Canberra Chapter Presentation July 2007

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Canberra Chapter July 2007 1

PMI Chapter Meeting

July 2007

PMCDF Competence Framework

A presentation by

Chris Cartwright




• What is competence

• What is the PMCDF

• The structure of the PMCDF

• How competence can be measured

• Summary

Agenda




What is competence

• Competence “…. having requisite or

adequate ability or qualities…” (Webster)

• It is generally accepted, however, asencompassing knowledge, skills, attitudes,

and behaviors that are causally related to

superior job performance.

• There is no single, or “right” definition




Major Components

• Abilities

• Attitudes

• Behaviors

• Knowledge

• Personality• Skills




Competence Applied

to Project Management

Competence is the ability to perform activities

within a project environment to expectedand recognized standards




KnowledgeCompetence

PerformanceCompetence

PersonalCompetence

A Competent Individual

The dimensions of

competence




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® )



Canberra Chapter July 2007

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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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Knowledge

PerformaPersonal

Project Manager’s Current

Competence

PMCDF Dimensions of Competence

Competent PM as per PMCDF




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Knowledge

Performance

OrganizationalIndustry Specific

Personal




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What is the PMCDF

-Second Edition

• Vision

• Purpose

• Layout

• Document Structure




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We provide the basis for individuals and

organizations to raise their competence in Project Management and raise the level of

professionalism within PMI

Vision for the project




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Purpose of the PMCDF

• Provide support to individuals and organizations

• Provide guidance for the assessment of ProjectManagers 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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• 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

Layout of Standard




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Chapter 1

• Purpose of the Standard

– Definition, assessment, development

• Alignment

• What is competence

• Dimensions of Competency




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Perf




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Alignment

Project Manager

Competency

Development

Framework

PMP®

Examination Specification

PMBOK® Guide Third Edition

PMP® Role Delineation Study and

Career Framework

Combined

Standards Glossary/

PM Lexicon

OPM3®

PMCD Framework First

Edition

Program/ Portfolio

Management Standards

PMI Code of

Professional Conduct




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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



Initiating

a Project

Planning

a Project

Executing

a Project

Monitoring and Controlling a Project

Figure 2.1 The five Units of Performance Competence

Closing

a project




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Initiating a Project

Project aligned with

organization objectives

and customer

Planning a Pr

Project scope ag

to address proje

deliverables




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Competency Elements

Units of Competence

Defined by the PMP Examination

Specification as Performance DomainsElements 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 2003document and the PMP Exam Spec

-Outcomes to be achieved which demonstratecompetence

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, discernmentand 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 andstakeholders

• 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 thecompetencies 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 ProjectManager competence

• Educators teaching project management and other relatedsubjects

• 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 thePerformance and Personal Competenciesrequired for a competent project manager.

• Each organization might customize theframework to its own needs.

• Recommends an iterative process to developcompetence as a project manager, where weassess the competence, plan development,execute the competence development plan andthen 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?




Contact Information

Chris Cartwright

[email protected]

Documents

Canberra Chapter Presentation July 2007