1. What is a competency and why is it important
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2. Questions How many of you grew up wanting to be a project manager?
How many of you are familiar with PMI’s role delineation studies?
How many of you are familiar with any project management competency models?
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3. Definitions Competency: An ability or skill (Merriam-Webster)
The combination of observable and measurable knowledge, skills, abilities and personal attributes that contribute to enhanced employee performance and ultimately result in organizational success (University of Nebraska Huma Resources)
An observable, measurable set of skills, knowledge, ability, behaviors, and other characteristics an individual needs to successfully perform work roles or occupational functions. Competencies are typically required at different levels of proficiency depending on the specific work role or occupational function. Competencies can help ensure individual and team performance aligns with the organizational mission and strategic plan.
((OPM Human Capital Reference Manual
Introduce the concept of a competency – much more then skills
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4. Importance
The ideal skill set — the Talent Triangle — is a combination of technical, leadership, and strategic and business management expertise.
Will bridge to the federal PM competency model by reminding the attendees that the PMI Talent Triangle also addresses a lot more then skill within the technical domain – the focus of PMBok to date.
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5. More Definitions – the PMP
The PMP Role Delineation states that candidates for the PMP credential:
Perform their duties under general supervision and are responsible for all aspects of the project for the life of the project
Lead and direct cross-functional teams to deliver projects within the constraints of schedule, budget, and scope
Demonstrate sufficient knowledge and experience to appropriately apply a methodology to projects that have reasonably well-defined requirements and deliverables
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6. More definitions – the PgMP
The PgMP Role Delineation states that candidates for the PgMP credential:
Under minimal supervision, program managers are responsible and accountable for the coordinated management of multiple, related projects directed toward strategic business and organizational objectives. These programs contain complex activities that may span functions, organizations, geographic regions and cultures. Program managers build credibility, establish rapport and maintain communication with stakeholders at multiple levels, including those external to the organization.
Program managers define and initiate projects and assign project managers to manage cost, schedule and performance of component projects, while working to ensure the ultimate success and acceptance of the program. Program managers maintain continuous alignment of program scope with strategic business objectives, and make recommendations to modify the program to enhance effectiveness toward the business result or strategic intent. Program managers are responsible for determining and coordinating the sharing of resources among their constituent projects to the overall benefit of the program.
Program managers possess the knowledge and skills needed to be effective in the project, business and/or government environments, and to make decisions that accomplish strategic objectives. In addition, the program manager should have advanced skills in finance, cross-cultural awareness, leadership, communication, influence, negotiation and conflict resolution.
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7. Key differences PMP Perform their duties under general supervision
Lead and direct cross- functional teams
Demonstrate sufficient knowledge and experience
PgMP
Perform under minimal supervision
Define and initiate projects… and make recommendations to modify
Make decisions that accomplish strategic objectives….. advanced skills in finance, cross-cultural awareness, leadership, communication, influence, negotiation and conflict resolution.
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8. Blooms Taxonomy Evaluation Synthesis Analysis Application
Comprehension
Knowledge
Interpret, evaluate
Explain, develop
Analyze, compare
Show, use
Bloom’s Taxonomy was established in 1956 to provide a structure for educational learning objectives.
Discuss, explain
Define, describe
Source: Taxonomy of Educational Objectives: The Classification of Educational Goals Handbook 1956
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9. Blooms Taxonomy and Project Management
Evaluation
Synthesis
Analysis
Application
Comprehension
Knowledge
PMO Manager
Determine Policy
PgMP ®
Recommendations and decisions
Bloom’s Taxonomy was established in 1956 to provide a structure for educational learning objectives.
PMP ®
knowledge and experience
Source: Taxonomy of Educational Objectives: The Classification of Educational Goals Handbook 1956
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10. Competency Models in action
MITRE
A Federally Funded Research and Development company (not for profit)
Established a three level systems management competency model
Federal Acquisition Institute
Establishes “acquisitions” certifications for non DoD federal agencies
Federal project managers are considered part of the acquisition workforce
Has established three levels of project management certification
Entry – small projects (less then $1 million)
Mid – large projects / small programs ($1 to $10 Million)
Senior – large programs (over $10 Million)
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11. Systems Management
Langley, M., Robitaille, S.& Thomas, J.(2011).Towards a New Mindset: Bridging the Gap Between Program Management and Systems Engineering. Simultaneously published in INCOSE Insight,􀀃14(3), 4 5, and PM Network, 25(9).
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12. MITRE Competency Model
3.3 Contractor Evaluation
2.0 Systems Engineering Life Cycle
3.0 Systems Engineering Planning and Management
5.0 Collaboration and Individual Characteristics
4.5 Reliability, Maintainability, and Availability (RMA)
4.2 Human Centered Engineering
5.3 Communicating with Impact
5.1 Building Trust
3.2 Government Acquisition Support
3.4 Risk Management
3.5 Configuration Management
4.1 Cost/Benefit Analysis
4.3 Modeling and Simulation
1.0 Enterprise Perspectives
2.1 Concept Definition
4.4 Security Engineering
2.2 Requirements Engineering
2.3 Architecture
2.5 Systems Integration
2.7 Systems Implementation, O&M, and Transition
2.6 Test and Evaluation
4.6 Safety Engineering
5.9 Integrity
5.7 Results Orientation
5.6 High Quality Standards
5.8 Adaptability
5.4 Persuasiveness and Influence
1.1 Comprehensive Viewpoints
1.2 Innovative Approaches
1.3 Foster Stakeholder Relationships
5.5 Facilitating, Managing, and Championing Change
MITRE Systems Engineer
3.6 Integrated Logistics Support
3.7 QA and Measurement
3.8 Continuous Process Improvement
3.1 Transformational Planning
4.7 Software and Information Engineering
5.2 Building a Successful Team
4.0 Systems Engineering Technical Specialties
4.8 Communications/Networking Engineering
4.9 Collaborating with Technical Specialties
2.4 Systems Design and Development
MITRE
Systems Engineering Competency Model
Includes Project Management
Concept definition
Test and Evaluation
Risk management
Building a successful team
Communicating with impact
FAI is not the only organization creating competency based models – MITRE an FFRDC developed an extensive systems management (PM and SE) model that they used internally and have since placed in the public domain.
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13. FAI Competency Model Requirements Development and Management Processes
understanding the mission, risk management, metrics for delivering quality, affordable and effective systems/products
Systems Engineering
requirements development, decision analysis, configuration management, interface management
Test and Evaluation
evaluating prototypes and product system validation
Life Cycle Logistics
system support strategy for the entire product lifecycle
Contracting
procurement of capital assets following the Federal Acquisition Regulations (FAR)
Business, Cost and Financial Management
financial planning, formulating budgets, developing the business case and earned value management)
Leadership.
leaders influence others to translate vision into action
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14. In depth look – Requirements Competency
Requirements Development and Management:
Knowledge of investment management policies that support the agency mission
Understanding risk
Attention to lessons learned
Understanding metrics
Entry-level
Describe the requirements development process and the criticality of meeting user/mission requirements
Generalize the risk/opportunity management process.
Mid-level
Determine requirements and assist in the planning for technology and business management
Formulate the key features of a risk/opportunity management process
Senior-level
Manage analysis of user requirements to optimize performance
Construct, employ, and then modify … a risk/opportunity management process
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15. Blooms Taxonomy – One more time
Evaluation
Synthesis
Analysis
Application
Comprehension
Knowledge
Interpret, evaluate
Explain, develop
Analyze, compare
Show, use
Bloom’s Taxonomy was established in 1956 to provide a structure for educational learning objectives.
Discuss, explain
Define, describe
Source: Taxonomy of Educational Objectives: The Classification of Educational Goals Handbook 1956
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16. FAI Competencies mapped to the triangle
Technical Project Management
Requirements Development and Management Processes
Systems Engineering
Test and Evaluation
Leadership
Strategic and Business Management
Life Cycle Logistics
Contracting
Business, Cost and Financial Management
This slide demonstrates that FAI and PMI are actually very closely connected – all 7 of the FAI competencies are easily mapped to the PMI triangle
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17. Developing the Competencies – fast track models
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Developing the Competencies – fast track models
MITRE and VA created fast track PM development models
Year long programs that include:
Virtual and classroom coverage of topics.
Technical
Soft skills (heavy focus on communication and leadership)
Skill building
OJT assignments
Skill building workshops
Special assignments
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18. Developing the Mid-level at Veterans Administration
This is the original curriculum map and is modified for each cohort.
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19. Personal Development Options
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Personal Development Options
Non-traditional Classes that cover the non-technical
Sales
Facilitation
Negotiation
Communications
Listening skills
Presentation skills
Know your businesses strategy
Know your company
Read your companies 10k
Read the strategic plan
Read about your industry
Technical expertise becomes less important
Business expertise becomes more important
Volunteer to gain leadership experience
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20. See more at PMI Global Congress North America
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See more at PMI Global Congress North America
Beyond the Competent PM
So you and several thousand other people attained their PMP in the last 5 years.  Now how do you differentiate yourself from the pack?  Have you considered looking at the “competencies” you need to be successful in addition to having a thorough understanding of the processes?  This session explores various PM related competencies including cases where they are currently being used.
Hear details on how the VA is developing their mid-level project managers.
Tentatively scheduled for Monday September 26 at 10:30
Presented by Melanie Falin – PM Fellows Program Manager at VA and Ken Mosteller PD Mentors
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21. Contact Information
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8509 Cheffield Dr
Louisville KY 40222
P: ext 2
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