327 INDEX AIPM (Australian Institute of Project Management), 318 American body of knowledge, 153– 155 American Society for the Advancement of Project Management (asapm), 317 APM (Association for Project Management, UK), 317 APM BoK, see Association of ProjectManagement Body of Knowledgeasapm (American Society for the Advancement of Project Management), 317 Association for Project Management, UK (APM), 317 Association of Project Management Body ofKnowledge(APM BoK), 196– 198, 209, 212–214, 236–237, 239, 240, 299, 301, 303 Australian Institute of Project Management (AIPM), 318 Australian National Competency Standards for Project Management, 219–222, 241 Behavioral issues for project managers, 1–17 communications, 8–10 conflict and negotiations, 14–15 cross-functional cooperation, 11– 12 human resource policies, 13–14 leadership, 6–8 motivation, 5–6 and personal characteristics ofproject manager, 3–5 power and politics, 15–16 project organization, 16–17 project teams, 12–13 staffing, 10–11 12-factor model of, 2–3 virtual teams, 13 Benchmarking, for PMM assessment, 276–278 Body(-ies) of knowledge, 150–155, 206, 299–300. See also Standards and guides American, 153–155 European, 151–153 global, 243–245 BS6079, see Guide to Proj ect Managemen tCapability Maturity Models (CMM), 290–291, 301–304 Career development, 123–126 Certification, 240 CMM, seeCapability Maturity Models Cohesion, team, 59 Communication, within project teams, 8–10, 63–66 Communities of practice, 312–315 global initiatives, 320–323 professional associations, 315–320 Competence(-ies), 143–161. See also Learning bodies of knowledge related to, 150–155 frameworks for, 145–147 and knowledge, 169–170 and learning skills, 145 measurement of, 147–148 performance-based standards for, 227, 229–237 of project management personnel, 121–123 of project managers, 147–150 and return on investment from education/training, 158–160 standards for, 150–155 in team selection, 46 Competency Model approach, 237, 239–240 Conflict management, 14–15
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