Project Management Development

Framework 2nd Ed.

Empowering the Growth of the

Individual and the Organization
Michael Yinger, PMP
Deputy Project Manager PMCDF 2nd Ed
Pythia, Inc.
 Agenda
• Intentions
• What is competence
• What is the PMCDF
• The structure of the PMCDF
– Review of Chapters 1 - 4
• Summary
 Intentions
• Discuss/define competence
• Put competence into the context of project
management
• Review the PMCDF 2nd Ed.
• Discuss how the PMCDF can be used to
enhance PM competence
 What is competence
• Competence “…. having requisite or
adequate ability or qualities…” (Webster)
• It is generally accepted, however, as
encompassing knowledge, skills, attitudes,
and behaviors that are causally related to
superior job performance.
• There is no single, or “right” definition
Project Management Competence
and Project Success

Individual Project
Management Project Has a major
Competence Performance impact upon

Project
Success
PMCDF

Organizational
Organizational Project Has a major
Maturity Performance impact upon

OPM3

Contingencies
Project types and characteristics,
project life cycles, project structures…
Moderator variables
 Competence Applied to Project
Management

Competence is the ability to perform activities

within a project environment to expected
and recognized standards
 Major Components of
Competence
• Abilities
• Attitudes
• Behaviors
• Knowledge
• Personality
• Skills
 The Dimensions of
Competence
A Competent Individual

Knowledge Performance Personal

Competence Competence Competence
 Knowledge Competence
What a person knows:
• about project management and how
projects should be run
• Defined by the PMP® Examination
Specification
• Able to demonstrate knowledge by
passing a suitable exam (e.g. PMP® )
 Performance Competence
• What is the person able to do by applying
their project management knowledge
• Demonstrated by successful delivery of
projects
– A competent project manager can provide
evidence of compliance
 Personal Competence

• What behaviors the person demonstrates

– Presentation
– Attitudes
– Personality characteristics
• Demonstrated by how the person behaves
while delivering the project
 Company Specific Dimensions
of Competence
• Organizational
– Knowledge of the organization: structure, rules, “how
to get things done”
• Industry
– Knowledge of the industry in which the project will
take place
• These add to what a PM can be measured on, and
may not be required by all organizations
 5 Dimensions of PM
Competence

Project Manager’s Current

Competent PM as per PMCDF Knowledge Competence
and Org Requirements

Personal Performance

Industry Specific Organizational

What is the PMCDF
 PMCDF - Second Edition

• Vision
• Purpose
• Layout
• Document Structure
 Vision for the project

We provide the basis for individuals and

organizations to raise their competence in
Project Management and raise the level of
professionalism within PMI
 Purpose of the PMCDF
• Provide support to individuals and organizations
• Provide guidance for the assessment of Project
Managers who:
– Have the necessary project management knowledge
– Have demonstrated knowledge by passing a suitable
exam (e.g. PMP)
– Are able to provide evidence of performance and
personal competence
– Have 3-4 years of project management experience
• Based on a generic project manager
Structure of the PMCDF
 Layout of Standard
• The PMCDF is broken into 4 chapters
with appendices
• Focus on the type of PM that is sitting for
PMP
• This can be supported by data from PMP
Examination Specification
• Integrated with key PMI Publications
 Layout of Standard
Performance Competencies Personal Competencies
Chapter 2 Chapter 3

Initiating
Communicating

Planning Leading

Managing
Executing
Cognitive Ability

Monitoring & Controlling Effectiveness

Professionalism
Closing

Knowledge Competence
 Chapter 1
• Purpose of the Standard
– Definition, assessment, development
• Alignment
• What is competence
• Dimensions of Competence
Alignment to PMI Publications

PMBOK® Guide Third Edition

PMCD Framework First

PMP® Role Delineation Study and
Edition
Career Framework

Program/ Portfolio Project Combined

Management Standards First
Editions
Manager Standards Glossary/
PM Lexicon
Competency
Developmen
t
Framework PMP®
PMI Code of
Examination Specification
Professional Conduct

OPM3®
 Chapter 2
Units of Performance Competence
– Initiating a project
– Planning a project
– Executing a project
– Monitoring and controlling a project
– Closing a project
 Competence Components

Units of Competence
Defined by the PMP Examination
Specification as Performance Domains
Elements of Competence
Defined by the PMP Examination
Specification
- Outcomes the PM should deliver
 Elements Broken Into

Performance Criteria
Defined by the Update team using the 2003
document and the PMP Exam Spec
-Outcomes to be achieved which
demonstrate competence
Evidence of performance
Defined by the update team
-Tied to performance criteria
Structure of Performance Competencies

Units of
Competence 5

Elements of competence 34

Performance Criteria
131

One to one mapping of Performance Criteria and Evidence

 Units of Competence
PM Performance Competence

Monitoring &
Initiating a Project Planning a Project Executing a Project Closing a Project
Controlling a Project
Project outcomes
Project aligned with Project scope agreed Project goals Project tracked and
accepted by all
organization objectives to address project achieved through status communicated to
stakeholders
and customer deliverables effective project plan relevant stakeholders
needs execution
Project formally
Project schedule Change is managed
closed
Scope statement reflects developed Project stakeholders’
organization and expectations managed Quality controlled
Project resources
customer needs and Cost management plan successfully
released
expectations developed Risks managed to
Human resources ensure minimized
Stakeholder
High level risks/ Project Team identified available when impact on project
perceptions
assumptions/ with agreed roles and required outcomes
measured and
constraints responsibilities
are understood Tasks successfully Project team managed analyzed
Communication completed as planned
Key stakeholders activities approved Sellers managed
needs are understood Quality managed
Quality planned
Draft project charter Material resources
available Risk plan approved available as required

Project charter approved Change management

processes established

Materials procured

Approved project plan

 Element of Competence
Element

High level risks, assumptions and constraints are understood

Performance Criteria Types of evidence

.1 Establishes the project’s high Documented assumptions

level assumptions and
Constraints
.2 Identifies and analyses
the project’s high level risks
and constraints
Documented list of
analyzed high level risks
reviewed with key stakeholders

Performance Criteria Types of Evidence

Chapter 3
 Personal Competencies

• Individual characteristics relevant to

managing a project
• Display evidence of compliance to
performance criteria
• Typically 360 reviews, stakeholder
feedback
Units of Personal Competence

– Communication
• Ability to exchange necessary and relevant information
– Leadership
• Ability to guide, inspire and motivate team members,
overcome issues
– Management Proficiency
• Ability to administer project activities through human,
financial, material, intellectual and intangible resources
 Units – con’t

– Cognitive Ability
• Ability to apply appropriate depth of perception, discernment
and judgment
– Effectiveness
• Ability to produce desired results by using appropriate
resources, tools, techniques
– Professionalism
• Ability to conform to a code of ethical behavior
• One to many mapping for Criteria to Evidence
Structure of Personal Competencies

Units of
Competence 6

Elements of competence 30

Performance Criteria
133

One to many mapping of Performance Criteria and Evidence

Project
Manager
Competence
 PERSONAL COMPETENCIES
11.0 Communicating
.1 Actively listens,
understands and responds
to stakeholders
1.2 Maintains lines of
communication
1.3 Ensures quality of
information
1.4 Tailors communication
to audience
4.0 Cognitive Ability
4.1 Takes a holistic view of
project
4.2 Effectively resolves
issues and solves problems
4.3 Uses appropriate
project management tools
and techniques
4.4 Seeks opportunities to
improve project outcome
2.0 Leading
2.1 Creates a team
environment that promotes
high performance
2.2 Builds and maintains
effective relationships
2.3 Motivates and mentors
project team members
2.4 Takes accountability
for delivering the project
2.5 Using influencing skills
when required
5.0 Effectiveness
5.1 Resolves project
problems
5.2 Maintains project
stakeholder involvement,
motivation and support
5.3 Changes at the required
pace to meet project needs
5.4 Uses assertiveness
when necessary
3.0 Managing
3.1 Builds and maintains
the project team
3.2 Plans and manages for
project success in
organized manner
3.3 Resolves conflict
involving project team or
stakeholders
6.0 Professionalism
6.1 Demonstrates
commitment to the project
6.2 Operates with integrity
6.3 Handles personal and
team adversity in a suitable
manner
6.4 Manages a diverse
workforce
6.5 Resolves individual
and organizational issues
with objectivity
 Example of Personal
Competence

Element

Actively listens, understands and responds to stakeholders

Survey results from stakeholders

1 Actively listens
Documented observations
from communication
Documented feedback on
empathy and understanding
towards others point of view

Performance Criteria Types of Evidence

 Chapter 4

• Measuring PM competence – key steps

– Assess performance
– Prepare competence development plan
– Implement competence development plan
 Measurement Process
Developing competence as a project manager
Step 1 Step 2 Step 3
Assess Prepare Implement PM
Performance Competence Competence
Development Development
Plan Plan

Acquire/manage
Resources

Monitor Plan
 Competence Assessment
• Prepare assessment
• Assess evidence
“An outward sign, something that furnishes proof”
(Webster 2006)
– Document assessment
– Identify gaps
 Assessment Rigor
Low Rigor – could be an individual PM interested
in self assessment
Medium Rigor – could include 360° feedback &
Interviewing the Project Manager
High Rigor - Assessment by qualified, independent
assessors, to allow better observation of the
competencies of the person being assessed
 Development Plan
• Individual strengths and areas to be addressed
• Prioritized development areas
• Using different methods
– Mentoring
– Peer to peer
– Role playing
– On the job training
– Coaching
– Training – group, in-house, CBT, individual
– PMI Education programs
 Execute Plan
• In parallel with project work
• Longer term
• Owned by the person being developed (PM)
• Monitor progress
• Evaluate execution
Summary
 Summary
• Knowing the competency of your project managers
empowers them to grow, and you along with them
• The PMCD Framework defines the Performance and
Personal Competencies required for a competent
project manager.
• The PMCDF recommends an iterative process to
develop competence as a project manager, where we
assess the competence, plan development, execute the
competence development plan and then repeat the
process.
 Summary
• Each organization might customize the framework
to its own needs
• The PMCDF has been developed to provide both
individuals and organizations with guidance on
how to assess, plan and manage the professional
development of a Project Manager
• Use of the framework will provide a structured
approach to the continuing journey of competence
development for individuals as well as
organizations
Thank You
 Contact Information

• Michael Yinger – PMP

– Pythia, Inc.
• 1 917 687 3760
• michael.yinger@pythia.biz