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Strategy is a Commodity, Execution is an Art

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Presentation on theme: "Strategy is a Commodity, Execution is an Art"— Presentation transcript:

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

2 Screen holder until presentation starts
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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.


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

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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

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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

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33 Contact page. To edit the details please go to the master page.

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