Career Path For Project Management

Project Management
Career Ladder and Core Competencies
for Five Project Management Levels

Career Ladder and Core Competencies
for Five Project Management Levels
Prepared by the Corporate Engineering and Project
Management Council
Prepared by
David Shelby
Team Leader, Project Manager Career Plan Team
Corporate Engineering and Project Management Council
Approved by
Neil Hagglund
Corporate Vice President and Director of Corporate Technology Planning
Chair, Corporate Engineering and Project Management Council
Project Management
Contents
2 Introduction
3 Five Levels of Project Management

Manageable Risk and Impact Matrix Guideline
4 Nine Project Management

Competencies
11 Twelve Management Competencies
21 Project Management Career Ladder

Grade and Level Guidelines
22 Project Manager Competency Evaluation Guide

Requirements and Competencies
24 Project Management Training Curriculum
Career Ladder and Core Competencies for Five Management Levels • 1

Introduction
his document outlines the Project Management career path,
T and details the core competencies required for five levels
of Project Management.
The core competencies delineate the knowledge, skills, abilities,

experience and other characteristics which underlie effective job
performance. These requirements represent a project manager’s
performance competencies; they are the yardstick by which
project managers are measured. Professional development and
career progression usually result from an increasing knowledge,
skills, and experience. Therefore, awareness of the key job
requirements for one’s job is essential to successful job performance
and career growth.
2 • Project Management
Five Levels of Project Management
• PROJECT MANAGER
• SENIOR PROJECT MANAGER
• PRINCIPAL PROJECT MANAGER
• DIRECTOR, PROJECTS
• VICE PRESIDENT, PROJECTS
MANAGEABLE RISK AND IMPACT MATRIX GUIDELINE
POSITIONS
H I G H I M PA C T Principal Project Mgr. Director, Proj. Mgmt. V.P. Proj. Mgmt.

Principal Project Mgr. Director, Proj. Mgmt.
M E D I U M I M PA C T Sr Project Manager Principal Project Mgr. Director, Proj. Mgmt.

Project Manager Sr Project Manager Principal Project Mgr.
L O W I M PA C T Project Manager Sr Project Manager Sr Project Manager

Project Manager
LOW RISK MEDIUM RISK HIGH RISK
NOTE: Risk encompasses technical risk, schedule risk, market risk, and so forth. Impact is market value against $ value,
strategic value, and so forth.

Nine Project Management Competencies
DEFINITIONS
BUILDING CUSTOMER Identifies customer needs and requirements. Demonstrates an understanding and know-
RELATIONSHIPS AND ledge of the customer’s business. Identifies and designs new ways of exceeding customer
STAKEHOLDER EXPECTATIONS expectations. Manages the customer relationship and understands the impact of performance
on the customer.
LEADERSHIP Provides a common vision, and clear direction, and is able to manage apathy and resistance.
Initiates challenging goals and strategies and wins team buy in. Plans activities and maps out
realistic objectives and tactics, and sets priorities. Anticipates problems and deals with them
proactively. Positively influences and motivates others to establish clear, concise and common
objectives, and is able to create a sense of urgency within the team. Is able to entrust others
to establish procedures and plans that support team objectives and utilizes these to structure
win-win relationships. Sets high standards and achieves results. Provides sponsorship for
corporate and project-level initiatives
PROJECT MANAGEMENT Uses computers and software applications to obtain and evaluate information, and utilizes
TOOLS AND INFORMATION best available program management tools to assist in managing the program. Possesses the
TECHNOLOGY ability to review/understand a schedule, to perform critical path analysis, and to manage
multiple tasks, to prepare budgets. Is familiar with DOS, Vm/Cms, Vms, UNIX, Macintosh,
Windows and other operating environments.
MONITOR PROJECT Tracks and evaluates project performance to established milestones and metrics. Utilizes ana-
PERFORMANCE lytical tools to identify, gather, and synthesize relevant information critical in making accurate
project decisions. Monitors individual/team performance and contributions relating to key
goals, corporate initiatives, and commitments. Tracks and evaluates project performance to
established plans through the use of project schedules, financial reports and quality metrics.
BUSINESS ACUMEN Has the ability to creatively balance and align a project team’s focus based upon both the
strategic and tactical business objectives of all project stakeholders.
MANAGEMENT SKILLS Has a firm understanding of the overall Motorola vision and can translate that into appropriate
vision and goals for the project. Acts with consideration of issues, ethically and confidently, in a
style appropriate to the environment, beyond the basic necessities and staying with the plan.
Delivers on promises and honors commitments. Tolerates ambiguity, shifts priorities, changes
style and responses with new approaches as required to deal with the demands of changing
conditions. Is able to recognize talent and potential core PM competency skills in others and
develops those skills through mentoring. Appropriately recognizes and rewards performance
through the use of compensation tools. Is able to direct resources to successfully meet plans.
PROJECT EXECUTION Has the ability to execute the project on schedule, within budget, and with “Best In Class”
quality standards. Is able to assign responsibilities, delegate and empower others, and remove
obstacles. Allows for and obtains needed resources. Coordinates work efforts, monitors progress
and manage expertise/resources in accordance with the project management plan. Analyzes
project elements to establish project status. Takes corrective action. Identifies and manages
risks and anticipates potential problems. Develops action plans to mitigate risk. Identifies and
implements alternative solutions. Monitors, reviews, and updates the project plan. Ensures that
interfaces are recognized and tasks are integrated as a whole. Manages the project budget.
PROJECT MANAGEMENT Possesses the knowledge and ability to apply the general policies and procedures required to
KNOWLEDGE successfully manage a project, such as: schedule/time management, cost management, human
resource management, risk management, quality management, communication management,
procurement management, scope management, and project integration management.
PROJECT PLANNING Possesses project planning skills and the ability to develop an integrated project plans
encompassing all elements of the project tasks or WBS. Develops short and long range plans
which are appropriately comprehensive, realistic and effective in meeting goals. Assists with
the development and implementation of product strategies and business plans.

LEVEL 1: PROJECT MANAGER
BUILDING CUSTOMER Is able to build awareness of customer and marketplace demands for particular features,
RELATIONSHIPS AND capabilities, and services. Interfaces with the customer, suppliers, and project sponsor.
STAKEHOLDER EXPECTATIONS
LEADERSHIP Provides project management guidance and administrative direction to employees working
on a project. Supports corporate initiatives.
PROJECT MANAGEMENT Is computer literate with an aptitude for office and project management applications.
TOOLS AND INFORMATION Has the ability to generate project status data and reports.
TECHNOLOGY
MONITOR PROJECT Obtains and summarizes current project information and milestone status versus project
PERFORMANCE performance baseline.
BUSINESS ACUMEN Possesses an understanding of basic business principles and Motorola initiatives, as well as
goals and objectives of the business.
MANAGEMENT SKILLS Is strongly committed to the mission. Has ability to develop and communicate customer
needs. Is both a systematic and innovative thinker, uses creativity in decision making to react
to changing conditions. Has cultural understanding. Champions continuous improvement,
realizing the need to grow the changing environment. Has good self management skills,
including time and stress management. Is self confident, with a concern for credibility. Is
selective about involvement in project issues; focuses on what is important. Possesses a pas-
sion, dedication and commitment for Project Management work. Finds and empowers the
best people for their project team. Proactively gathers information and insists on results.
PROJECT EXECUTION Drives project tasks to completion in accordance with the project schedule. Reports status
and other metrics related to an assigned project. Maintains project schedule.
PROJECT MANAGEMENT Demonstrates awareness of all nine areas of project management knowledge (PMBOK)*,
KNOWLEDGE with a firm understanding of two. Has knowledge of at least one major project phase. Is a
major contributor to the development of the project plan.
PROJECT PLANNING Has the ability to coordinate the efforts of the team to develop an integrated project plan
and risk analysis with action plans to mitigate the risks.
*Nine PMBOK knowledge areas: 1) Project Integration, 2) Project Scope, Management, 3) Project Time Management,
4) Project Cost Management, 5) Project Quality Management, 6) Project Human Resource Management,
7) Project Communication Management, 8) Project Risk Management, 9) Project Procurement Management
LEVEL 2: SENIOR PROJECT MANAGER
BUILDING CUSTOMER Is able to align and communicate product, project, and organization capabilities with the
RELATIONSHIPS AND customer/market/feature requirements. Is primary interface with customer/user/stakeholder
STAKEHOLDER EXPECTATIONS on lower risk projects.
LEADERSHIP Provides guidance on team activity through leadership and support toward goals. Takes ini-
tiative in executing project procedures and objectives, and implements corporate initiatives.
PROJECT MANAGEMENT Has the ability to utilize project management tools to plan and analyze project information.
TOOLS AND INFORMATION Recognizes project risks and potential problems through the use of forecasting tools. Has the
TECHNOLOGY ability to establish project team automated communications. Uses scheduling software to ana-
lyze schedule parameters (risk, critical path, and tradeoff analysis).
MONITOR PROJECT Provides project team with regular performance updates/reviews for identification of variances
PERFORMANCE and corrective action.
BUSINESS ACUMEN Possesses the ability to creatively balance and align the project team’s focus based on the
tactical business objectives of all project stakeholders.
MANAGEMENT SKILLS Has a firm understanding of the overall Motorola vision and is able to communicate it to junior
Level project managers, establishing goals while providing guidance. Is able to direct resources
to successfully meet the plan. Fosters the development of a common vision, provides clear
direction and priorities. Is able to establish, track, and audit project budgets, analyze variances
and develop action plans as required.
PROJECT EXECUTION Successfully achieves project goals while being aware of, and sensitive to, the overall business goals.
Tracks and reports status and other metrics against goals on an ongoing basis. Recognizes potential
problem areas against the plan and identifies and implements alternative solutions. Raises concerns
based on measurement criteria to supervise and provide recommendations to maximize perfor-
mance. Manages change control processes and is responsible for overall project execution.
PROJECT MANAGEMENT Demonstrates a firm understanding of all nine areas of project management and is an expert
KNOWLEDGE in two areas. Experienced in running project phases. Is able to oversee development of the
complete project plan.
PROJECT PLANNING Manages development of project plans with focus on achievement of project goals and
corporate initiatives, such as 10X Reduction in Cycle Time. Assures the project plan includes
all nine areas of knowledge from PMBOK, such as Risk Management, Scope Definition,
Schedule, and so forth. Insures that project plans include requirements from all stakeholders.
Works independently on medium risk projects.

LEVEL 3: PRINCIPAL PROJECT MANAGER
BUILDING CUSTOMER Represents Motorola to the customer, user, and management for all aspects of project manage-
RELATIONSHIPS AND ment and performance requirements, including finances, technology, services and schedule.
STAKEHOLDER EXPECTATIONS Defines directions and requirements to ensure timely implementation of new projects/programs
and the related cost information for use in pricing strategies. Devises creative solutions to
critical customer and user needs.
LEADERSHIP Establishes team effort focused on project goals and objectives; provides guidance and support
to team members proactively anticipating and overcoming obstacles; sets high standards to
achieve objectives. Integrates corporate initiatives into project plans.
PROJECT MANAGEMENT Has the ability to use project management tools to manage multiple projects. Maintains cur-
TOOLS AND INFORMATION rency in information technology and project management tools. Utilizes project management
TECHNOLOGY tools to provide succinct and timely executive status, forecasting information and recommen-
dations to upper management.
MONITOR PROJECT Provides the senior management team with regular project performance status, variances to
PERFORMANCE plan, and identification of corrective action (if required). Establishes a system of metrics and
phase gates focused on initiative implementation, customer/ stakeholder satisfaction and risk
mitigation. Emphasizes metrics which are leading indicators of the future and suggestive of
corrective action, and ensures 10X target goals are met. Sees that entry and exit criteria for
accomplishment of corporate initiatives, project objectives, and physical progress are estab-
lished and maintained. Ensures flexibility of monitoring and metrics commensurate with pro-
ject phases and risk level
BUSINESS ACUMEN Acts as the “General Manager” of the project by achieving project goals. Possesses the ability
to creatively balance and align project team’s focus based on the strategic business objectives
of all project stakeholders.
MANAGEMENT SKILLS Has the ability to mobilize the teams energies and talents to focus on and work towards the
stakeholders best interest.
PROJECT EXECUTION Achieves complex project goals by effectively applying necessary expertise/resources. Makes
decisions while taking into consideration global concerns across projects/organizations.
Balances cost, schedule, and project requirements.
PROJECT MANAGEMENT Has experience in all nine areas of project management. Has knowledge of all project phases.
KNOWLEDGE Mentors junior project managers. Obtains professional credentials according to organization’s
standards and time frames. Experienced managing projects.
PROJECT PLANNING Insures that project plans are fully integrated, and include requirements from all stakeholders
on complex, higher risk projects. Ensures that the required resources are available to achieve
the project requirements and goals.
LEVEL 4: DIRECTOR, PROJECT MANAGEMENT
BUILDING CUSTOMER Through all appropriate information sources and continuous stakeholder communications
RELATIONSHIPS AND anticipates customer and user needs and competitive directions to strengthen Motorola’s
STAKEHOLDER EXPECTATIONS market position and brand equity. Encourages and orchestrates frequent customer contact by
appropriate members of the organization.
LEADERSHIP Builds teams to address the project goals and objectives of multiple and/or large projects.
Aligns the organization to customer needs by establishing milestones, goals, and objectives based
on input from stakeholders. Is aware of the diversity of the organization and applies situational
leadership when providing guidance in establishing goals. Sponsors corporate initiatives.
PROJECT MANAGEMENT Has the ability to identify and establish the high level requirements for information technology
TOOLS AND INFORMATION tools required to manage the portfolio of the business’ projects. Is able to work with the
TECHNOLOGY organizations’ management and information technology professionals to establish and maintain
standards, systems, training and tools that foster team effectiveness, work flow management,
reuse, collaboration with suppliers and stakeholders, and lessons learned.
MONITOR PROJECT Is able to accomplish tasks of level 3 for projects of higher impact and risk. Monitors high-level
PERFORMANCE goals/milestones pertaining to a large segment of overall project. Monitors project to completion.
Ensures 10X target goals are met.
BUSINESS ACUMEN Demonstrates competence to creatively balance and align project team’s focus based on both strate-
gic and tactical business objectives of all project stakeholders. Optimizes the project’s contribution
to the business objectives by considering commitments to stakeholders, cycle time and schedules,
quality, service, project cost management (recurring product costs, cost of ownership, and so forth.)
and profit objectives. Influences stakeholders to embrace an optimized project plan.
MANAGEMENT SKILLS Has the ability to arrive at accurate conclusions and solutions by visualizing new potentials, and
identifying, defining and analyzing risks, and problems using rational and intuitive processes.
Achieves results by understanding, building and using formal and informal systems and contacts in a
complex organization environment. Enhances the work of the project team by interacting with others
in ways that develop respect, trust, mutual understanding, and productive working relationships.
PROJECT EXECUTION Directs project team activities and coordinates interaction required with other groups and
organizations. Provides guidance and motivation to project teams to successfully achieve project
goals and corporate initiatives. Rewards innovative approaches and solutions.
PROJECT MANAGEMENT Is an expert in five or more areas of project management. Recognized expert within company.
KNOWLEDGE Experienced manager of high impact or complex projects. Advances project management
knowledge areas. Has understanding of how components and products integrate to provide
system solutions to customers.
PROJECT PLANNING Oversees development of plans for high impact and risk projects and/or multiple projects,
including allocation of resources, budgets, and strategic business considerations. Communicates
project objectives in terms of overall strategic business objectives.
LEVEL 5: VICE PRESIDENT/DIRECTOR PROJECT MANAGEMENT
BUILDING CUSTOMER Is key interface with senior customer management and stakeholders, TCS initiatives and strate-
RELATIONSHIPS AND gic business decisions required to ensure customer and stakeholder satisfaction. Anticipates
STAKEHOLDER EXPECTATIONS changes that impact product and system life cycles and production requirements to establish
strategic responses and plans in a timely manner.
LEADERSHIP Is responsible for overall team development to fulfill goals and objectives of the organization.
Coaches the project team to maximize their effectiveness. Provides direction by establishing over-
all project, cost and schedule parameters and overall project objectives based on input from
stakeholders. Develops and displays a vision to the team, and provides various incentives for
team achievements and buy-in. Builds effective teams across organizational boundaries.
PROJECT MANAGEMENT Sponsors and provides liaison and support for next generation project management tools and
TOOLS AND INFORMATION information technology.
TECHNOLOGY
MONITOR PROJECT Actively participates in the monitoring of projects ensuring that the results are consistent
PERFORMANCE with the LRP, technology roadmaps, sector and corporate strategies, and core competencies.
BUSINESS ACUMEN Accomplishes the actions of Level 4 for a portfolio of projects.
MANAGEMENT SKILLS Develops complex strategic business plans. Is able to identify, focus on, and resolve critical issues.
Has the ability to recognize talent and attributes in subordinates relative to the skills required to be
a successful and professional Project Manager, and the skills to mentor and train those identified.
PROJECT EXECUTION Has the ability to successfully direct multiple and/or complex projects with new technology
and high risks. Directs projects with high strategic importance, and/or high dollar value.
PROJECT MANAGEMENT Expert in all nine areas. Recognized expert within industry. Experienced managing multiple
KNOWLEDGE complex projects.
PROJECT PLANNING Provides project information to support and participates in the development of long range
strategic plans. Is able to manage Market and Brand management influence. Proactively
addresses industry and political issues as they pertain to the strategic business plan.
Twelve Management Competencies
his section outlines the twelve management competencies,
T which are not specific to Project Management, but are
fundamental to effective management.
These competencies delineate the knowledge, skills, abilities,
experience, and characteristics which define effective general
management performance.

COMMUNICATIONS Good communicator. Understands and can express fairly complex and sensitive concepts
clearly, correctly, and in well-organized form. Is able to produce and deliver presentations of
average difficulty to limited audiences. Competently uses common communications media
as well as demonstrates working skill/knowledge of one specialty area, such as graphics,
video or print.
CREATIVITY Has the ability to produce alternative approaches or solutions to opportunities or problems;
demonstrates competent knowledge of situation, function and requirements. Demonstrates appro-
priate willingness to challenge status quo. Is able to flexibly think in terms of “possibilities.”
DECISION MAKING Demonstrates knowledge of basic decision-making model and process. Demonstrates ability
to conduct basic research, organize information and perform basic cost/benefit analysis. Know-
ledge is typically applied in situations involving relatively uncomplicated and unambiguous
factors, impacting a relatively narrow market and having limited potential for significant finan-
cial or business consequence. Decisions are usually based solely on fact, not intuition.
FLEXIBILITY Accepts change without excessive fear or stress. Evidences humor and resiliency in “letting
go” of former ways and adopting new ones. Demonstrates willingness to “try” new ideas and
“consider” new approaches to doing things. Good tolerance and capability for multi-tasking.
INFLUENCE PERSUASION Has basic understanding and knowledge of persuasion theories and application. Generally
able to positively influence behaviors or decisions in one-on-one or small homogenous group
situations where circumstances have narrow scope, limited factors, and relatively low risk.
INITIATIVE Owns responsibilities. Demonstrates alertness and caring—sees what needs to be done and
responds accordingly. When problems or crises arise, takes limited risks within parameters of
authority, but is generally contented with status quo. Is competent, but predominantly reac-
tionary. Doesn’t usually require reminders or follow-ups for regular assignments, but rarely
“reaches out” for true excellence.
LOYALTY Consistently encourages respect and tolerance for others. Is willing to address negative com-
ments by others about co-workers, the department and/or Motorola. Would never willingly
or intentionally do or say anything that would harm co-workers or Motorola.
NEGOTIATION Is interested in achieving win/win conclusions. Has adequate skill and knowledge to participate
in moderately complicated negotiations.
RELATIONSHIP Has good, sustained work-place relationships, based on consistently respectful and positive
behaviors. Understands reciprocity and works to assure that relationships are balanced and equi-
table to both. There isn’t much here to dislike or be uncomfortable with, even if this person
tends to be more of a loner or less extroverted than others. There is still an openness to
approach and a willingness to participate and listen with a more than less neutral and helpful
attitude. Has no glaring negative behaviors that drive others crazy.
CHANGE MANAGEMENT Has minimal knowledge of change management principles and processes. Frequently
questions proposed changes, but takes otherwise neutral position in change project activities.
Requires close supervision and coaching in learning status.
INTEGRITY Honors commitments and can be trusted to deal honestly and openly with others. Takes
responsibility for own mistakes. Knows and respects Motorola values, policies and practices.
STRATEGIC THINKING Is capable of planning and executing activities with optimal efficiency and utilization/
leverage of resources, based on ability to determine and recognize the “shortest, cheapest,
straightest, fastest and best line from point A to point B.”

COMMUNICATIONS Excellent communicator. Understands and expresses complex and sensitive concepts clearly,
correctly, and in well-organized form. Is able to produce and effectively deliver wide range
of presentations to most audiences. Frequently takes lead in identifying and correcting
misunderstandings. Is able to use, understand and interpret abstract concepts. Demonstrates
competent user skill/ knowledge of more than one specialty area.
CREATIVITY Has the ability to produce multiple, alternative approaches or solutions to opportunities or
problems, demonstrating competent knowledge of situation, function and requirements.
Frequently challenges status quo and models attitude of playful willingness to consider non-
traditional ideas and suggestions. Is able to apply knowledge of basic brainstorming processes
to enhance personal creativity.
DECISION MAKING Demonstrates knowledge of some advanced techniques for affecting personal and group
decision making. Demonstrates ability to apply knowledge in situations typically involving
moderately complicated and ambiguous factors, impacting a broader market, and having
potential for moderate financial or business consequence. Has technical/functional knowl-
edge that is sufficient to incorporate intuition into decision-making process.
FLEXIBILITY Accepts change with grace and appropriate enthusiasm. Understands principle of “winning
some and losing some,” and can integrate changes quickly and efficiently. Has high tolerance
for ambiguity and is capable of significant multi-tasking.
INFLUENCE PERSUASION Has practitioner level understanding and knowledge of persuasion theories and application.
Genuine belief, concern and interest in “win-win” outcomes. Is able to effectively apply tech-
niques in more complex situations involving larger homogenous groups, broader scope, more
factors and higher risk.
INITIATIVE Demonstrates aggressive ownership of responsibilities. Actively pursues opportunities for

improvement, enhancement or enlargement of products, services, clientele, and so forth.
Works to avoid problems instead of waiting to react to them. Actively pursues excellence and
is dedicated to “delighting” the customer. Anticipates short range, smaller scale needs and
issues and develops plans to implement the required changes within scope of responsibilities.
LOYALTY Makes responsible decisions and acts responsibly in matters of loyalty. Fully understands
meaning and value of concept and rarely displays indiscriminate loyalty. Actively works to
share information that could be of value to others and consistently works to promote what
will affect the larger good of the organization.
NEGOTIATION Is interested in achieving win/win conclusions. Has adequate skill and knowledge to participate
in moderately complicated negotiations.
RELATIONSHIP This person has a wider network of work place relationships, based on positive and trustworthy
mutual advantages. People are generally willing to work with this person because they are
not exploited, it’s always interesting and fun, and it simply “feels good.” This person is a
walking-talking positive reinforcement to coworkers, and the work place is nicer, more pro-
ductive and healthy due to this person being part of it. Is frequently sought to work on
teams or projects.
CHANGE MANAGEMENT Has working knowledge of change management principles and processes. Supports reason-
able changes, and willingly participates in change projects under general supervision.
INTEGRITY Honors and values commitments and deals honestly and openly with others. Takes active
role of encouraging others to make “good” choices and decisions. Respects Motorola values
and can be counted on to explain, interpret and defend them, as needed. Refuses or rejects
proposals that violate Motorola values.
STRATEGIC THINKING Understands and can use forecasting and simulation techniques. Is able to develop credible
cost-benefit analyses and projections. Has demonstrated interest and curiosity in trends and
internal/external factors impacting business and behaviors. Has made the effort to acquire
a broad base of knowledge and information (or develop broad network of resources for
research) relevant to work. Is able to work with complex data and create meaningful models.

COMMUNICATIONS Excellent communicator. Is able to develop and implement communication plans and strategies. Is
sought to prepare and/or deliver extremely complicated or sensitive messages, or those requiring
significant skill in persuasion. Understands, uses and interprets abstract concepts. Understands and
can craft effective messages for significantly different audiences and outcomes. Has established
credibility and may be sought for spokesperson roles. Has working knowledge of most specialty
areas. Correlates highly with expert change management and influence/persuasion competencies.
CREATIVITY Frequently produces unusual and effective alternate approaches or solutions to opportunities or
problems. Reframes concepts and produces counter-intuitive ideas. Encourages and asks for non-
traditional ideas from others. Uses and can facilitate several “creativity” or “brainstorming”
methods to enhance personal and group creativity. Is capable of recognizing unusual patterns or
relationships and generating “breakthrough” ideas that reflect technical competency and good
business judgment. Sought for membership on projects requiring innovative and broad thinking.
DECISION MAKING Demonstrates expert skill and knowledge of several, advanced techniques for affecting and
facilitating personal and group decision-making, and naturally incorporates these into daily
activities. Coaches others through difficult decision making situations. Demonstrates ability to
apply knowledge in situations typically involving highly complex and complicated factor shav-
ing a high degree of ambiguity, impacting either a broad or highly significant market, and
having significant potential for significant financial or business consequence. Has expert tech-
nical/functional/business knowledge enables incorporation of intuition into decision-making
process. Coupled with high creativity, is able to produce educated and successful risk-taking.
FLEXIBILITY Accepts and appreciates change. Handles losses well. Works to persuade and console others,
demonstrating both compassion, understanding and commitment. Regards ambiguity as
advantageous, and welcomes all opportunities for improvement. Coupled with high creativity
and expert decision-making abilities, is able to adjust to changes very quickly and enhance
process for others even further with other spontaneous problem-solving behaviors.
INFLUENCE PERSUASION Has expert understanding and knowledge of persuasion theories and application. Has genuine
belief and commitment to “win-win” outcomes. Role model level credibility and ethos inspire trust
in others. Is able to effectively apply techniques in highly complex situations involving disparate or
large groups, very broad scope, many factors and high risk. Strategic plans include elements for
managing persuasion. General performance reflects equally high communications skill level.
INITIATIVE Demonstrates aggressive ownership of responsibilities. Actively pursues opportunities for

improvement, enhancement or enlargement of products, services, clientele, and so forth.
Works to avoid problems instead of waiting to react to them. Actively pursues excellence and
is dedicated to “delighting” the customer. Anticipates short range, smaller scale needs and
issues and develops plans to implement the required changes within scope of responsibilities.
LOYALTY Positively, genuinely and enthusiastically promotes co-workers and Motorola. Is exemplary
role model of personal public relations for the function and corporation. Is counted on to
firmly defend the organization and coworkers against unfair and unjust criticism.Visibly and
verbally reinforces the importance of the value of loyalty to successful teaming and business
success. Is willing to confront others who display disloyalty. Encourages loyalty in others.
NEGOTIATION Believes in the good of win/win outcomes. Has competent skill and knowledge to participate
in complicated negotiations.
RELATIONSHIP There is no doubt in anybody’s mind that this person genuinely cares about others, their
well-being and success. Displays a high level of sensitivity and tolerance to others’ needs and
differences. People may go out of their way to work with this person. Without the dependen-
cy of “cliques” or “old ---- networks,” this person is able to draw on a wide range of internal
and external relationships sustained through mutual respect and trust. Other people pick this
person to be their mentor, and most everyone who ever worked for this person has grown
and gone on to be very successful and happy.
CHANGE MANAGEMENT Has competent knowledge of change management principles and processes. Promotes reason-
able changes, acts to persuade others, and plays key role in change projects. May occasionally
suggest change projects. Is capable of executing change strategies with general direction.
INTEGRITY Rejects or refuses assignments and proposals that violate Motorola values and code of
conduct. Is sought for counsel or arbitration in difficult “judgment call” situations. Takes
visible position of advocacy for the “right” choices and decisions, and inspires others to do
the same. Is known role model in organization.
STRATEGIC THINKING Is regularly capable of ideas and plans that accomplish more with much richer results than
originally anticipated. Struggles sometimes, to consider issues within the limited context of their
single status, single application, single solution, and short, disconnected life-span. Is able to be
counted upon to recognize and capitalize on unintended benefits and advantages to wider and
unintended markets. Reflexively seeks strategic implications and opportunities from any and
all other concepts and plans. Enables, encourages and reinforces strategic thinking in others.
Four is the level where the super and pragmatic technician becomes the creative genius.

COMMUNICATIONS Excellent communicator. Is able to develop and implement communication plans and
strategies. Is sought to prepare and/or deliver extremely complicated or sensitive messages,
or those requiring significant skill in persuasion. Understands, uses and interprets abstract
concepts. Understands and can craft effective messages for significantly different audiences
and outcomes. Has established credibility and may be sought for spokesperson roles. Has
working knowledge of most specialty areas. Correlates highly with expert change manage-
ment and influence/persuasion competencies.
CREATIVITY Frequently produces unusual and effective alternative approaches or solutions to opportunities
or problems. Reframes concepts and produces counter-intuitive ideas. Encourages and asks for
non-traditional ideas from others. Uses and can facilitate several “creativity” or “brainstorming”
apply knowledge in situations typically involving highly complex and complicated factors having
a high degree of ambiguity, impacting either a broad or highly significant market, and having
significant potential for significant financial or business consequence. Has expert technical/
functional/business knowledge enables incorporation of intuition into decision-making process.
Coupled with high creativity, is able to produce educated and successful risk-taking.
and expert decision-making abilities, is able to adjust to changes very quickly and enhances
belief and commitment to “win-win” outcomes. Role model level credibility and ethos inspires
trust in others. Effectively applies techniques in highly complex situations involving disparate or
managing persuasion. General performance reflects equally high communications skill level.
INITIATIVE Anticipates longer range, larger scale needs and issues and develops appropriate strategic plans to
expertly manage the required changes, which may extend beyond the scope of job responsibili-
ties. Combines initiative energy with excellent communications, creativity, decision-making, and
influence-persuasion skills to successfully raise critical issues to operational levels of visibility.
firmly defend the organization and coworkers against unfair and unjust criticism. Visibly and
NEGOTIATION Is absolutely committed to win/win outcomes. Is competent and credible enough to lead
others through negotiations. Consistent role model for altruistic values and behaviors.
differences. People may go out of their way to work with this person. Without the dependency
of “cliques” or “old ---- networks,” this person draws on a wide range of internal and exter-
nal relationships sustained through mutual respect and trust. Other people pick this person
to be their mentor, and most everyone who ever worked for this person has grown and gone
on to be very successful and happy.
CHANGE MANAGEMENT Has expert knowledge of change management principles and processes. Frequently initiates
change projects and is picked to lead or consult on change efforts. Is capable of executing
change strategies to successful completion with only broad direction. Inspires confidence and
enthusiasm in coworkers.
INTEGRITY Rejects or refuses assignments and proposals that violate Motorola values and code of
conduct. Is sought for counsel or arbitration in difficult “judgment call” situations. Takes
visible position of advocacy for the “right” choices and decisions, and inspires others to do
the same. Is known role model in organization.
originally anticipated. Struggles sometimes, to consider issues within the limited context of
their single status, single application, single solution, and short, disconnected life-span. Is
counted upon to recognize and capitalize on unintended benefits and advantages to wider and
unintended markets. Reflexively seeks strategic implications and opportunities from any and
all other concepts and plans. Enables, encourages and reinforces strategic thinking in others.
Four is the level where the super and pragmatic technician becomes the creative genius.

LEVEL 5: VICE PRESIDENT, PROJECT MANAGEMENT
COMMUNICATIONS Excellent communicator. Is able to develop and implement communication plans and
strategies. Is sought to prepare and/or deliver extremely complicated or sensitive messages,
or those requiring significant skill in persuasion. Understands, uses and interprets abstract
concepts. Understands and can craft effective messages for significantly different audiences
and outcomes. Has established credibility and may be sought for spokesperson roles. Has
working knowledge of most specialty areas. Correlates highly with expert change manage-
ment and influence/persuasion competencies.
CREATIVITY Frequently produces unusual and effective alternative approaches or solutions to opportunities
or problems. Reframes concepts and produces counter-intuitive ideas. Encourages and asks for
non-traditional ideas from others. Uses and can facilitate several “creativity” or “brainstorming”
apply knowledge in situations typically involving highly complex and complicated factors having
a high degree of ambiguity, impacting either a broad or highly significant market, and having
significant potential for significant financial or business consequence. Has expert technical/
functional/business knowledge enables incorporation of intuition into decision-making
process. Coupled with high creativity, is able to produce educated and successful risk-taking.
and expert decision-making abilities, is able to adjust to changes very quickly and enhances
belief and commitment to “win-win” outcomes. Role model level credibility and ethos inspires
trust in others. Effectively applies techniques in highly complex situations involving disparate or
managing persuasion. General performance reflects equally high communications skill level
INITIATIVE Anticipates longer range, larger scale needs and issues and develops appropriate strategic plans to
expertly manage the required changes, which may extend beyond the scope of job responsibili-
ties. Combines initiative energy with excellent communications, creativity, decision-making, and
influence-persuasion skills to successfully raise critical issues to operational levels of visibility.
LEVEL 5: VICE PRESIDENT PROJECT MANAGEMENT
firmly defend the organization and coworkers against unfair and unjust criticism.Visibly and
NEGOTIATION Is absolutely committed to win/win outcomes. Is competent and credible enough to lead
others through negotiations. Consistent role model for altruistic values and behaviors.
differences. People may go out of their way to work with this person. Without the dependency
of “cliques” or “old ---- networks,” this person draws on a wide range of internal and exter-
nal relationships sustained through mutual respect and trust. Other people pick this person
to be their mentor, and most everyone who ever worked for this person has grown and gone
on to be very successful and happy.
CHANGE MANAGEMENT Has expert knowledge of change management principles and processes. Frequently initiates
change projects and is picked to lead or consult on change efforts. Is capable of executing
change strategies to successful completion with only broad direction. Inspires confidence
and enthusiasm in coworkers.
INTEGRITY Rejects or refuses assignments and proposals that violate Motorola values and code of con-
duct. Is sought for counsel or arbitration in difficult “judgment call” situations. Takes visible
position of advocacy for the “right” choices and decisions, and inspires others to do the
same. Is known role model in organization.
originally anticipated. Struggles sometimes, to consider issues within the limited context of
their single status, single application, single solution, and short, disconnected life-span. Is able
to be counted upon to recognize and capitalize on unintended benefits and advantages to wider
and unintended markets. Reflexively seeks strategic implications and opportunities from any
and all other concepts and plans. Enables, encourages and reinforces strategic thinking in
others. Five is the level where the super and pragmatic technician becomes the creative genius.

Project Management Career Ladder
GRADE LEVEL AND GUIDELINES
LEVEL AND TITLE GRADE CUSTOMER/MARKET RELATIONSHIP MANAGEABLE SPAN OF INFLUENCE EXPERIENCE, EDUCATION
RISK/IMPACT AND KNOWLEDGE
1 Project E08-E09 Gives input regarding Low to medium Typically project team BS/BA degree +
Manager customer requirements risk; impact to and/or working level of 6 credit hours
and growth strategy for own organization subcontractor, project Proj. Mgt. courses
the project. only sponsor, customer team. or equivalent
4-7 years total
2 Senior E10-E11 Is able to help determine Moderate impact Level 1+ project 8-10 years total
Project customer requirements to Division sponsor, functional 2+ year P.M.
Manager and growth strategy for and/or customer managers, sub- 6 additional credit
the project. contractors, product hours of Proj. Mgt.
or project managers, courses or equivalent
customer counterparts
E12-E13 Is able to determine customer High impact to Level 2 + Division 11-13 years
3 Principal requirements and influence both the organi- GM, customers middle 5+ year P.M.
Project growth strategies for the pro- zation and the mgt., subcontractors 6 additional credit
Manager ject. Extensive contact with customer may be middle mgt., govt. hours of Proj. Mgt.
multiple customers significant (group) agency regulators. courses or equivalent
4 Director, E14-E15 Is able to influence customer High impact Level 3 + Sector GM, 15+ years
Project requirements. High level to the sector Customers’ Senior 7+ year P.M.
Management relationships with multiple Mgt., Subcontractor 6 additional credit
customers and suppliers, division mgt., Govt. hours of Project
regulators and associations. Agency Division chief. Mgt. courses or
Well developed market equivalent
knowledge. Is able to con-
tribute to brand/ market
strategy
5 VP, Project E15+ Viewed as a leader within High impact to Level 4 plus CEO 20+ years
Management P.M. community of the ind- the Corporation office, subcontractor 10+ year P.M.
ustry segment. Is able to posi- Corporate manage- 6 additional credit
tively influence customers, ment, Govt. agency hours of Project
suppliers, regulators and head. Mgt. courses or
other Motorola organizations. equivalent
Has in depth knowledge of
market and competition.
Leader in contributing to
brand or marketing area.
Notes: * This career ladder assumes a baseline that project managers are accountable for project success in an environment of empowered
teams within the charter provided by supportive sponsors and with the cooperation of functional managers. (ref. Wheelright & Clark)
** Refer to Appendix A for a detailed Risk/Impact Matrix
Experience can be adjusted to an Equivalent experience based on past contribution
Project Manager Core Competency Evaluation
PROJECT/PROJECT MANAGEMENT CORE COMPETENCY EVALUATION–LEVELS 1 THROUGH 5
DATE
NAME
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5

PROJECT MANAGER SENIOR PROJECT PRINCIPAL PROJECT DIRECTOR OF VICE PRESIDENT/
MANAGER MANAGER PROJECTS DIRECTOR OF PROJECTS
NINE PROJECT MANAGEMENT COMPETENCIES
BUILDING CUSTOMER
RELATIONSHIPS AND
STAKEHOLDER EXPECTATIONS
LEADERSHIP
PROJECT MANAGEMENT
TOOLS AND INFORMATION
TECHNOLOGY
MONITOR PROJECT
PERFORMANCE
BUSINESS ACUMEN
MANAGEMENT SKILLS
PROJECT EXECUTION
PROJECT MANAGEMENT
KNOWLEDGE
PROJECT PLANNING
TWELVE MANAGEMENT COMPETENCIES
COMMUNICATIONS
CREATIVITY
DECISION MAKING
FLEXIBILITY
INFLUENCE/PERSUASION
INITIATIVE

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
PROJECT MANAGER SENIOR PROJECT PRINCIPAL PROJECT DIRECTOR OF VICE PRESIDENT/
MANAGER MANAGER PROJECTS DIRECTOR OF PROJECTS
LOYALTY
NEGOTIATION
RELATIONSHIP
CHANGE MANAGEMENT
INTEGRITY
STRATEGIC THINKING
Recommended Level Evaluator Signature Concurrence

Indicate Highest level attained for each competency, based on the expectations of each level as delineated in the Project/Project Management Career Ladder
RECOMMENDED TRAINING Completed Recommended Comments
CELLULAR SYSTEMS INTEGRATION INSTITUTE
MICROSOFT PRODUCT
CORE PROJECT MANAGEMENT COURSES
• Managing Projects in Organizations
• Risk Management
• Scheduling and Cost Control
• Project Leadership, Management and Communications
• Contracting for Project Managers
Elective Courses (must be 24 hours in length)
• Implementing Continuous Improvements plus one

Course on Problem Solving
• Problem Solving (4 to choose from in the

Motorola Catalog)
• Quality Courses (from the Motorola Catalog)
• The Successful Negotiator
• Transcultural Competence
• Systems Thinking
• Strategic Project Management
• International Project Management
• Winning New Business
• Telecommunications Principles for Project Managers
Masters Certificate in Project Management requires completion of the 5 core courses and 2 electives
within 3 years.
Project Management Training Curriculum
Motorola University offers a comprehensive education program on Project Management,
including specialization for software projects.
CORE PROJECT MANAGEMENT MASTER’S CERTIFICATE SOFTWARE/INFORMATION TECHNOLOGY PROJECT

MANAGEMENT MASTER’S CERTIFICATE
Take these three:
Take one of these:
• Managing Projects in Organizations
• Project Management
• Risk Management
• Managing Information Technology Projects
• Scheduling and Cost Control
Then take:
Then take four from these:
• Systems Integration Project Management
• Project Leadership, Management,
and Communications • Contracting for Project Managers
• Contracting for Project Managers • Software Risk Management
• Implementing Continuous Improvement* • Scheduling and Cost Control

plus one course on Problem Solving
• Systems Analysis and Design
• Elective Course(s)
• Elective Course(s)
(Must be equal to or greater than
(Must be equal to or greater than
24 hours in length)
24 hours in length)
• Project Management Applications
• Software/Information Technology
Applications
Prepared by the Corporate Engineering Project Management Council
For further information or inquiries on the content, please go to
http://projmgt.corp.mot.com/
DISTRIBUTED BY MOTOROLA UNIVERSITY PRINTING TECHNOLOGIES

1301 East Algonquin Road, IL02-SHBT
Schaumburg, IL 60196
Tel: 847.576.6319
Fax: 847.576.7941
For re-ordering, reference inventory control number BK-B-008
Motorola is an Equal Employment Opportunity/Affirmative Action Employer.
Motorola and are registered trademarks of Motorola, Inc. ©1998 Motorola, Inc.
02.98

Career Path For Project Management

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Project Management

Career Ladder and Core Competencies

for Five Project Management Levels

3 Five Levels of Project Management

4 Nine Project Management

11 Twelve Management Competencies

21 Project Management Career Ladder

22 Project Manager Competency Evaluation Guide

24 Project Management Training Curriculum

Career Ladder and Core Competencies for Five Management Levels • 1

T and details the core competencies required for five levels

The core competencies delineate the knowledge, skills, abilities,

performance. These requirements represent a project manager’s

performance competencies; they are the yardstick by which

project managers are measured. Professional development and

career progression usually result from an increasing knowledge,

skills, and experience. Therefore, awareness of the key job

requirements for one’s job is essential to successful job performance

and career growth.

MANAGEABLE RISK AND IMPACT MATRIX GUIDELINE

H I G H I M PA C T Principal Project Mgr. Director, Proj. Mgmt. V.P. Proj. Mgmt.

M E D I U M I M PA C T Sr Project Manager Principal Project Mgr. Director, Proj. Mgmt.

L O W I M PA C T Project Manager Sr Project Manager Sr Project Manager

LOW RISK MEDIUM RISK HIGH RISK

Career Ladder and Core Competencies for Five Management Levels • 3

Career Ladder and Core Competencies for Five Management Levels • 5

Career Ladder and Core Competencies for Five Management Levels • 7

BUSINESS ACUMEN Accomplishes the actions of Level 4 for a portfolio of projects.

T which are not specific to Project Management, but are

fundamental to effective management.

These competencies delineate the knowledge, skills, abilities,

experience, and characteristics which define effective general

Career Ladder and Core Competencies for Five Management Levels • 11

Career Ladder and Core Competencies for Five Management Levels • 13

INITIATIVE Demonstrates aggressive ownership of responsibilities. Actively pursues opportunities for

Career Ladder and Core Competencies for Five Management Levels • 15

INITIATIVE Demonstrates aggressive ownership of responsibilities. Actively pursues opportunities for

Career Ladder and Core Competencies for Five Management Levels • 17

Career Ladder and Core Competencies for Five Management Levels • 19

Career Ladder and Core Competencies for Five Management Levels • 21

PROJECT/PROJECT MANAGEMENT CORE COMPETENCY EVALUATION–LEVELS 1 THROUGH 5

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5

TWELVE MANAGEMENT COMPETENCIES

Career Ladder and Core Competencies for Five Management Levels • 23

Recommended Level Evaluator Signature Concurrence

RECOMMENDED TRAINING Completed Recommended Comments

CELLULAR SYSTEMS INTEGRATION INSTITUTE

CORE PROJECT MANAGEMENT COURSES

• Managing Projects in Organizations

• Scheduling and Cost Control

• Project Leadership, Management and Communications

• Contracting for Project Managers

Elective Courses (must be 24 hours in length)

• Implementing Continuous Improvements plus one

• Problem Solving (4 to choose from in the

• Quality Courses (from the Motorola Catalog)

• The Successful Negotiator

• Strategic Project Management

• International Project Management

• Winning New Business

• Telecommunications Principles for Project Managers

CORE PROJECT MANAGEMENT MASTER’S CERTIFICATE SOFTWARE/INFORMATION TECHNOLOGY PROJECT