PMI Chapter Meeting July 2007 PMCDF Competence Framework

A presentation by

Chris Cartwright
Canberra Chapter July 2007

Agenda
What is competence What is the PMCDF The structure of the PMCDF How competence can be measured Summary

Canberra Chapter July 2007

What is competence
Competence . having requisite or adequate ability or qualities (Webster) It is generally accepted, however, as encompassing knowledge, skills, attitudes, and behaviors that are causally related to superior job performance. There is no single, or right definition
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Major Components
Abilities Attitudes Behaviors Knowledge Personality Skills
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Competence Applied to Project Management

Competence is the ability to perform activities within a project environment to expected and recognized standards

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The dimensions of competence

A Competent Individual

Knowledge Competence

Performance Competence

Personal Competence

Canberra Chapter July 2007

Knowledge Competence

What a person knows: about project management and how projects should be run Defined by the PMP Examination Specification Able to demonstrate knowledge by passing a suitable exam (e.g. PMP )
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Performance Competence

What is the person able to do by applying their project management knowledge Demonstrated by successful delivery of projects
A competent project manager can provide evidence of compliance

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Personal Competency What behaviors the person demonstrates

Presentation Attitudes Personality characteristics

Demonstrated by how the person behaves while delivering the project

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Project Managers Current Competence

Know ledge

Competent PM as per PMCDF

PMCDF Dimensions of Competence

P ersonal

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Perform anc 10

Knowledge

Personal

Performance

Industry Specific

Organizational

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What is the PMCDF

- Second Edition
Vision Purpose Layout Document Structure

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Vision for the project

We provide the basis for individuals and organizations to raise their competence in Project Management and raise the level of professionalism within PMI

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Purpose of the PMCDF

Provide support to individuals and organizations Provide guidance for the assessment of Project Managers who:
Have the necessary project management knowledge Have demonstrated knowledge by passing a suitable exam (e.g. PMP) Are able to provide evidence of performance and personal competence Have 3-4 years of project management experience

Based on a generic project manager

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Layout of Standard
The PMCDF is broken into 4 chapters Focus on the type of PM that is sitting for PMP This can be supported by data from PMP Examination Specification Integrated with key PMI Standards

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Chapter 1
Purpose of the Standard
Definition, assessment, development

Alignment What is competence Dimensions of Competency

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P rfo e
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Alignment
PMBOK Guide Third Edition

PMP Role Delineation Study and Career Framework

PMCD Framework First Edition

Program/ Portfolio Management Standards

Project Manager Competency Development Framework

Combined Standards Glossary/ PM Lexicon

PMI Code of Professional Conduct OPM3

PMP Examination Specification

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Structure of Performance Competencies

Units of Competence 5 Elements of competence 34 Performance Criteria 131 One to one mapping of Performance Criteria and Evidence
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Chapter 2
Units of Performance Competence
Initiating a project Planning a project Executing a project Monitoring and controlling a project Closing a project

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Initiating a Project

Planning a Project

Executing a Project

Closing a project

Monitoring and Controlling a Project

Figure 2.1 The five Units of Performance Competence

In itiating a P ject ro
P ject alig ed w ro n ith o an atio o jectives rg iz n b an cu m d sto er

P n ga P lan in ro

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P ject sco e ag ro p re to ad re p ject d ss ro d eliverab 22 les

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Competency Elements

Units of Competence Defined by the PMP Examination Specification as Performance Domains Elements of competence Defined by the PMP Examination Specification - Outcomes the PM should deliver
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Elements broken into

Performance Criteria Defined by the Update team using the 2003 document and the PMP Exam Spec -Outcomes to be achieved which demonstrate competence Evidence of performance Defined by the update team -Tied to performance criteria

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Example of Performance Competence

Unit
Initiating a Project

Element
Project aligned with organization and customer needs

Performance Criteria
Demonstrates an understanding of the link between the project and the needs of the organization

Evidence
Clear description of the links between individual completed projects and the business needs
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Personal Competencies
Individual characteristics relevant to managing a project Display evidence of compliance to performance criteria Typically 360 reviews, stakeholder feedback

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Structure of Personal Competencies

Units of Competence 6 Elements of competence 30 Performance Criteria 133 One to many mapping of Performance Criteria and Evidence
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Chapter 3
Units of Personal Competence
Communication
Ability to exchange necessary and relevant information

Leadership
Ability to guide, inspire and motivate team members, overcome issues

Management Proficiency
Ability to administer project activities through human, financial, material, intellectual and intangible resources

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Chapter 3
Units of Personal Competence
Cognitive Ability
Ability to apply appropriate depth of perception, discernment and judgment

Effectiveness
Ability to produce desired results by using appropriate resources, tools, techniques

Professionalism
Ability to conform to a code of ethical behavior

One to many mapping for Criteria to Evidence

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Example of Personal Competence

Unit
Communication

Element
Actively listens, understands and responds to project team and stakeholders

Performance Criteria
Listens actively and seeks to understand

Evidence
Personal feedback survey from stakeholders Observations and/or notes from verbal communication with stakeholders

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Chapter 4
Developing competence as a project manager

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Assessment Rigor
Low Rigor could be an individual PM interested in self assessment Medium Rigor could include 360 feedback & Interviewing the Project Manager High Rigor - Assessment by qualified, independent assessors, to allow better observation of the competencies of the person being assessed
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Competence Assessment
Prepare assessment Assess evidence An outward sign, something that furnishes proof
(Webster 2006) Document assessment Identify gaps

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Development Plan
Individual strengths and areas to be addressed Prioritized development areas Using different methods
Mentoring Peer to peer Role playing On the job training Coaching Training group, in-house, CBT, individual PMI Education programs
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Execute Plan
In parallel with project work Longer term Owned by the PM Monitor progress Evaluate execution

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Target Audiences of the PMCDF

Project Managers Managers of project managers Members of a Project Management Office Managers responsible for establishing and developing Project Manager competence Educators teaching project management and other related subjects Trainers developing project management educational programs Consultants to the industry of project/program management Human Resource teams Senior Management
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Summary
The PMCD Framework defines the Performance and Personal Competencies required for a competent project manager. Each organization might customize the framework to its own needs. Recommends an iterative process to develop competence as a project manager, where we assess the competence, plan development, execute the competence development plan and then repeat the process.
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 The PMCDF-Second Edition has been developed to provide both individuals and organizations with guidance on how to assess, plan and manage the professional development of a Project Manager Use of the framework will provide a structured approach to the continuing journey of competence development for individuals as well as organizations

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Thank You Questions?

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Contact Information
Chris Cartwright ccartwright@bigpond.com

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