1. Cement for your PMO’s Foundation
Core Competencies:
Cement for your PMO’s Foundation
Presented by:
Bruce Robertson
Casey Worthington, PMP
BRUCE
Good morning
Introduce BRUCE
Introduce CASEY
Welcome on behalf of GE CAPITAL I/T Solutions
Prepared by: Bruce Robertson
and Casey Worthington, PMP

2. Agenda Introduction Definition of Core Competencies
How Core Competencies fit into the PMO
Why Core Competencies are useful to the PMO
How you can develop your own Core Competencies
Q & A
BRUCE
Here is our agenda
Describe
Q & A at the end
=> CASEY
Prepared by: Bruce Robertson
and Casey Worthington, PMP

3. Quotation
Project Managers are like the CEO’s of small enterprises. They must possess skills in a broad range of areas, from finance and marketing to customer relations.
This view stands in marked contrast to the traditional perspective, where project managers were seen to be mere implementers of other peoples solutions.
In the traditional view, project managers were not expected to have insights outside of their narrow technical area.
(Tom Block, The Project Office)
Casey
PM’s must be very versatile
We can have large and complex deliverables
And operate under huge constraints, such as:
schedule
technology
With limited direct authority
There is a broad scope of skills a PM must possess - not unlike a CEO of a small - or even mid - sized company
Prepared by: Bruce Robertson
and Casey Worthington, PMP

4. Topic Introduction
Unlike Project Management as such, the PMO conducts regular, recurring day to day operations, such as:
hiring, organizing training, evaluating staff performance, etc.
Many of these ongoing activities require specific tools, such as:
interview forms, department training strategies, individual training objectives and plans, performance appraisal forms, etc.
Casey
It is important to distinguish between Project Management and a PMO
A Project is Temporary and Unique
A project can produce any number of things
A PMO is a department within an organizational structure with multiple recurring and similar activities & processes
A PMO tends to produce the same kinds of things
A PMO is traditional, functional management
The tools and processes needed for PMO operations are typically far removed from Project Management methodology and practices
Prepared by: Bruce Robertson
and Casey Worthington, PMP

5. Topic Introduction
Core Competencies (CC’s) are a listing and definition of all the skills needed to be a proficient Project Manager
These competencies / skills are personal, not corporate, but need to be aligned with corporate goals
These Competencies form a framework with which to generate a number of highly useful tools needed for ongoing PMO operations and give substance to the PMO’s foundation
The tools themselves are the pillars which support the goal of any PMO: consistently successful projects
Casey
For the purposes of this presentation Core Competencies may be referred to as CC’s
The term CC’s are often used in two separate contexts:
Corporate CC’s relate to the mission of a company, organization or department
Corporate CC’s are often associated with strategic planning
Personal CC’s are those skills needed by an individual to perform their defined job / job description
In this case, we are referring to those skills needed to be a proficient Project Manger
Establishing and knowing Project Management Core Competencies is a central step to having an effective PMO...
… and consistently successful projects
Prepared by: Bruce Robertson
and Casey Worthington, PMP

6. Quotation
As organizations become more sophisticated in carrying out their projects, their need for expert knowledge on the intricacies of project management grows.
The need for specialized knowledge applies to a wide array of activities, including scheduling, budgeting, writing proposals, assessing vendors, selecting projects, managing risk, identifying needs and requirements, managing change requirements, coping with project politics, and building authority.
If an organization has made a major commitment to conducting its affairs by means of projects, it will require constant access to project management expertise.
(Tom Block, The Project Office)
Casey
This quote outlines some of the areas of expertise that project mangers can have, or could be expected to have in some organizations
There is no question in my mind that PM”s must have a wide scope of information and skills.
It’s a good question as to what makes a good PM
It’s also a good question as to what PM skills are - and should be in your organization
Let’s start by defining Core Competencies in further detail
 Bruce
Prepared by: Bruce Robertson
and Casey Worthington, PMP

7. Core Competencies Overview
Skills
A listing of the various skills required to be a PM organized into logical categories
A definition of each individual skill
Levels
A listing of skill levels
A definition of the levels for each skill
BRUCE
What are CC’s
Personal Basic fundamentals
--- > Superior job performance
Skills - TALK TO THE SLIDE
Levels
How do we use them, create a measurement system
TALK TO THE SLIDE
Examine in more detail => next slide
Prepared by: Bruce Robertson
and Casey Worthington, PMP

8. Identifying the PM skill set
Core Competencies Defined
Identifying the PM skill set
CC’s can be divided into Hard and Soft skills
Hard:
Eg. Scope definition, Budgeting, Procurement, Change control, Close-out, Estimating, ...
Soft
Eg. Leadership, Team building, Facilitation, Eagerness to learn, Diplomacy, Stress management...
BRUCE
Step Identify
Identifying skill - not easy
Question - what make a good PM?
PM good at Change control
PM good at understanding need & wants
Let’s look at Examples
==> Next Slide ABT Sample
Prepared by: Bruce Robertson
and Casey Worthington, PMP

9. ABT Sample Core Competencies Defined
Hard Skills Project Definition Planning Process Develops an estimating plan Revalidates scope definition Designs the solution Develops estimating assumptions Estimates Creates the preliminary plan Controlling Processes Designs the control process Defines the success criteria Sets levels of control
Soft Skills Visible Leadership Flexibility Sound Business Judgement Trustworthiness Exhibits Several Communication Styles Acts as a Coach and Mentor Active Listening Skills Setting and Managing Expectations Constructive Project Negotiations Issue and Conflict Resolution Organizational and Leadership Skills
BRUCE
How prof. Serv. Div of ABT defines CC’s
2 broad categories -
PROS - Little room for argument
CON - May not apply to your business & industry
May Not be detailed enough for you
Soft Skills -
Dissected communication
Exhibits several communication styles
Active listing - which is part of communication
==> NEXT SLIDE - Granularity
Prepared by: Bruce Robertson
and Casey Worthington, PMP

10. Granularity Core Competencies Defined
Different industries have different needs and expectations for PM’s
Individual companies structure their PM practice differently
PM’s can exist at various levels
e.g. Program Manager, Sr. PM, PM, Jr. PM,
Listings of PM skills can be very high level, or extremely detailed
BRUCE
Read Slide -
Need to align with organization & Industry
May involve:
Align with HR career bands
Take a minute to share GE experience
Brainstorm - 60 competencies - 10 categories
==> NEXT SLIDE - Defining CC’s
Prepared by: Bruce Robertson
and Casey Worthington, PMP

11. Skill Definition Core Competencies Defined
Defining the terms is important because words can mean different things to different people
It is equally important to define the meaning of each skill, as it applies to the PM’s within your organization and industry
E.g. Soft - Leadership (at which level?)
Personal leadership or Leading a team or organization?
E.g. Hard - Quality (TQM, Six Sigma, Kaizen, …)
How do you define and measure quality ?
BRUCE
Step 2 - Define the meaning
Draft for each Competencies
Personal CC Dictionary
Labor intensive
Open communication - no bad idea’s
Multiple iterations
Prepared by: Bruce Robertson
and Casey Worthington, PMP

12. Levels of Skill Core Competencies Defined
Step 1- Define a measurement range (rating system)
e.g. Range of 1-4 (broad based)
e.g. Range of 1-10 (more granular)
e.g. Categorical: beginner-intermediate-expert
Step 2- Define the skill levels within the range
BRUCE
Step 3 - Measurement system
CC’s not tangible until usable
Create measurement system
Basic and useful to you
Q: Scale 1-5, Pm 2-4 or PM is 3
Did not tell you range definition
Prepared by: Bruce Robertson
and Casey Worthington, PMP

13. Sample - Range Core Competencies Defined Skill Level 1 Skill Level 2
Understands the basic concept, no practical experience
Skill Level 2
Limited practical experience, requires coaching
Skill Level 3
Competent, performs this function as part of their regular routine
Skill Level 4
Highly proficient, able to handle complex situations, mentor to others
BRUCE
Specific range system
Numerical more precise
Less chance to miss-interpret
After selection of system - evaluate
Can 2 people conclude the same
YES - NO Go back to draft
Prepared by: Bruce Robertson
and Casey Worthington, PMP

14. Sample - Categorical Core Competencies Defined Not applicable#1 #2
Not applicable
Not satisfactory
Satisfactory
Very Satisfactory
Extremely satisfactory
Not applicable
Beginner
Intermediate
Expert
BRUCE
Broad based example
Less precise
Good for some industries
Example - business retention - Very Satisfied
WARNING - Bad for others
Discuss
Intermediate - expert
Years of service
# of successes
Prepared by: Bruce Robertson
and Casey Worthington, PMP

15. Framework / Matrix Core Competencies Defined
PM Core Competencies as a Framework:
A conceptual model underpinning various essential PMO tools, and
A conceptual model outlining the totality of skills necessary to be a fully competent Project Manager
PM Core Competencies as a Matrix:
High level format for easy viewing and reference
BRUCE
Read SLIDE
2 streams equally relevant
PMO’s
People
Go to NEXT example slide
Prepared by: Bruce Robertson
and Casey Worthington, PMP

16. PM Core Competency Matrix
Organization and
Management Skills
Customer Management
Skills
PM Methodology Skills
Personal Skills
Leadership Skills
Project Planning
Performance Management
Stress Management
Networking
Team building
Scheduling
Manage Meetings
Problem Determination &
Analysis
Professionalism
Managing Expectations
Diplomacy and
political acumen
Change Control
Coaching & Mentoring
Creative Thinking
Persuasion & Influence
Estimating & Budgeting
Time Management
Industry Specific
Knowledge
Consulting Skills
Conflict Management
Quality Management
Decision Making
Corporate Values
Initiative
Resource Management
BRUCE
Sample GE Matrix
Our framework is broken into 5 categories
Some fit into more than 1
Best fit
Look closer
==> CASEY
Negotiation
Eagerness to Learn
Vision
Project Control
Facilitation
Risk Management
Communication
Procurement Management
Close out

17. PM Core Competency Matrix
Core Competencies Defined
GE Sample Matrix
PM Core Competency Matrix
PM Methodology
Skills
Personal Skills
Leadership Skills
CASEY
Closer look at 5 categories
Discuss
==> BRUCE
Organization and
Management Skills
Customer Management
Skills
Prepared by: Bruce Robertson
and Casey Worthington, PMP

18. PM Methodology Skills Core Competencies Defined Project Planning
Scheduling
Change Control
Estimating & Budgeting
Quality Management
Resource Management
Project Control
Risk Control
Procurement Management
Close out
BRUCE
Align with PMI
Similar to ABT
Enough people - right idea validated
==> CASEY
Prepared by: Bruce Robertson
and Casey Worthington, PMP

19. Organization & Management Skills
Core Competencies Defined
Organization & Management Skills
Performance Management
Manage Meetings
Coaching & Mentoring
Time Management
Decision Making
Negotiation
Facilitation
Communication
CASEY
Discuss
==> BRUCE
Prepared by: Bruce Robertson
and Casey Worthington, PMP

20. Personal Skills Core Competencies Defined Stress Management
Problem Determination & Analysis
Creative Thinking
Industry Specific Knowledge
Corporate Values
Eagerness to Learn
BRUCE
Discuss
Problem & Analysis - not technical
Needs a dictionary definition
==> CASEY
Prepared by: Bruce Robertson
and Casey Worthington, PMP

21. Customer Management Skills
Core Competencies Defined
Customer Management Skills
Networking
Professionalism
Diplomacy and Political Acumen
Consulting Skills
CASEY
Discuss
What is Professionalism
How is it measured ?
CC’s definition will help.
==> BRUCE
Prepared by: Bruce Robertson
and Casey Worthington, PMP

22. Leadership Skills Core Competencies Defined Team Building
Managing Expectations
Persuasion & Influence
Conflict Management
Initiative
Vision
BRUCE
Discuss
=> CASEY
Prepared by: Bruce Robertson
and Casey Worthington, PMP

23. Fitting CC’s into the PMO
PMO Operations:
Fire / Hire
Training
Performance Management
Quality
Project selection and placement
Market Rates
Career Paths
Integration w/HR
Recognition
Qualifications
(The Pillars)
Successful projects
(Roof)
PMO
Casey
A building structure is a useful analogy for today’s presentation
Without a solid foundation, everything supported on top is in danger
A primary goal of the PMO is consistently successful projects
Supporting this goal are multiple pillars - the tools and processes
Knowing and defining Project Management Core Competencies acts as cement for your PMO’s foundation
Core Competencies
(Cement for your Foundation)
Executive Commitment
(Foundation)
Prepared by: Bruce Robertson
and Casey Worthington, PMP

24. Core Competencies May Not Apply
Fitting into the PMO
Successful Projects
Core Competencies
in the PMO
Coaching & Mentoring
HR Functions
Effective Training
Placement on Projects
Project Admin Support
Gatekeping
Methods and Standards
Internal / External Marketing
Casey
Its important to underscore that Core Competencies are not the be all and end all of a PMO
There are some tools and processes that need well defined PM CC’s as a key input:
Coaching and Mentoring
Placement on Projects
There are other PMO tools and processes that have a loose linkage - or no relation at all:
Project Gatekeeping
PM Methodologies and Document Standards
Core Competencies May Not Apply
Executive Support
Prepared by: Bruce Robertson
and Casey Worthington, PMP

25. Why are Core Competencies useful to the PMO ?
Casey
So why are Core Competencies SO useful to the PMO???
Prepared by: Bruce Robertson
and Casey Worthington, PMP

26. Core Competency uses: CC’s are key inputs to other tools and processes
Why are Core Competencies useful to the PMO ?
Core Competency uses:
CC’s are key inputs to other tools and processes
Integration with HR practices:
Hiring: Interview questions to screen new hires, resume screening
Firing: Performance management
Job descriptions
Compensation
Career path development
Recognition
Better interface between compensation plans and Corporate objectives
Qualifications
Training strategy / plans
Casey
Why are CC’s useful to the PMO?
Because they are key inputs to other tools and processes
Discuss each point
Prepared by: Bruce Robertson
and Casey Worthington, PMP

27. Core Competencies uses:
Why are Core Competencies useful to the PMO ?
Core Competencies uses:
Corporate Inputs:
Go to market strategy
Qualifications
Rates in the marketplace
Internal / external marketing
Quality - performance criteria / measurement
Project selection and placement
Project Management Offerings:
Coaching and Mentoring / Professional Support
Competency Analysis
Project Manager training
PM Consulting
PMO development
Casey
Prepared by: Bruce Robertson
and Casey Worthington, PMP

28. How can Core Competencies benefit your organization ?
Why are Core Competencies useful to the PMO ?
How can Core Competencies benefit your organization ?
Core Competencies are an important foundation for a PMO.
A strong PMO can result in the following benefits:
Improved bottom line
Improved customer focus
Market recognition
Improved professionalism of Project Managers
Better utilization of scarce resources
Standard, reusable PM methodologies and tools
Casey
The value of Core Competencies is really the value that a PMO brings to an organization
But put another way, imagine having a PMO without an understanding and clear definition of what PM CC’s are:
Best case - an organization hard pressed to fulfil its potential
Worse case - you’d have a crippled organization
So thus far we’ve:
defined Core Competencies,
explained how they fit into the PMO, and
discussed some of the benefits to your PMO / organization
Now the question is…
… how can you build them in your own organization
BRUCE
Prepared by: Bruce Robertson
and Casey Worthington, PMP

29. Developing Core Competencies in your organization
Should be treated as a regular project:
Concept
Development
Execution
Close-Out
BRUCE
How do you - create your own?
PMO concerned with operations
Run this as a project
Methodology process
Relate our project
At GE we ran as a project
=> Next Slide - examine closer
Prepared by: Bruce Robertson
and Casey Worthington, PMP

30. The Concept Phase Seek initial management approval Approaches
Developing CC’s in your organization
The Concept Phase
Seek initial management approval
Approaches
Commission as an internal / external project
Volunteerism
Outsource
Develop a project charter
Obtain Budget
Recruit core project team
BRUCE
Considerations:
At what stage is your PMO?
Right time to begin?
Scope - how big
What will it cover?
Management support
Approach: speak to slide
Build team
Volunteerism:
PRO - Camaraderie, Team Build., Prof. Dev., PDU’s
CON - Nighttime - burned out - weekends
GE Scope - very broad at start - DISCUSS
Prepared by: Bruce Robertson
and Casey Worthington, PMP

31. The Development Phase Research PM materials
Developing CC’s in your organization
The Development Phase
Research PM materials
PMI
Internet
Library
Align with Corporate / strategic direction
Create WBS and Schedule
Assign Roles and Responsibilities
Create Risk and Communication plans
BRUCE
Generic :
A solid WBS, good scope
Regular meetings
Maximum participation
GE experience:
Deliverables not tangible at START
Not sure what is going on
Why am I here ?
Team motivated and focuses
Need to feel progress is being made
Prepared by: Bruce Robertson
and Casey Worthington, PMP

32. The Execution Phase Develop skills list Create definitions Categorize
Developing CC’s in your organization
The Execution Phase
Develop skills list
Create definitions
Categorize
Hard vs. Soft
Methodology vs. Leadership
Create skill levels range system/matrix
Define each skill level
BRUCE
Generic:
The drafts are created
Morale may go down:
Pump it up:
Hold a celebration outing -
Management attendance/
Provide t-shirt
GE experience:
Good:
Made at GE solution
Tangibles - high morale at first
Real progress
Bad:
3rd drafts -bad morale, we pumped it up
Prepared by: Bruce Robertson
and Casey Worthington, PMP

33. The Close Out Phase Formal project signoff
Developing CC’s in your organization
The Close Out Phase
Formal project signoff
Ensure Competencies are used as a regular part of the PMO operation
Investigate alternative uses
Inputs to other processes
BRUCE
GE example
Lessons learned:
Higher budget - proofing, publishing
Maximum exposure -
Get motivated for phase two -
“the fruit of your labor - are used “
It’s not enough to develop them - they need to be put into action !
Sponsor for PHASE II
=> CASEY
Prepared by: Bruce Robertson
and Casey Worthington, PMP

34. Questions ? Casey Prepared by: Bruce Robertson
and Casey Worthington, PMP

35. Presented on behalf of:
Bruce
Show During Q & A
By: Bruce Robertson and Casey Worthington, PMP

36. The END Thank You ! BRUCE Thanks on behalf of GE for attending
Prepared by: Bruce Robertson
and Casey Worthington, PMP