4Both should be measurable Skills v CompetenciesSkillCompetencyA proficiency acquired through knowledge, experience or practiceLearned ability to be able to carry out one or more job functions or achieve a predetermined resultLearned over monthsE.g. ‘Java Programming,’ ‘Event Planning’‘The What’A set of behaviours or actions to be performed in a specific contextOrganisation-specificA cluster of abilities, commitments, behaviours, knowledge and skills enabling superior performanceLearned over yearsE.g. ‘Analytical ability,’ ‘Leadership’‘The How’Both should be measurable
5Definitions 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.
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9Competency Dictionary Working in a conscientious, consistent and thorough manner.Level 1Level 2Level 3Level 4Level 5Recognises obvious informationRecognises less obvious informationDemonstrates concern for thoroughness and accuracyQuickly identifies relevant informationIdentifies obscure details that are important within a context of distracting informationIdentifies 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.
11APM 5 Dimensions of Professionalism BreadthAPM Body of KnowledgeDepthAPM Competence FrameworkAchievementAPM QualificationsCommitmentContinuing Professional DevelopmentAccountabilityAPM Code of Professional Conduct
14PMI Competency Development Framework Knowledge Competencies:What the project manager knows about the topic of project managementPerformance Competencies:How the project manager appliesProject knowledge to project activitiesin a live environmentPersonal 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 assetsIndustry Specific Competencies:In some industries there may be specific knowledge, skills or attitudes that are needed to succeed therein..
15Performance Competencies PMI CompetenciesPerformance Competencies1.0 Initiating a Project2.0 Planning a Project3.0 Executing a Project1. 1 Project aligned with organisational objectives and customer's needs1.2 Preliminary scope statement includes stakeholders needs and expectations1.3 High-level risks, assumptions and constraints are understood1.4 Stakeholders identified and their needs understood1.5 Project charter approved2.1 Project scope agreed2.2 Project schedule approved2.3 Cost budget approved2.4 Project team identified2.5 Communications activities agreed2.6 Quality management process established2.7 Risk response plan approved2.8 Integrated change control processes defined2.9 Procurement plan approved2.10 Project plan approved3.1 Project scope achieved3.2 Project stakeholders expectations managed3.3 Human resources managed3.4 Quality managed against plan3.5 Material resources managed4.0 Monitoring & Controlling5.0 Closing a Project4.1 Project tracked and status communicated to stakeholders4.2 Project change is managed4.3 quality is monitored and controlled4.4 Risk is monitored and controlled4.5 Project team is managed4.6 Contracted administered 5.1 Project outcomes accepted5.2 Project resources released5.3 Stakeholders perceptions measured and analysed5.4 Project formally closed
16Personal Competencies PMI CompetenciesPersonal Competencies6.0 Communicating7.0 Leading8.0 Managing6.1 Actively listens, understanding and responds to stakeholders6.2 Maintains lines of communication6.3 Ensures quality of information6.4 Tailors communication to audience7.1 Creates a team environment that promotes high performance7.2 Builds and maintains effective relationships7.3 Motivates and mentors project team members7.4 Takes accountability for delivering the project7.5 Uses influencing skills when required8.1 Builds and maintains the project team8.2 Plans and manages for project success in organised manner8.3 Resolves conflict involving project team or stakeholders9.0 Cognitive AbilityEffectivenessProfessionalism9.1 Takes a holistic view of project9.2 Effectively resolves issues and solves problems9.3 Uses appropriate project management tools and techniques9.4 Seeks opportunities to improve project outcomeResolves project problemsMaintains project stakeholder involvement, motivation and supportChanges at the required pace to meet project needsUses assertiveness when necessaryDemonstrates commitment to the projectOperates with integrityHandles personal and team adversity in a suitable mannerManages a diverse workforceResolves individual and organisation issues with objectivity
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18Competence 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.”
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29Application of competence-based management Inputs into planning cycleContinuous improvementPerformance-based payClear career progressionObjective bonus criteriaKnow, Plan & ManageTeam Gap AnalysisJob DescriptionsWeighted Interview CriteriaRewardAcquireTargeted TrainingIntelligent MentoringCoachingDevelopRight PeopleRight SkillsRight PlaceRight TimeDeployAnalyseTrend & root cause analysisPareto analysisAssessMeasuring performanceIdentifying strengths and weaknesses
30Benefits of P3M competence management Resource ManagementMore targeted resource allocationReduced reliance on contract resourceIncreased productivity through capitalising on strengthsClearer view of organisational capabilityOptimised ResourcesRecruitmentMore appropriate candidates interviewedMore objective hiring decisionsLower recruitment costsStaff DevelopmentReduced staff turnoverClearer career progression and remuneration scalesPerformance-based reward schemesReduced training costsEnhanced staff motivationProject PerformanceJustifiable charge-out rates from competency-based pricingMore stable HR requirements planningReduced project riskIncreased project profitability
31Improving your P3M competence 6 ways to boost your competenceLearn from your mistakesLessons learnedSeek feedbackKnow thyselfStrengths & weaknessesDefault personality settingsChallenge YourselfEmbrace the new and unfamiliar“Do one thing that scares you everyday”Eleanor RooseveltSet yourself some goalsMake them SMARTContextualise them with career directionTarget your trainingTraining gives you skills – can you apply them?Find a Mentor
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