalency is associated with annual service delivery, which

details alternative criteria for managing projects which meet the
project profile requirements for project management professionals.
Criteria to be met
Essentially, annual service delivery is covered under the ‘project’

definition used in the qualification criteria, but for clarification, the way
this equivalency is treated is set out more fully in this section.
The account or product profiled should meet these criteria:
-The product or services were completed by the groups you
managed.
-You took an active management/oversight role in ensuring project
management disciplines were in place and followed.
Each profile submitted for accreditation or certification needs to be a

minimum of twelve (12) months in duration, and each annual cycle of
twelve (12) months’ duration or longer may be used as a project
profile.
Each profile must have a minimum total resource that meets the size
requirements defined for the project(s) you are replacing with annual
service delivery or lifecycle experience.
The annual service delivery or lifecycle documentation provided

needs to demonstrate that you were responsible for the direction of
the resources and for the results.
Your first step in Using this Equivalency
You need to demonstrate expertise and accountability in the following

areas.
Financial Measurement Baseline (FMB) must be described in
quantitative terms (ex. Gross profit, revenue, budget, headcount
and/or time). A description of how the FMB was developed and
tracked for the duration of the profile is required.
Project management review processes
Project management methods and disciplines were used, as
evidenced by benefits derived from their use
Schedule, scope, cost, resources, planning, risk, change and quality
control processes and measures were utilized.
Document using the standard project profile format.

For Senior certification and above at least one of the project profiles
included in your package needs to be a "standard" project . To review
this definition, see 1.6.4.2. Definition of projects. Put another way,
9
just as with all other certification guidelines, you should have

completed at least one standard project management assignment in
addition to your program management assignments at the Senior PM
level or two standard project management assignments at the
Executive PM level. For example, a Service Delivery Manager may
submit a standard project profile based on a Service Improvement
project or something similar.
150 Version 1.14 May, 2008

B.2. Experience
Appendix C. PM Certification Template

Updates
The following skill and experience requirements have been added to the PM Certification process
for both Senior PMs and Executive PMs.
1. Project Complexity
All Project Managers applying for certification must now document at least one project profile that
meets at least 5 of the following criteria for a minimum of six consecutive months:
• Cross border-resourcing or virtual resources
• Performance-based contracts
• Difficult project working environment that required active intervention of project manager
• Used multiple methodologies to direct multiple streams of work activity
• Managed multiple concurrent projects with teams of five or more each
• Managed a project which had multiple tiers of management reporting to the project manager
• Multiple areas within client organization directly impacted by outcomes of project
• More than one IBM line of business
• Replaced a project manager at a troubled project
• Managed ongoing support for critical production application or system
Candidates should be prepared to document which criteria above applies to their project, and what
steps they took to minimize the risks associated with the complexity factor.
2. Giveback
All Project Managers applying for certification must now document at least two instances of
Giveback activities that demonstrate a contribution to the Profession. Giveback is defined by the
PM/CoE as an activity that is above and beyond your normal job responsibilities and benefits the
IBM PM community in some way. Examples of valid Giveback activities include:
• Instruction of PM related courses

• Enhancing fellow PM practitioner skills through mentoring of non team members.
• Chair assignments
• Profession- Sponsored Activities
• Perform QA activities - Peer project reviews or PMRs
• Serving as a SME for creation and/or evaluation of PM training or education
• Presenting at PM conferences or PM community activities
• University Relationships that further IBM's image
• Producing and sharing PM related IC
3. Follow on Business/Process and Design Improvements.
Appendix C. PM Certification Template Updates
Continuous improvement is an essential goal for all project teams, and project managers in
particular are responsible for ensuring that projects are managed efficiently and cost effectively. As
such, project managers pursuing certification must be able to document areas of their projects
where they were able to improve upon the stated objectives in some way, either through cost
savings, follow-on work, or process improvements that might benefit future projects. Candidates
applying for certification should be prepared to describe their role in influencing a positive outcome
on their project through business, process, or design improvements, and document the results
achieved.
4. Conditions of Satisfaction
Setting client expectations and then effectively managing scope and deliverables to meet or
exceed those expectations is an important skill required for PMs pursuing certification. Candidates
are now required to show how they set client expectations regarding scope and deliverables, and
how the project delivery successfully addressed the business or marketplace needs of the client.
Additionally, project managers must not only demonstrate their ability to establish and meet
conditions of satisfaction with their clients, but they must also be able to demonstrate experience
with resolving any issues associated with establishing customer agreement.
5. Contractual Relationship
Project Managers applying for certification must now demonstrate experience with negotiating the
contract agreement among stakeholders, including multiple IBM functions, client executives, Lines
of Business executives, and business partners.
6. Communications and Executive Relationships

Maintaining project communications throughout the client organization and developing executive
relationships based on that communication are considered to be key strengths of a successful
project manager. Where possible, project managers should become involved on project
committees chaired by the client (ie. steering committees) and expect to give executive briefings on
the status of their projects.
Project Managers applying for certification must now demonstrate experience with managing
functional and executive level relationships throughout the sponsor and/or program organizations,
and document any leadership or involvement in client-sponsored project committees.
7. Issue Management
Project managers are now required to demonstrate experience with establishing issue
management processes to document key issues and actions requiring attention on their projects,
Additionally, project managers must be able to document how they guided team members in using
these processes, and show how they resolved issues in a timely manner.
8. Intellectual Capital
Work product reuse can save project managers valuable time and money when starting a project,
thus ensuring that successful methods and products can be reapplied rather than reinvented.
Project managers should not only leverage existing intellectual capital from other project managers
via the ICM database, but should also ensure that any quality process or deliverable that may have
152 Version 1.14 May, 2008

B.2. Experience
applicability on other projects is posted to the ICM to benefit other project managers. Candidates
applying for certification must now describe any project intellectual capital they developed or
reused for their project, and explain how they ensured capital from the project was shared and
made available to other practitioners globally.
9. Leadership
Strong team skills are paramount to leading project teams to successful completion of their
schedules and objectives. Project Managers can have a direct impact on the performance and
motivation of their team members and should be a key influencer and mentor for developing
project management or leadership skills in key members of their team. In addition to providing
guidance and mentoring on developing future project leaders, Project Managers should also be
actively involved in providing input and/or personnel evaluations to management on the
performance of their team members as part of their project close-out activities.
Appendix D. Change Log
Change Log as of July 2007 – Version 1.10
SECTION CHANGE
CHANGES – JANUARY, 2006
Appendix A Explanation of Financial Measurement Baseline (FMB)
A.8.2 Guidance on Methodology used on each project
Appendix B Guidance on Full Time Equivalents(FTE’s)
B.2.3. Explanation of Full Time Equivalents(FTE’s)
Appendix B Service Delivery & Product Lifecycle Program Management Equivalency.
1.4.3 Clarification of three years of specialty experience – can be overlapped with

Project/Business/Technical/Industry Experience
1.4.4 Included Executive Management Level for clarity
1.4.5.1 Included new recertification education requirements
3.2.2.6 Provided clarification on project duration – breaks in project must be documented

and justified.
7.2.1.4 Change in recertification/level move education
Tables 3.2.2.4, 6.3, 6.3.1.2, 7.2.1.4 Changed to reflect recertification Education

Requirements
CHANGES – JULY, 2006
Updated all tables and all occurrences of Tier 1 with Basic PM curriculum
154 Version 1.14 May, 2008

B.2. Experience
Updated all tables to replace 15 FTE’s with 20 (GBS requirement)
Added three years of specialty experience required for each specialty + overlap of
Project, technical, industry, business experience.
Checked for consistent spelling of certification(LC/UC)
1.4.1 &5.0 Initial certification can be at any level providing the requirements are met
1.4.4.2. Allowed the inclusion of an equivalency for Advisory Accreditation
4.2.2.4 16 hours of education at the Advisory level - optional
7.1 An equivalency may be used for a level move, Project must be within the last 36
months.
B.1.1 Updated footnote to show Review class 16 hours e-learning, 24 hours classroom
B.2.2 Edited for multiple project equivalencies
2.3.2.1 Removed references to PSU
1.1.6, Changed Business Consulting Services to Global Business Services and removed
3.2.2.4 references to ME5 – replaced with EDM5 and associated requirements.
3.2.3.4.
5.2.2.6
6.3.1.2 Included 24 hours of formal education for 2006 TLE
Changed PMLE references where applicable to TLE
Changes - July, 2007 – Version 1.10
B.2.2 Alternative Criteria for Full Time Equivalents(FTE) table updated
1.1 Added Vision of the Professions
1.2 Added Mission of the Professions
1.6.3 Added QA/RM and DPE/SM specialties to the list.
1.6.1 & 1.7.1 Initial certification can be at any level providing the requirements are met
1.6.4.1, Tables updated to clarify that specialty experience can overlap project, business,
3.2.2.3, technical and industry experience
5.2.2.3,
7.2.1.3
3.2.2.6 Added the FTE criteria definition table
6.3.1 Updated to include RPM courses as eligible for Recertification education
6.3.1.2 Updated PMLE and TLE education to be 24 hours formal education
Updated College Course Equivalency
6.3.1.3 Added hyperlink for giveback matrix
6.4 Updated Inactive Status information
7.2.1.4, Updated to clarify that education must be 20 hours per year and giveback 40 hours
7.2.1.5. per year.
Appendix C Added Appendix C for Certification Template Changes to include EDM rqmts.
Changes - November, 2007 – Version 1.11
1.3.6, Changes to reflect the integration of GBS/EDM requirements into the certification
3.2.2.4, package.
3.2.3.6
1.3.3,1.3.5 Reference to Brands and IBM Global Services changed to Products and Services
1.6.4.1 Education currency removed for Advisory PM in table
1.6.5.1, 6.3 Tables updated for Executive Management continuing education

6.3.1.2
1.6.3 Clarified audience for SM/DPE specialty – Added Automotive Industry to list
1.6.5.1, Removed all references to ‘Annual’ in the Knowledge Refresh Course

3.3.3.4,
5.5.5.4,
6.3.1.2,
7.2.1.4
B.1.1 Updated information on the two part Review for Experienced PM course
Tables All tables updated to standardize EPM abbreviation.
1.3.3 Created new chart to show Organization name changes (Products/Services)
Version 1.12 – February, 2008
6.5 Added section on Recertification Requirements for Part-time employees.
3.2.2.7, Added information on Giveback

5.2.2.7
1.6.4.1. Added giveback reference to table
156 Version 1.14 May, 2008

B.2. Experience
Changes - May 2008 – Version 1.13
1.6.4.1 Tables updated to show that if specialty elected (optional) at Advisory Level then 16
3.2.2.4 hours of specialty education would be required.
4.2.2.4
5.2.2.4
7.2.1.4
1.6.4.1 Tables updated to show PM Orientation Course as a Prerequisite to the PM

3.2.2.4 Fundamentals Course
4.2.2.4
5.2.2.4
7.2.1.4
3.2.3.3 Link Updated to show 1.7 instead of 1.5
Section 4 Removed References to Certification Tool as Accreditation templates are used

Replaced Word pro with ‘Word’
1.6.6.2 Added text for clarification – level moves
B.2.3 Removed redundant text on FTEs, Added Examples of Giveback
A.9 Clarified that a giveback job is not eligible for a level move but the giveback role
must be described for Recertification in the Activity Summary.
CHANGE LOG FOR VERSION 1.14 – MARCH, 2009
Removed all references to the Executive Management Level - Changed all tables to reflect this
level deletion.

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What is the purpose of this guide?

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Who is the intended audience of this guide?

IBM Project Management

Copyright © 2004 IBM Corporation

TABLE OF CONTENTS ........................................................................... I

March, 2009 Version 1.14 i

1.6.4.1 General requirements............................................ 31

3. DEVELOPING YOUR PROFESSION MILESTONE PLAN ............. 54

ii Version 1.14 March,2009

3.2.3 Executive PM Certification.............................................. 72

4. ACHIEVING ASSOCIATE AND ADVISORY PROFESSION

5. ACHIEVING SENIOR AND EXECUTIVE PROFESSION

6.3 PREPARING AND SUBMITTING YOUR RECERTIFICATION PACKAGE .. 109

7. PROGRESSING TO ANOTHER PM PROFESSION MILESTONE

APPENDIX A. CREATING AN EFFECTIVE PACKAGE .................... 128

APPENDIX B. EQUIVALENCIES........................................................ 138

iv Version 1.14 March,2009

B.2.1. Package annotation for inaccessible or unavailable project

This page intentionally left blank.

vi Version 1.14 March,2009

guide, and a list of the profession documents it replaces

profession-related terms as they are used in this document; intended

appendices, and a summary of the content of each

owns the guide and what process is used for maintaining it

0.1. The purpose of this guide

May, 2008 Version 1.14 1

This e-enabled guide is now the central source of information about

0.2. Terminology conventions in this guide

certification … the process by which the Project

2 Version 1.14 May, 2008

When we say … We mean …

0.3. The structure of this guide

A short description of career planning as it relates to the project

A description of the profession’s level move process. Detail on the

4 Version 1.14 May, 2008

Appendix A. Creating an effective package

0.4. Intended audiences and use of the guide

To provide this flexibility, we make use of the navigation and hyperlink

0.4.1. IBM employees interested in an overview

This audience includes all IBM employees who might be interested in

0.4.2. New entrants to the profession from within IBM

6 Version 1.14 May, 2008

0.4.3. Professional hires from outside IBM

This audience includes newly hired, experienced project management

0.4.4. Current members of the profession

This audience includes:

Associate and Advisory

Senior and Executive (initial certification)

8 Version 1.14 May, 2008

0.4.5. Managers and mentors of project management professionals

As a manager or mentor of project management professionals, you need

0.5. Guide navigation and printing

0.5.1. The basic screen

10 Version 1.14 May, 2008

0.5.2. Navigation tips

As shown above, you see two panels on your screen.

0.5.3. Tips for printing