1. Strategy is a Commodity, Execution is an Art
The importance of project management competence
Ray Mead
CEO, p3m global
14th October 2014

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3. p3m global

4. Both should be measurable
Skills v Competencies
Skill
Competency
A proficiency acquired through knowledge, experience or practice
Learned ability to be able to carry out one or more job functions or achieve a predetermined result
Learned over months
E.g. ‘Java Programming,’ ‘Event Planning’
‘The What’
A set of behaviours or actions to be performed in a specific context
Organisation-specific
A cluster of abilities, commitments, behaviours, knowledge and skills enabling superior performance
Learned over years
E.g. ‘Analytical ability,’ ‘Leadership’
‘The How’
Both should be measurable

5. Definitions of Competency
“a reliably measurable, relatively enduring characteristic (or combination of characteristics) of a person, team or organisation, which causes and statistically predicts a criterion level of performance.”
Lyle Spencer
“The demonstrated ability to perform activities within a project environment that lead to outcomes based on defined and accepted standards….
….Competent project managers consistently apply their project management knowledge and personal behaviours to increase the likelihood of delivering projects that meet stakeholders’ requirements….
….Competent project managers bring together their knowledge, skills, personal characteristics and attitudes when focusing on delivering a project.”
PMI Project Manager Competency Development Framework 2nd ed.

6. What is Competence?

7. Competent Driving

8. competence frameworks 8
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9. Competency Dictionary
Working in a conscientious, consistent and thorough manner.
Level 1
Level 2
Level 3
Level 4
Level 5
Recognises obvious information
Recognises less obvious information
Demonstrates concern for thoroughness and accuracy
Quickly identifies relevant information
Identifies obscure details that are important within a context of distracting information
Identifies main concepts and ideas when reading simple, straightforward documents.
Reviews own work for accuracy and completeness, spotting inconsistencies that indicate problems with quality of work.
Pays close attention to details that are important to others to make sure they are right.
Verifies assumptions and information before accepting them.
Seeks out others to check or review own work.
Reviews all relevant information or aspects of a situation before taking action or making a decision.
Identifies multiple sources/approaches of information to ensure that details are addressed.
Reviews the work of others for accuracy and thoroughness.
Follows up to ensure tasks are completed and commitments are met by others.
Verifies that work has been done according to procedures and standards.
Quickly identifies relevant and irrelevant information when reading complex documents.
Maps out all the logistics and details of a situation to ensure smooth and flawless implementation.
Consistently identified all relevant details that are not obvious in complex and technical documents.
Identifies the subtleties of judgements rendered.
Requires the highest standards for accuracy and quality for his/her work.
Establishes processes to ensure the accuracy and quality of work products and services delivered by his/her team.

10. SFIA

11. APM 5 Dimensions of Professionalism
Breadth
APM Body of Knowledge
Depth
APM Competence Framework
Achievement
APM Qualifications
Commitment
Continuing Professional Development
Accountability
APM Code of Professional Conduct

12. APM ‘Wheel of Competence’

13. APM Competence Framework
Concept
Project Success
Stakeholder Management
Requirements Management
Project Risk Management
Estimating
Business Case
Marketing & Sales
Project Reviews
Definition
Scope Management
Modelling & Testing
Methods & Procedures
Project Quality Management
Scheduling
Resource Management
Information Management
Project Management Plan
Configuration Management
Change Control
Implementation
Technology Management
Budget & Cost Management
Procurement
Issue Management
Development
Value Management
Earned Value
Value Engineering
Handover & Closeout
Communication
Teamwork
Leadership
Conflict Management
Negotiation
Human Resource Management
Behavioural Characteristics
Learning & Development
Professionalism & Ethics
Project Sponsorship
Health, Safety and Environmental Management
Project Life Cycles
Project Finance & Funding
Legal Awareness
Organisational Roles
Organisational Structure
Governance of Project Management
Technical Competencies
Contextual Competencies
Behavioural Competencies

14. PMI Competency Development Framework
Knowledge Competencies:
What the project manager knows about the topic of project management
Performance Competencies:
How the project manager applies
Project knowledge to project activities
in a live environment
Personal Competencies:
How the project manager behaves when performing activities within the project environment.
Organisational Competencies:
There may be specific elements of the organisation in which a project manager works that, when mastered, enables them to perform better. This may be the ability to use certain systems, methods, escalation paths and other organisational process assets
Industry Specific Competencies:
In some industries there may be specific knowledge, skills or attitudes that are needed to succeed therein..

15. Performance Competencies
PMI Competencies
Performance Competencies
1.0 Initiating a Project
2.0 Planning a Project
3.0 Executing a Project
1. 1 Project aligned with organisational objectives and customer's needs
1.2 Preliminary scope statement includes stakeholders needs and expectations
1.3 High-level risks, assumptions and constraints are understood
1.4 Stakeholders identified and their needs understood
1.5 Project charter approved
2.1 Project scope agreed
2.2 Project schedule approved
2.3 Cost budget approved
2.4 Project team identified
2.5 Communications activities agreed
2.6 Quality management process established
2.7 Risk response plan approved
2.8 Integrated change control processes defined
2.9 Procurement plan approved
2.10 Project plan approved
3.1 Project scope achieved
3.2 Project stakeholders expectations managed
3.3 Human resources managed
3.4 Quality managed against plan
3.5 Material resources managed
4.0 Monitoring & Controlling
5.0 Closing a Project
4.1 Project tracked and status communicated to stakeholders
4.2 Project change is managed
4.3 quality is monitored and controlled
4.4 Risk is monitored and controlled
4.5 Project team is managed
4.6 Contracted administered 
5.1 Project outcomes accepted
5.2 Project resources released
5.3 Stakeholders perceptions measured and analysed
5.4 Project formally closed

16. Personal Competencies
PMI Competencies
Personal Competencies
6.0 Communicating
7.0 Leading
8.0 Managing
6.1 Actively listens, understanding and responds to stakeholders
6.2 Maintains lines of communication
6.3 Ensures quality of information
6.4 Tailors communication to audience
7.1 Creates a team environment that promotes high performance
7.2 Builds and maintains effective relationships
7.3 Motivates and mentors project team members
7.4 Takes accountability for delivering the project
7.5 Uses influencing skills when required
8.1 Builds and maintains the project team
8.2 Plans and manages for project success in organised manner
8.3 Resolves conflict involving project team or stakeholders
9.0 Cognitive Ability
Effectiveness
Professionalism
9.1 Takes a holistic view of project
9.2 Effectively resolves issues and solves problems
9.3 Uses appropriate project management tools and techniques
9.4 Seeks opportunities to improve project outcome
Resolves project problems
Maintains project stakeholder involvement, motivation and support
Changes at the required pace to meet project needs
Uses assertiveness when necessary
Demonstrates commitment to the project
Operates with integrity
Handles personal and team adversity in a suitable manner
Manages a diverse workforce
Resolves individual and organisation issues with objectivity

17. 17
assessing
competence
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18. Competence Assessment Approach
Spencer: ‘reliably measurable’ =
“two or more independent observers or methods (tests, surveys) agree statistically (usually r =.80) that a person demonstrates a competency characteristic.”

19. Online Component: p3m pulse

20. Results: Scoring & Benchmarking
Level
Score (%)
PMI Score
Expert
86-100 5
Advanced Practitioner
76-85 4
Practitioner
65-75 3
Intermediate
55-64 2
Foundation
0-54 1

21. Results: Competence Assessment Reports
Each participant receives a Competency Assessment Report
detailing their assessment results across the 5 areas

22. Results: Recommended Development Plans

23. developing competence 23
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24. Developing Competence

25. Developing Competence
Trial and error
Cross-functional teams
Special projects
Community involvement
Sabbaticals
- Learning
from others
- Coaching
- Mentoring
- Networking
- Instructor-
led courses
- eLearning
- Certifications
- Conferences

27. p3m pathways

28. 28 in
summary
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29. Application of competence-based management
Inputs into planning cycle
Continuous improvement
Performance-based pay
Clear career progression
Objective bonus criteria
Know, Plan & Manage
Team Gap Analysis
Job Descriptions
Weighted Interview Criteria
Reward
Acquire
Targeted Training
Intelligent Mentoring
Coaching
Develop
Right People
Right Skills
Right Place
Right Time
Deploy
Analyse
Trend & root cause analysis
Pareto analysis
Assess
Measuring performance
Identifying strengths and weaknesses

30. Benefits of P3M competence management
Resource Management
More targeted resource allocation
Reduced reliance on contract resource
Increased productivity through capitalising on strengths
Clearer view of organisational capability
Optimised Resources
Recruitment
More appropriate candidates interviewed
More objective hiring decisions
Lower recruitment costs
Staff Development
Reduced staff turnover
Clearer career progression and remuneration scales
Performance-based reward schemes
Reduced training costs
Enhanced staff motivation
Project Performance
Justifiable charge-out rates from competency-based pricing
More stable HR requirements planning
Reduced project risk
Increased project profitability

31. Improving your P3M competence
6 ways to boost your competence
Learn from your mistakes
Lessons learned
Seek feedback
Know thyself
Strengths & weaknesses
Default personality settings
Challenge Yourself
Embrace the new and unfamiliar
“Do one thing that scares you everyday”
Eleanor Roosevelt
Set yourself some goals
Make them SMART
Contextualise them with career direction
Target your training
Training gives you skills – can you apply them?
Find a Mentor

32. 32 ?
questions
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