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BuildingprojectmanagementcapabilitythroughcompetencyassessmentsAuthorMelanieFranklin,ChiefExecutive,MavenTrainingLimited
2. Contents
Overview................................................................................................................................3Benefits..................................................................................................................................4TheMavenapproach.............................................................................................................5Createcompetencymodel....................................................................................................5Launchcompetencymodel...................................................................................................7Applycompetencymodel.....................................................................................................9Conclusion............................................................................................................................11CompanyOverview..............................................................................................................12AppendixASamplecompetencymodels..........................................................................13PRINCE2isaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountriesMSPisaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountriesM_o_RisaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountriesP3M3isaTradeMarkoftheOfficeofGovernmentCommerce
3. Overview
Competencymodelsemergedinthe1980sasaresponsetoorganisationalchangeandarenowanacceptedpartofmanagementdevelopment.Inmanyorganisationstheyformthebackboneoftheperformancemanagementandrecruitmentprocesses.Thereareamyriadofbestpracticemodelsavailabletoorganisationsbuttheirvalueisgreatestwhentheyaretailoredtothevision,missionandcultureoftheparticularorganisation.Inthelastcoupleofyearstherehasbeenthedevelopmentofspecificmodelsforspecificskillsets.ForexampletheNHShasdevelopeditsownskillsandcompetenciesframeworktoincludeclinicalandnonclinicalspecialisms,theChangeManagementInstitutehasdevelopedacompetencymodelforchangepractitioners,theAssociationforProjectManagershasamodelforproject,programmeandportfoliomanagementandtherearecompetencymodelsforthoseworkinginfinance,ITandtraining.IntheUKmanyorganisationshavecontributedtothecreationofNationalOccupationalStandardsfordifferentindustrysectors,fromwhichindustryspecificcompetenciescanbederived.Competenciesarethebehavioursthatemployeesmusthave,ormustacquire,toinputintoasituationinordertoachievehighlevelsofperformance.
CharteredInstituteofPersonnelandDevelopment2010Thesebehaviourshavebeenidentifiedastheonesthatmostmakeadifferencetojobperformanceandtheyarederivedfromobservingsuperiorperformerstoidentifythedifferencesinhowtheybehavecomparedtoadequateperformers.Individualsuseacombinationofpeoplecentredbehaviours(referredtoasmanagementorleadershipcompetencies)andtechnicalcompetencieswhicharespecifictotheskillsetthattheyuse.Aneffectivecompetencymodelmustassessmanagementandtechnicalcompetencies.Thispaperexplainshowtodevelopandapplyacompetencymodelthataddressthecompetenciesrequiredfortheeffectiveimplementationofchangethroughportfolio,programmeandprojectmanagementtherebyincreasingthecapabilityofanorganisationtosuccessfullyachieveitsstrategicobjectives.Effectiveimplementationofchangerequiresthatanorganisationhasthecapabilityto:
Assessitsstrategicobjectivesanddefinetheportfolioofprojectsandactivitiesthatwillleadtotheachievementofeachobjective
Formimplementationteamsskilledinthedeliveryofchange(projects)andthetransitionofcorebusinessfrombusinessasusualtoanewversionofbusinessasusual:o
Deliverprojectsontime,onbudgetandtotherequiredlevelofqualityo
Implementthenewsystems,processes,productsandservicescreatedbyeachprojectusingastructuredapproachensuringthatthedaytodayoperationsarenotdestabilisedbychangeandthatindividualssupportthechangesandarewillingandabletoadoptthem.CopyrightMavenTrainingLtd2010Page3of16
4. Benefits
Thebenefitsderivedfromtheappropriateuseofacompetencymodelforthesuccessfulimplementationofchangecanbedefinedbasedonhowthemodelisapplied.Thetwomostcommonapplicationsofacompetencymodelareforrecruitment,selectionandtalentmanagement,andasadevelopmenttoolusedbyindividualsandtheirlinemanagers.Thebenefitsofusingacompetencymodelforrecruitmentpurposesinclude:
Establishmentofclearexpectationsofwhattheorganisationexpectsandneedsfromanindividual
Reductioninthecostsoftherecruitmentandretentionofstaffasthereisanincreaseinretentionandareductioninthenumberoffailedcandidateswholeaveinthefirstyear
Talentpoolisnotdilutedwithinsufficientlyablerecruits
Increaseinproductivityastheproportionofsuperiorperformersincreases
Provisionofobjectiveselectioncriteriawhichminimiselegalchallengestotherecruitmentprocess(grievances,tribunals)
Thebenefitsofusingregularcompetencyassessmentforstaffdevelopmentincludeprovisionof:
Aroadmapforbuildingstrengthsandclosingdevelopmentgaps
Careerpathsthatincludelateralandverticalmovestoincreasetherangeofopportunitiesacrosstheorganisation
HelpindevelopingalearningorganisationconsciouslytransforminganddevelopingTherebyenabling:
Anincreaseinthepoolofhighlyskilledinternalresources
Greaterproductionefficiencythroughthealignmentofappropriatelyskilledresourcestoeachchangeinitiative
Enhancedemployeemoraleandareductioninrecruitmentandretentioncosts
Increasedrateofreturnonalldevelopmentactivities
BetterqualityoutcomesandanincreaseincustomersatisfactionCopyrightMavenTrainingLtd2010
Page4of16 5. TheMavenapproach
Developmentofacompetencymodelshouldbeundertakeninisolationfromothergovernancestructuresanddevelopmentproceduresthatarealreadyinexistence.Tocreateacompetencymodelwiththebestfitfortheorganizationmeansunderstandingtheprevailingcultureandvaluesofthatorganization,alongsideitsambitionsandthevisionithasofwhatitwillbecomeinthefuture.Webelievetherearethreestepstotheprocess:
Createcompetencymodel Launchcompetencymodel
ApplycompetencymodelCreatecompetencymodelSelect
competenciesIdentify strategic& indicatorsobjectives andfrom
each valuesmodel ProjectSelect competency GeneratePlanning
frameworks fromMapCompetencyMeetingbest practice models
competencies modelIdentify roles to each role to be includedin this
exerciseAgree levelsof assessmentfor each
indicatorProjectplanningmeetingDevelopmentofacompetencyframeworkisrunasaprojectwithanagreedtimeline,budgetandsetofresources.Thepurposeoftheplanningmeetingistoconfirmthescopeandobjectivesofthisprojectincludingthestrategicandoperationalreasonsfordevelopingthemodel,thestakeholders,theanticipatedbenefitsandtherisksandlikelyissuesthatwillarise.IdentifystrategicobjectivesandvaluesAcompetencymodelismosteffectiveifthecompetenciesthatitassessesarerelevanttotheindustrysector,ambitionsthattheorganisationhasandtheprevailingcultureandvaluesthatthosealreadyworkingintheorganisationdemonstrate.Theindicatorswhichdemonstrateeachcompetencywillbeinfluencedbythesevalues.Forexampleifqualityisaprevailingthemeinthevaluesoftheorganisationthentesting,reviewing,checkingandgettingapprovalfromstakeholderswillbeimportantexamplesofcompetency.CopyrightMavenTrainingLtd2010
Page5of16 6.
IdentifyrolestobeincludedinthisexerciseRolesmayrefertomanagementlevelstowhichthecompetencymodelapplies,ordisciplinesorspecialismsthataretobeincluded.Generallyacompetencymodelisapplicabletoalllevelsofmanagement;itisthelevelofabilitythatincreaseswithgrade,butthecompetenciesarecoretotheorganisationwhatevertheseniorityofthepersonbeingassessed.Thereisabalancetobeachievedincreatingamodelthatisreflectiveofalltheskillsrequiredtoimplementsuccessfulchangeandbeingsobroadastoignorespecificskillsthatareonlyheldbycertainroles.Effectivelythescopeofthemodelmustbeconfirmedatthispoint,balancingitsinclusivenessandthenumberofstafftowhomitisapplicableagainsttheneedtomakeitspecificenoughtobemeaningful.SelectcompetencyframeworksfrombestpracticemodelsThereareanumberofcompetencymodelscreatedbyprofessionalbodieswhosemembersareactiveproject,programme,portfolio,riskandchangemanagers.
Theprojectrelatedframeworksaredesignedtoaddresstheskillsrequiredtomanageaprojectfrominitialideathroughtosuccessfuldeliveryi.e.thetraditionalprojectlifecycle
Thechangerelatedframeworksencompasstheskillsassociatedwithsuccessfulhandoverofcompleteddeliverablesandtheadoptionbynewusers.Thistransitionperiodrequiresanumberofskillsincludingrelationshipbuildingandempathy,aswellasakeenappreciationofthebusinessenvironmentintowhichthedeliverablesaretobeadopted
Effectivechangehastobecommunicatedandthecompetenciesassociatedwithexcellence;trainingandcoachingprovidesausefulsourceofskillsinthisarea.ExamplesofframeworksaregiveninAppendixA.SelectcompetenciesandindicatorsfromeachmodelWithinacompetencymodel,thereareanumberoflayersofinformationthatneedtobespecified:
Thecompetency isthebehaviour,skillorability
thatisexpectedoftheindividual. Theindicator isanexplanationofhowthe
competenceisapplied.Itcanbeastandalone
sentenceorparagraph,oritcanbesupportedby
afurtherlevelofdetailwhichgivesexamplesof
howthebehaviourmightbedemonstratedin
positiveandnegativeways.Indicatorsmustbe
writteninsuchawaythattheycanbeobserved andmeasured. Thevalue
isavaluationofcapabilitywhichcanbe
expressednumericallyordescriptively(high,
medium,loworsatisfactory,good,excellentetc.).
Thecompetencymodelrequirestwovalues:the
firstistheactualvalueagainstwhichanindividual
scoresthemselves:thesecondistheidealor
expectedvaluethattheindividualshouldattain.CopyrightMavenTrainingLtd2010Page6of16
7.
MapcompetenciestoeachroleDifferentcompetencieswillbeessential,importantoroptionalfordifferentroles.Toensurethatthemodeldoesnotcontainlotsofskillsirrelevanttotherole,createvariantsofthemodelthatgiveatargetedandfocussedapproach.Forexample,theskillsrequiredtodefineanddevelopchangearedifferenttothoserequiredtoimplementandderivebusinessbenefitsfromit.Thereforeacommonapproachistodevelopderivationsofthesamemodelfordifferentroles.Forexampletheremaybederivationsforusebyapractitioner(doer)andasponsor(decisionmaker),orforaprojectmanagementspecialistandanoperational/businessspecialist.AgreelevelsofassessmentforeachindicatorThelevelsselectedmustdiscourageanindividualfromclaimingthemiddlegroundandencouragetheindividualtoactivelyassessiftheyarestrongorweakagainsteachindicator.Therefore,levelsofstrongorweakorhigh,medium,lowcanwork.Alsoscoresfrom1to5or1to10areuseful.Actualscoresenabletheresultstobetotalledandaveragedacrossmultipleindividualswhichcanaddrichnesstothereportsgeneratedfromthemodel.GeneratecompetencymodelThisisthelaststeppriortothelaunchofthemodel.Themodelisreviewedtoensurethatthecompetenciesselectedfromthedifferentbestpracticeapproachusecommonterminologyandexplanationsofeachskillandindicatorofbehaviour.Launchcompetencymodel
Communicate purpose of competency based model to those being
assessed GenerateReview results andRefine and launch Validate
comparative devise ideal levels the model to all model viadata from
of competence per selected pilot grouppilot group role/team
participants Communicate scope of application to all HR
professionals and explain linkages between and impact on HR
activities and competency model:Talent management Succession
PlanningCommunicatepurposeofcompetencybasedmodeltothosebeingassessedThecompetencymodelisapositivedevelopmentfortheorganisationasitclarifiestheskillsrequiredtosuccessfullyimplementchange.Foranindividualitsdevelopmentcanappearthreatening,asthemodelisusedtoassesscurrentskilllevelsandtodefinetherequiredskillsthatanindividualmustattainintheircurrentrole.Itisessentialthereforethatcommunicationsaredevisedthatclearlyexplainhowthemodelwillbeapplied,howfrequentlyitwillbeusedandwhatwillhappentothedatathatresultsfromeachassessment.Individualswillwanttoknowhowacompetencymodelforeffectivelyimplementingchangefitswithanyexistingmodelsorassessmenttoolsinuseelsewhereintheorganisation.CopyrightMavenTrainingLtd2010
Page7of16 8.
ValidatethemodelviaapilotgroupThemodelneedstobereviewedtoconfirmitsrelevanceandtomakesureitisclearandeasytounderstand.Thecompetenciesandtheirindicatorsneedtobeclearandunambiguoussothateachpersonwhousesthemodelinterpretsthewordsinthesameway.Amodelthatassessesskillsinimplementingchangecanaffectawidenumberofroleswithintheorganisationthereforethepilotgroupshouldreflectthisdiversity,includingrepresentativesfrom:
Projectorprogrammesponsors,managersandteammembers
Otherparticipatingfunctionalmanagersresponsiblefortheimplementationofchange:
o OperationsManagers o InternalAuditManager o FinanceManager o
HRManager(learninganddevelopmentandorganisationaldesign) o
ProcurementManager o ComplianceManager o RiskManager o
QualityManagerGeneratecomparativedatafrompilotgroupThevaluesthateachofthepilotgroupawardedthemselvesagainsteachindicatorneedtobesensecheckedtoseeifthemodelisdeliveringassessmentresultsthatarealignedtotheactualskillsofthoseassessingthemselves.Adjustmentsmayneedtobemadeincludingtheremovalofambiguousindicatorsortheadditionoffurtherindicatorstoenhancethecomplexityoftheskillbeingassessed.Forexampleifthepilotgroupallscoredthemselveshighlyinacompetencywhichonlyseniormanagersorthosesponsoringorauthorisingchangearelikelytohavethenitmightbenecessarytoclarifythelevelofauthorityrequiredinthebehaviourtoencouragethosewithouttheskilltogivethemselvesalowvalue.Reviewresultsanddeviseideallevelsofcompetenciesperrole/teamUsersofthemodelwillwanttounderstandhowhighlyskilledtheycurrentlyareagainstthevaluesthatareexpectedofthem.Eachindicatorthereforemustbegivenanexpectedoridealvalueforeachrole,team,specialismetc.dependingonwhothemodelisaimedat.RefineandlaunchthemodeltoallselectedparticipantsPriortolaunchallamendmentstothemodelidentifiedduringusebythepilotgroupmustbemadeandthoseselectedtousethemodelmustbenotified.ThemodelisrefinedduringitscreationbutallparticipantsshouldbeencouragedtocontinuouslyrefineanddevelopitovertimeCommunicatescopeofapplicationtoHRprofessionalsWhencompetencymodelsaredevisedforspecialistareasthereisadangerthatthedevelopmenthasnotbeundertakeninconjunctionwithotherHRrelatedactivities.Manyorganisationsalreadyhavecompetencymodelsformanagementskillsandanymodelsforproject,programme,portfolio,changeandriskmanagementshouldbeintegratedwherepossible,otherwisethereisthedangerofatwotierapproachtoassessingskillsintheorganisation.CopyrightMavenTrainingLtd2010
Page8of16 9. Applycompetencymodel GenerateComparison
competenceagainst career based job developmentdescriptionspath
Appoint ConductIndividualcompetence to role basedCreation of Input
to interviewsConductPersonalPerformance competenceDevelopment
Management/assessments PlanAppraisalTeamSummarisedata for team or
department Compare datato ideal levels for each
role/teamGeneratecompetencebasedjobdescriptionsandconductcompetencybasedinterviewsThecompetencymodelprovidesthedefinitionsofskillsthatapplywhenhiringorpromotingstaff.Thecontentsofthemodelshouldthereforeformthebasisofcompetencybasedjobdescriptionsandcompetencybasedinterviewquestions.Candidatesareaskedtodescribeasituationwheretheydemonstratedkeycompetenciesofmostinteresttotheinterviewer.TheseconversationsmakeuseoftheSTARmodel,wherethecandidatedescribesthesituation,thetask,theactivityandtheresultsoftheirbehaviour.ComparisonagainstcareerdevelopmentpathWhenanorganizationdefinesthecompetenciesthatitwishestoemphasisethenthecompetenciescanbemappedtoacareerdevelopmentmapthatshowshowdifferentpathscanbefollowedtoallowindividualstopursueavarietyofcareerswithintheorganization.ThisisparticularlyimportantintheworldofprojectmanagementascareerscanencompassmanyoptionsincludingProjectorProgrammeManagers,ChangeManagers,RiskManagers,technicalspecialists,specialistsinspecificsystemsoroperationalprocedures.ConductcompetenceassessmentsTheprocessisintuitive;staffaretrainedhowtoundertaketheirassessmentsandsufficienttimeinthebusinessdayisprovidedforstafftoundertaketheirassessment.SummarisethedatafortheteamordepartmentThereisagreatbenefitincomparingthedataagainstallthoseperformingthesameroleorworkinginthesameteamordepartment.Managerscanseetheaverageskilllevel(ascomparedwithpeers)andwhotheunderandoverperformersare.ThisknowledgewillenablemanagerstoCopyrightMavenTrainingLtd2010
Page9of16 10.
takelocalisedactionsforcoachingtheunderachieversandgivingmorestretchingtaskstothehighperformersaswellasfeedingthisinformationintothetalentmanagementprocessesthatareoperatedbytheHRfunction.Comparedatatoideallevelsforeachrole/teamTheresultsofindividualassessmentsandthetotallevelofperformanceforgroupscanbecomparedagainstatargetthattheorganisationhasset.Thistargetmightbealevelofskilltheorganisationbelievesismandatorytomaintaincurrentlevelsofperformanceorproductivityoritmightbeanaspirationallevelwhichlinkstotheachievementofthestrategicobjectives.CreationofPersonalDevelopmentPlanAddressingaskillsgapidentifiedbyacompetencyassessmentisspecifictothepersonwhowasassessed.Thereforethedevelopmentplanwillincludeactivitiesthatareappropriateforthatindividual.Theseactivitiesinclude:
Formaltrainingcourses Workshopsthataddressspecificissues
Continualprofessionaldevelopmentactivitiesincludingmembershipofprofessionalassociations,subscriptionstospecialistmagazinesandwebbasedcommunitiesandsecondmentstootherrolesorteams
CoachingormentoringwithexperiencedpractitionersInputtoPerformanceManagement/AppraisalUseofthecompetencyassessmentcanbealignedtotheperformancemanagementprocessofanorganisationviatheperiodicperformancereviewandappraisalmeeting.Theindividualcompletestheassessmentwhichproducesareportforuseattheappraisalmeeting,drawingattentiontostrengthsandweaknesseswhichhelpstofocusondevelopingthecompetenciesthatwilldriveperformanceagainstagreedstrategicgoals.CopyrightMavenTrainingLtd2010Page10of16
11. Conclusion
Competencymodelsdeliversignificantbusinessbenefits.Theirusesendsaclearmessagetostaff,suppliersandcustomersaboutthelevelofskillthatemployeesmustdemonstrateintheperformanceoftheirroles.Inrecentyearstherehasbeenariseinthedevelopmentofspecialistmodelstargetingwelldefinedgroupsoftechnicalormanagerialskillsets.Itisexpectedthatthistrendwillcontinue.Thechallengefororganisationsistoscantheenvironmentforeachofthesemodelsandassesstheirrelevancetotheculture,visionandmissionoftheorganisation.Developingamodeltailoredtotheneedsoftheorganisationensuresitsrelevancefordevelopingorganisationalcapability,whilstsourcingelementsofthemodelfrombestpracticeapproacheswillmotivateemployees.Thislinktobestpracticeprovidesaclearmappingofskillstothemembershipoftheprofessionalbodieswhichoriginallycreatedthecompetencymodels.Thisprovidestheexternalvalidationthatemployeesseekfromcontinualprofessionaldevelopmentactivities.CopyrightMavenTrainingLtd2010
Page11of16 12.
CompanyOverviewMavencanassistyoutoaddressprojectmanagementinthewidercontextoforganisationaldevelopment.Wecannotfixallofyourproblemswearenot,anddonotclaimtobe,amanagementconsultancy.Wearehoweverexpertsincapabilitybuildingandcanworkwithyoutoalignprogramme,project,riskandchangemanagementwiththeorganisationyouwishtobecome.Wehavetheexpertiseandexperiencetodothealignmentforyoubutitisourethostotransfertheskillsintoourclientssotheybecomeselfsufficientgoingforward.Ourservicesaredesignedtotapintoinitiativesdesignatedastransformationalchangeprogrammes,talentmanagementstrategiesetc.inotherwords,totakeourservicesoutsideofthenarrowerdefinitionsofprojectmanagementandoftraining.Weapplyastaged,structuredapproachtocapabilitybuildingbyaddressing:Thesituation:wegatherinformationontheobjectivesoftheorganisationandthegoalsandkeyperformanceindicatorsthatneedtobemetThepeople:weusebestpracticecompetenceframeworkstoassesscurrentcapabilityThestructure:weconductamaturityassessmenttodemonstratewheretheorganisationiscurrentlyinrelationtorunningitsprojectsand,equallyimportantly,howitcanprogresstothenextlevelofmaturityThediagrambelowillustratestheapproachinmoredetail:DatagatheringResults
ActionPlanHowdowemovefrom Situation Organisationalcontext:
currenttofutureposition?AssessmentStrategicobjectives
Assumptions,risks,constraints1.Summarisecurrentposition:Organisationalmaturity
StaffcapabilityPeoplecontext:SizeofgapwillinfluencePeoplecomplexityofassignment
CapabilityBusiness&commercialContext AssessmentTechniques
2.Clarifydesiredfutureposition:
PlanningthestrategyExecutingthestrategyOrganisationalmaturityStaffcapabilityOrganisationandgovernance
3.Explaintherelevantinterventionforeachtheme:Structuralcontext:
Workshops Managementcontrol
TrainingCoursesMaturityBenefitsmanagementAssuranceServices
AssessmentFinancialmanagementMentoringandCoaching
Stakeholdermanagement
PerformanceSupportRiskmanagementCareerPathsOrganisationalgovernanceTalentManagement
ResourcemanagementSuccessionPlanningThisapproachhasbeensuccessfullyappliedwithourclientsandMavenwillbepleasedtodiscussitsapplicabilitytoyourorganisationinmoredetail.CopyrightMavenTrainingLtd2010
Page12of16 13. AppendixASamplecompetencymodels
IntheU.K.theAssociationforProjectManagement(APM)has
developeditsAPMCompetenceFrameworkwhichidentifies47
competenciesinsevendistinctskillareasspecifictoprojectandprogrammemanagement.Foreachcompetence,anindividualwill
assessthemselvesagainsttwodimensions:
Knowledgeanindividualhasunderstandingofthesubject
Experienceanindividualhaspracticallyappliedthesubject
ProjectManagementInstitute(PMI)isaglobalorganizationwhich
representsprojectmanagersacrossmanysectors.Italsohasa
competencyframework,calledtheProjectManagerCompetency
Development(PMCD)FrameworkSecondEdition,whichprovides
generalcontextforthedefinition,assessmentanddevelopmentof
projectmanagercompetency.Theframeworkoutlinesthekey
dimensionsofprojectmanagementcompetencyandidentifiesthose
competenciesthataremostlikelytoimpactprojectmanager performance.
InternationalProjectManagementAssociation(IPMA)representsmorethan50projectmanagementassociationsfromallcontinents.Itsetsprofessionalstandardsandpromotesprojectmanagementasaprofession.IthasacompetencyframeworkcalledtheIPMACompetenceBaselinecoveringcompetenciesforproject,programmeandportfoliomanagement.
TheCouncilforAdministrationisthesectorskillscouncilforbusiness
skillsandhasdevelopedanumberofNationalOccupational
StandardsforManagementandLeadership.Includedinthesearesix
standardsforfacilitatingchange: Encourageinnovationinyourteam
Encourageinnovationinyourareaofresponsibility
Encourageinnovationinyourorganisation Leadchange Planchange
ImplementchangeTheChangeManagementInstituteisanAustraliabased
organisation,withchaptersintheUKandSouthAfrica.Ithascreated
amodelwith11competencyareasthatitviewsasanessential
toolkitforchangepractitioners: Facilitatingchange 14.
Strategicthinking Thinkingandjudgement Influencingothers
Coachingforchange Projectmanagement Communication Selfmanagement
Facilitationmeetingsandworkshops Professionaldevelopment
Specialistexpertiselearninganddevelopment;communicationTrainerPerformanceandMonitoringAssessment(TPMA)isa
competencymodelfortrainers.Itprovidesaframeworkforthe
objectiveassessmentofatrainersdeliveryperformanceand
associatedsignpostingofdevelopmentalactivity.TPMA
TPMAisauthorized,governedandmonitoredbytheInstituteofIT
Training.Itisarecordofthetrainingprofessionalsqualityof
performanceinaliveenvironmentalignedtoindustrystandardsa
realqualitybenchmarkfortrainers.
TPMAassessesthedeliveryskillsoftrainers,notthesubjectmatter;
thereforeitcanbeusedforalltrainers.
Thiscompetencyframeworkhasbeendesignedbythemembership
oftheAssociationforCoaching(AC).ItincorporatestheprocessesAC
membersbelievetobecoretoexcellenceacrossthemanydiffering
areasofcoachingwhichenableclient/coacheetoobtaintheir
desiredoutcome.
TheSkillsFrameworkfortheInformationAge(SFIA)identifiesthe
skillsneededtodevelopeffectiveinformationsystems.Theskillsare
groupedintosixcategoriesand,whilstthismodelmightatfirst
appeartoospecialisedtobeapplicablefordevelopingacompetency
modelforimplementingchange,severalofthecategoriesidentify
theskillsneededtochangeanorganisationreadyfornewsystems.
Thesecategoriesincludestrategyandarchitecture,businesschange
andclientinterface. CopyrightMavenTrainingLtd2010 Page14of16 15.
CopyrightMavenTrainingLtd2010 Page15of16 16.
ForfurtherinformationaboutMavenTraininganditscapabilitybuildingservicespleasecontact:MelanieFranklinTelephone:02074037100email:[email protected]:[email protected]:www.mavencapability.co.ukorwww.maventraining.co.uk
