1. Canberra Chapter July 2007 1 PMI Chapter Meeting July 2007 PMCDF Competence Framework A presentation by Chris Cartwright

2. Canberra Chapter July 2007 2 What is competence What is the PMCDF The structure of the PMCDF How competence can be measured Summary Agenda

3. Canberra Chapter July 2007 3 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

4. Canberra Chapter July 2007 4 Major Components Abilities Attitudes Behaviors Knowledge Personality Skills

5. Canberra Chapter July 2007 5 Competence Applied to Project Management Competence is the ability to perform activities within a project environment to expected and recognized standards

6. Canberra Chapter July 2007 6 Knowledge Competence Performance Competence Personal Competence A Competent Individual The dimensions of competence

7. Canberra Chapter July 2007 7 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 ® )

8. Canberra Chapter July 2007 8 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

9. Canberra Chapter July 2007 9 Personal Competency What behaviors the person demonstrates –Presentation –Attitudes –Personality characteristics Demonstrated by how the person behaves while delivering the project

10. Canberra Chapter July 2007 10 Project Manager’s Current Competence PMCDF Dimensions of Competence Competent PM as per PMCDF

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12. Canberra Chapter July 2007 12 What is the PMCDF - Second Edition Vision Purpose Layout Document Structure

13. Canberra Chapter July 2007 13 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

14. Canberra Chapter July 2007 14 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

15. Canberra Chapter July 2007 15 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

16. Canberra Chapter July 2007 16 Chapter 1 Purpose of the Standard –Definition, assessment, development Alignment What is competence Dimensions of Competency

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18. Canberra Chapter July 2007 18 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

19. Canberra Chapter July 2007 19 Structure of Performance Competencies Units of Competence5 Elements of competence34 Performance Criteria131 One to one mapping of Performance Criteria and Evidence

20. Canberra Chapter July 2007 20 Chapter 2 Units of Performance Competence –Initiating a project –Planning a project –Executing a project –Monitoring and controlling a project –Closing a project

21. 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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24. Canberra Chapter July 2007 24 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

25. Canberra Chapter July 2007 25 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

26. Canberra Chapter July 2007 26 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

27. Canberra Chapter July 2007 27 Personal Competencies Individual characteristics relevant to managing a project Display evidence of compliance to performance criteria Typically 360 reviews, stakeholder feedback

28. Canberra Chapter July 2007 28 Structure of Personal Competencies Units of Competence6 Elements of competence30 Performance Criteria133 One to many mapping of Performance Criteria and Evidence

29. Canberra Chapter July 2007 29 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

30. Canberra Chapter July 2007 30 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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32. Canberra Chapter July 2007 32 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

33. Canberra Chapter July 2007 33 Chapter 4 Developing competence as a project manager

34. Canberra Chapter July 2007 34 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

35. Canberra Chapter July 2007 35 Competence Assessment Prepare assessment Assess evidence “ An outward sign, something that furnishes proof” (Webster 2006) –Document assessment –Identify gaps

36. Canberra Chapter July 2007 36 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

37. Canberra Chapter July 2007 37 Execute Plan In parallel with project work Longer term Owned by the PM Monitor progress Evaluate execution

38. Canberra Chapter July 2007 38 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

39. Canberra Chapter July 2007 39 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.

40. Canberra Chapter July 2007 40 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

41. Canberra Chapter July 2007 41 Thank You Questions?

42. Canberra Chapter July 2007 42 Contact Information Chris Cartwright ccartwright@bigpond.com