Perspective

This area of competence "perspective" works with the context of the project.
It defines five elements of competence:
• Strategy
• Leadership, structures and processes
• Compliance, standards and rules
• Authority and interest
•"Strategy" competency element
Culture and cost
A strategy is a planned activity pattern designed to achieve a project goal, and also
describes the implementation of plans for the organization's long-term goals.
Strategy should have a logical set of decisions in line with the direction of action to
manage projects, programs and project portfolios. Strategy determines the
effectiveness of the management system, creates strategic management discipline
and ensures high correlation with the organization's mission and sustainability.
It breaks down its strategic goals into manageable one’s elements for:
 to achieve positive changes in organizational culture, business system and
processes;
 create agreed strategic goals;
 select and classify resources;
 to inform the management in the necessity of changing strategic goals;
 stimulate continuous improvement
Thus, people establish the efficiency control system, as a rule, on the basis of
critical characteristics of the efficiency of the activity, t.е. critical success factors
(KSF) and key performance indicators (KPI).
Consequently, each project is managed using a set of KSF and KPI to ensure the
organization's sustainability.
Key indicators of competence
Communication mission and vision of the organization
Defines the mission and vision of the organization;
● Links project goals to mission, vision and strategy using diagnostic management
systems (top-down method and pre-set goals);
● Monitors whether the project's goals and benefits are synchronized with the
mission, vision and strategy;
● Develops and implements necessary measures related to strategy (eg critical
success factors, key performance indicators, etc.);
● Checks whether the project organization provides benefits to the permanent
organization.
Identifying and seizing opportunities to influence organizational strategy
Knows the processes of creating a strategy;
Identifies new risks and opportunities that may change strategy;
Involving colleagues in the formation of an organizational strategy for the
implementation of a system of interactive management and control (bottom-up
approach and spatial goals);
Identifies strategic improvements;
Influences strategy creation processes
Developing and ensuring ongoing confirmation of the legitimacy of the
business/organization
Defines the business and/or organizational rationale;
●Identifies the tasks in the project necessary to achieve
planned benefits;
● Reviews and promotes your business and/or organizational
rationale for sponsors and/or project owners;
● Reviews and approves the rationale within the highest
context (environment);
● Defines and manages the project configuration (competencies and
functionality of the design organization);
● Applies benefit realization management to verify
whether the project configuration generates the desired results;
● Scans a project to determine if it is needed
termination due to workforce reduction or obsolescence
strategies for changing configuration.
Identifying, assessing and reviewing critical success factors (CSF)
The individual is able to discern, identify, interpret and prioritize critical success
factors (CSFs) that are directly related to the project. Also, KFU are directly
related to the organizational objectives of the project. Therefore, when achieving
the benefits of the project, the organization implements strategic goals, tactical and
operational objectives.
The individual can understand both formal and informal contextual factors and
their impact on the final outcome of the project.
The relative importance of success factors may change due to contextual factors
and the dynamics of the project itself. This can also be affected by personnel
changes both within the project and in an external context. Therefore, the
individual must periodically review and evaluate the relevance and relative
importance of the CSF and, if necessary, make changes to maintain success, even
if this means ending the project prematurely.
Develops and/or develops a set of critical success factors for strategic objectives;
Uses formal CSF to align strategy and also defines informal context;
Includes subordinates in resolving the issue of the organization's strategy when
developing CSF (interactive management and control - spatial (distributed) goals);
Uses CSF to adjust the strategy within the project;
Uses CSF to manage stakeholders;
Uses CSF to develop incentives/rewards and
motivated culture;
Overestimates the implementation of CSF in the highest strategic
context.
Defining, assessing and reviewing key performance indicators
Produces and/or develops key performance indicators for each critical success
factor;
Uses a set of estimates of the lead, lag and real state of the project over time when
developing key performance indicators (KPI);
Uses KPIs to manage strategic performance;
Uses KPIs to influence stakeholders;
Uses KPI to develop its own development plan;
Uses KPIs to develop a system of incentives/rewards;
Re-evaluates project configuration using key performance indicators.
Leadership, Structures and Processes
The “Leadership, Structures and Processes” competency element defines
understanding and interaction with the organization's established structures,
systems and processes that provide support for projects and influence how they are
organized, executed and managed. An organization's governance, structures and
processes may include both temporary systems (for example, projects) and
permanent systems (for example, project portfolio management systems,
financial/administrative systems, support systems, reporting and decision-making
systems, and audit systems) .
Structures and processes are an integral part of the management system of any
organization.
Managing structures and processes means the ability to use the value systems,
roles and responsibilities, processes and policies established in the organization to
ensure the achievement of project objectives and corporate strategic goals.
Examples of support structures and processes include line functions such as human
resources, finance and control, and information technology.

Knowledge of project management principles and their implementation

Recognizes a project in practice and has knowledge of project management
principles;
● Explains the characteristics of functional, matrix and project organizations;
● Explains the concept of project management;
● Understands and establishes project management concepts within the
organization;
● Determines the current level of maturity of the organization.
If the project is part of a program, then the individual must associate the project
with the program and know how program management principles are implemented
in the specific organization. Dependencies between the project and the program,
and between different projects within the program, must be analyzed in terms of
inputs, goals, outputs, etc. Dealing with these dependencies means creating and
maintaining interactions between the project and the program.

● Explains the characteristics of the program (goals, inputs, outputs, results,

benefits);
● Explains the concept of program management.
Knowledge and application of project portfolio management principles and how to
implement them
● Explains the characteristics of a project portfolio – critical success factors and
key performance indicators;
● Knows the concept of project portfolio management (organizational structures
and processes);
● Communicates successfully within the relevant project portfolio for successful
project management.
Relationship of the project with the processes and functions of finance and control
● Knows the processes of the control and finance functions;
● Distinguishes between mandatory and optional utilities of the finance and control
functions;
● Monitors the effectiveness of the use of rules, guidelines and other financial
utilities in the project;
● Communicates the status and trends of financial objectives clearly and
effectively.