CHPM® : Certified Humanitarian Project Manager

CHPM is administered by AIBMC (The American Institute for Business Management and Communication); one of the most renowned institutes in business management and communications in the United States. By earning CHPM candidates demonstrate that they have mastered the human rights and humanitarian business body of knowledge, obtained the skills of humanitarian project management, and committed to AIBMC core values and code of ethics.

CHPM® Certificate Preparation

If you are studying in order to prepare for the CHPM® exam; AIBMC provides candidates with training sessions for many of the exam questions. AIBMC also provide thorough training for the exam modules using its learning system through authorized training providers and prometric centers worldwide.

AIBMC CHPM® Recertification

Once you have passed the PROFESSIONAL MBA® exam and received your certificate, you will need to stay up to date on developments in humanitarian and business practices. To prove you have maintained and updated your general management knowledge and skills, AIBMC requires that you recertify every 4 years. (please refer to recertification for more info)

Requirement:

  • A passing score on the CHPM® Examination.
  • Bachelor Degree in any field and;
  • A minimum of two years experience in any related humanitarian area (Crisis Management; HR, Humanitarian Business, NGOs, Project Management).
  • A Minimum of 30 hours of CHPM program approved training.

Exam Format:

The CHPM® examination is a 3-hour exam, 50 multiple-choice questions in addition to multiple direct essay questions examination. The exam is given in booklet form.

Exam Outline:

Part 1:

  1. Institutionalizing human rights: expectations, paradoxes, and consequences.
    • Efficiency, legitimacy, power.
    • Arena, instrument, actor.
    • Autonomy and dependence.
    • Form and function.
    • Bureaucracy: authority and alienation.
    • Predominance of law.
    • Exclusion and inclusion.
    • Guarding the guards.
    • Remedy and ritual.
  2. The rise of global human rights institutions.
    • A timeline.
    • A typology.
    • Functions, activities, and expectations.
  3. United Nations human rights institutions.
    • Commission on Human Rights.
    • Politicization: membership and selectivity.
    • Standard setting.
    • Advisory services and technical cooperation.
    • Response to human rights violations: 1235 and 1503.
    • Special procedures.
    • The Commission 1946-2006: achievements and legacy.
    • Human Rights Council.
    • Membership.
    • Mandate.
    • First steps.
    • Sub-Commission on the Promotion and Protection of Human Rights.
    • Membership, mandate, and activities.
    • Hierarchy, expertise, and politics.
    • Prospects.
    • Commission on the Status of Women.
    • Economic and Social Council.
    • General Assembly.
    • A ‘grand debate’ on human rights?.
    • Leadership, budget, standards, scrutiny.
    • Third Committee.
    • Achievements.
    • United Nations High Commissioner for Human Rights.
    • A mandate between servant and shield.
    • From headquarters to the field.
    • Treaty bodies.
    • State reports.
    • Inter-state complaints.
    • Individual complaints.
    • Inquiries.
    • General Comments.
    • Achievements.
  4. Mainstreaming human rights.
    • From mandate to mainstreaming.
    • International Labour Organisation.
    • United Nations Development Programme.
    • United Nations Children’s Fund.
    • United Nations Educational, Scientific and Cultural Organisation.
    • United Nations High Commissioner for Refugees.
    • United Nations Human Settlements Programme.
    • World Health Organisation.
    • Food and Agricultural Organisation.
    • World Bank and International Monetary Fund.
    • World Trade Organisation.
    • Challenges ahead in mainstreaming human rights.
    • United Nations Security Council.
    • Safeguarding international peace and security.
    • Genocide, the responsibility to protect, and human security.
    • Peace operations.
    • Democratic legitimacy.
    • International humanitarian law and civilians in armed conflict.
    • Criminal justice for human rights violations.
    • Cooperation, transparency, and the role of NGOs.
    • Prospects.
  5. World courts and human rights.
    • International Court of Justice.
    • International Criminal Court.
    • Towards a world court of human rights?.
  6. Non-governmental organizations .
    • Independence between law and politics.
    • Consultation, co-operation, compensation, competition.
    • Functions.
    • Information, definition, mobilisation.
    • Agenda-setting, norm-making, and policy development.
    • Accompanying implementation.
    • Advocacy, education, and operation.
    • Legitimacy.
    • Challenges.

Part2:

  1. Strategic Management Analysis
  2. Pricing Analysis
  3. Capital Budget Analysis
  4. Cost Analysis
  5. Financial Management Analysis
  6. Project Management Analysis
  7. Economic Analysis
  8. Cash Flow Analysis
  9. Fraud Analysis
  10. Quality Analysis
  11. Sensitivity and Scenario Analysis
  12. Organizational and General Management Analysis
  13. Human Resources Management Analysis
  14. Risk Analysis
  15. Decision Analysis
  16. Operating Budget Analysis
  17. Control Analysis
  18. Quantitative and Qualitative Analysis

Inquiries:

Please e-mail us at info@aibmc.org for any other inquiries. For international candidates please contact our authorized representatives in your region.

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