Using PMCDF to Advance One's Career

Transcription

1 Using PMCDF to Advance One's Career Presented by: George Jucan, MSc PMP MPM Core Team member for PMCDF Second Edition PMI Southern Ontario Chapter Career Day 2011

2 PMI Standards Projects A Guide to the Project Management Body of Knowledge (PMBOK Guide)- Fourth Edition Practice Standard for Project Risk Management Construction Extension to the PMBOK Guide Third Edition Government Extension to the PMBOK Guide Third Edition Practice Standard for Earned Value Management Practice Standard for Project Configuration Management Practice Standard for Work Breakdown Structures- Second Edition Practice Standard for Scheduling Programs The Standard for Program Management- Second Edition People Project Manager Competency Development Framework - Second Edition Organizations Organizational Project Management Maturity Model (OPM3 )- Second Edition The Standard for Portfolio Management- Second Edition 2

3 Alignment with PMI Standards PMBOK Guide Third Edition PMP Role Delineation Study and Career Framework PMCD Framework First Edition Program/ Portfolio Management Standards Project Manager Competency Development Framework Combined Standards Glossary/ PM Lexicon PMI Code of Professional Conduct PMP Examination Specification OPM3 3

4 PMCDF - Second Edition Vision: We provide the basis for individuals and organizations to raise their competence in Project Management and raise the level of professionalism within PMI 4

5 Target Audience Project Managers Managers of project managers Members of a Project Management Office Managers responsible for establishing and developing Project Manager competence Educators teaching project management and other related subjects Trainers developing project management educational programs Consultants in project/program management Human Resource teams Senior Management 5

6 PMCDF Overview Provide support to individuals and organizations Provide guidance for the assessment of Project Managers who: Demonstrated necessary project management 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 (industry agnostic) Supported by data from PM Role Delineation Study 6

7 Project Management Competence

8 What is Competence? Merriam-Webster : The quality or state of [ ] having requisite or adequate ability or qualities. Cambridge: Having the skills or knowledge to do something well enough to meet a basic standard. Oxford: The quality or extent of [ ] having the necessary skill or knowledge to do something successfully. Wikipedia: Competence is a standardized requirement for an individual to properly perform a specific job. It encompasses a combination of knowledge, skills and behaviour utilised to improve performance. More generally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role. 8

9 PMCDF Definitions Project management competence is the demonstrated ability to perform activities within a project environment that leads to expected outcomes based on defined and accepted standards. A competent project manager consistently applies his/her knowledge, skills and personal characteristics to deliver projects that meet stakeholders requirements. 9

10 Dimensions of PM Competence Knowledge - what the project manager knows about the application of processes, tools and techniques to project activities. Performance - how the project manager applies project management knowledge to meet the project requirements. Personal - how the project manager behaves when performing activities within the project environment; their attitudes and core personality characteristics. 10

11 Knowledge Competence What a person knows about project management discipline and how projects should be planned, executed and controlled Required knowledge is defined by the PMP Examination Specification A project manager demonstrates knowledge by passing an appropriately credentialed assessment (e.g. PMP ) 11

12 PMCDF Competencies 12

13 Performance Competence

14 Performance Competence What is the person able to do by applying their project management knowledge Project manager s performance can be demonstrated by assessing project related outcomes The ultimate evidence is successful delivery of projects A competent project manager can provide evidence of compliance with defined performance criteria 14

15 Structure 5 Units 34 Elements 131 Competence Criteria One to one mapping between Competence Criteria and Evidences 15

16 Alignment Units: Defined by PMP Examination Specification (Performance Domains) Elements: Aligned with the PMP Examination Specification (outcomes the PM should deliver) Criteria: Defined by the PMCDF update team using the 2003 document and the PMP Exam Spec (specific actions to achieve desired outcomes) Evidences: Defined by the PMCDF update team (material results of PM actions) 16

17 Units of Performance Competence Initiating: authorize and define the scope of a new project. Planning: define and mature the project scope, develop the project management plan, and identify and schedule the project activities. Executing: performing the work defined in the project management plan to accomplish the project objectives under the project scope statement. Monitoring and Controlling: compare actual performance with planned performance, analyze variances, assess trends to effect process improvements, evaluate possible alternatives and implement appropriate corrective action as needed. Closing: formally terminate a project and transfer the completed product to operations or to close a cancelled project. 17

18 Performance Competence Elements 18

19 Criteria and Evidences 19

20 Personal Competence

21 Personal Competence Personal Competencies are those behaviors, attitudes and core personality characteristics that contribute to a person s ability to manage projects. Personal competence enable the project manager to effectively use knowledge and performance competencies Demonstrated by how the person behaves while delivering the project 21

22 Structure 6 Units 30 Elements 134 Competence Criteria One to many mapping between Competence Criteria and Evidences 22

23 Alignment Units: Derived from 2003 PMCDF, Code of Ethics and Professional Conduct and PMP Examination Specification Elements: Derived from 2003 PMCDF, PMBOK, PMP Exam Specification, Code of Ethics and Professional Conduct Criteria: Defined by the PMCDF update team using the 2003 document, PMBOK, PMP Exam Spec and Code of Ethics and Professional Conduct Evidences: Defined by the PMCDF update team (material results that demonstrate, alone or in conjunction with other evidences, the presence of the desired behavior) 23

24 Units of Personal Competence Communicating: Effectively exchanges accurate, appropriate and relevant information with stakeholders using suitable methods. Leading: Guides, inspires and motivates team members and other project stakeholders to manage and overcome issues to effectively achieve project objectives. Managing: Effectively administers the project through deployment and use of human, financial, material, intellectual and intangible resources. Cognitive Ability: Applies an appropriate depth of perception, discernment and judgment to effectively direct a project in a changing and evolving environment. Effectiveness: Produces desired results by using appropriate resources, tools and techniques in all project management activities. Professionalism: Conforms to an ethical behavior governed by responsibility, respect, fairness and honesty in the practice of project management 24

25 Personal Competence Elements 25

26 Criteria and Evidences 26

27 Developing Competence As A Project Manager

28 PMCDF Competencies 28

29 Supporting Competencies PMI Standards are applicable to most projects most of the time, so they must be generic PM also needs technical skills that are particularly relevant to that industry or covered by specific domain, regulatory or legal requirements To be successful in an organizational context the PM also needs to understand the corporate culture, environment, politics etc. 29

30 Competence Development Process 30

31 Competence Assessment Performed by the individual or by the organization (e.g. by PMO or management) Based on evidences against the PMCD Framework performance criteria Could use different levels of detail for each competence area (unit, element or criteria) The organization may prescribe qualitative, quantitative and interpretative methods to be used When using a holistic approach, strength in one area could obscure one or more gaps in other areas 31

32 Assessment Rigor Low Rigor typically involves casual self-assessment, or informal assessment against the competence criteria. Medium Rigor more detailed, usually done by a manager or peer, adding external feedback to individual s perspective to create a 360º view. High Rigor in-depth assessment, usually performed by qualified independent assessors, involving analysis of several recent projects to gather relevant evidence. 32

33 Assessment Example Personal Competencies Score Communicating 8.00 Leading 7.00 Managing 5.00 Builds and maintains the project team 5.00 Plans and manages for project success in an organized manner 7.00 Resolves conflict involving project team or stakeholders 3.00 Cognitive Ability 7.00 Effectiveness 4.75 Resolves project problems 8.00 Maintains project stakeholder involvement, motivation and support 4.00 Changes at the required pace to meet project needs 5.00 Uses assertiveness when necessary 2.00 Professionalism

34 Assessment Example Personal Competencies Score Communicating 8.00 Leading 7.00 Managing 5.00 Cognitive Ability 7.00 Effectiveness 4.75 Professionalism 9.00 Professionalism Communicating Leading Effectiveness Managing Cognitive Ability 34

35 Assessment Example Element 6.1: Actively listens, understands, and responds to stakeholders Performance Criteria Types of Evidence Status Comments.1 Actively listens.2 Understands explicit and implicit content of communication.3 Responds to and acts upon expectations, concerns and issues Survey results from stakeholders medium no complaints, but no positive feedback either Documented observations from communication good not interrupting others while speaking, nodding to show understanding Documented feedback on empathy and understanding towards others point of view low often focused on the words, missing the emotions reflected by the voice Documented observations from communication medium rephrasing stakeholders messages to demonstrate understanding typically generates agreement Documented confirmation that messages were received and understood very good almost no situation when a stakeholder needed to repeat the message to clarify misunderstandings Documented responses to issues important to good issue log maintained accurate and timely others (i.e. Issues Log) Change requests very low no documentation on change requests, their analysis and results Survey results from stakeholders medium no complaints, but no positive feedback either 35

36 Development Plan Individual strengths and areas to be addressed Prioritized development areas Using different methods: Mentoring Coaching Peer to peer Role playing On the job training Formal training PMI Education programs 36

37 Development Plan Example 37

38 Execute Plan The project manager needs to execute this plan just as a project manager would execute any project plan. Plan owned by the PM Medium and long term goals Targets and milestones In parallel with project work Engage support from others Monitor progress and take corrective actions 38

39 Development Plan Example 39

40 Evaluate Plan Iterative process to develop competence as a project manager Each iteration of the Competence Development Plan should be treated as a project in itself. As with any project there needs to be a formal review of plan s success Lessons learned and action items 40

41 Evaluate Plan Questions that need to be asked include: Was the plan suitable? Did the plan deliver the outcomes needed? Was there sufficient support for the development plan? Were there activities that should have provided better outcomes? Can others now use the same plan? 41

42 A Guide to the Top

43 PM Career Path P M O M anager P ortfolio M anager E xecutive M anagem ent S M E P roject M anager P rogram M anager P roject D irector S r. P roject M an ager O rganizational M anagem ent O rganizational M anagem ent P roject M anager Jr. P roject M anager P roject C on troller T echnical L eaders P roject L ead er P roject C oord in ator A dm in staff P roject A ssistant 43

44 Project Assistant Performs routine tasks like updating the schedule, monitoring people s availability, centralize and monitor costs and so on. Usually evolves in a project coordinator role. Closing Monitoring and Controlling Professionalism Effectiveness Performance Competence Initiating Personal Competence Communicating Executing Planning Leading Managing Responsibility: Collects and archives project forms (NDAs, copyright, technical setup etc) Collects and centralizes regular status reports, time sheets, expenses etc. Maintains project documents repository Other project administration tasks Authority: Always under the guidance and supervision of the Project Manager Can initiate recurring tasks of pre-defined repetitive activities (e.g. call for status reports, timesheets or expenses) Cannot take decisions without the Project Manager Competence: General exposure to Project Management principles Organized, detail oriented Good communication skills for interaction with team members Cognitive Ability 44

45 Project Coordinator Without extensive experience and usually without formal project management training, a project coordinator handles sub-projects or simple independent projects under supervision, mostly acting in a facilitation and reporting capacity. Closing Monitoring and Controlling Professionalism Effectiveness Performance Competence Initiating Personal Competence Communicating Cognitive Ability Executing Planning Leading Managing Responsibility: Coordinates and monitors tasks execution and progress Provides consolidated status reports to the PM Facilitates work by resolving minor team member issues Escalates to the PM risks and issues with potential significant impact Monitors project costs and resource usage Authority: Activates under the supervision of a project or organizational manager Manages detailed activities in sub-projects or small projects Assigns tasks to team members and require progress reports Can implement corrective actions for small project deviations Competence: General knowledge of Project Management principles and methodology Knowledge of project scheduling and monitoring tools Understanding of quality and cost control processes Ability to organize the work for self and others Good communication skills for interaction with team members 45

46 Project Leader A technical expert that might have no formal project management training, able to deliver good products but not always achieve project success in most cases because deficiencies in the interaction with stakeholders leads to scope creep or gold-plating. Closing Monitoring and Controlling Professionalism Effectiveness Performance Competence Initiating Personal Competence Communicating Cognitive Ability Executing Planning Leading Managing Responsibility: Participates in project planning and estimating Coordinates and monitors tasks execution and progress Provides consolidated status reports to the PM Provides technical support to team members Escalates to the PM risks and issues with potential significant impact Authority: Activates under the supervision of a project or organizational manager Has autonomy in managing end-to-end sub-projects or small projects Has authority to assign tasks to team members and require progress reports Can implement corrective actions for small project deviations Competence: Expert level in the project technical area General understanding of Project Management principles Knowledge of work estimating techniques Ability to organize the work for self and others Basic leadership and general management skills Basic communication and negotiation capabilities 46

47 Project Controller With formal training in project management and/or specific areas (mostly scheduling, cost and risks) performs a monitoring and control function of specific project perspective(s). Closing Monitoring and Controlling Professionalism Performance Competence Initiating Personal Competence Communicating 10 5 Executing Planning Leading Responsibility: Collects, analyses and interprets performance data Monitors tasks execution and progress Provides consolidated status reports to the PM Escalates to the PM risks and issues with potential significant impact Authority: Activates under the supervision of a project manager Ensures collection, processing and approval processes No direct authority over project staff Competence: General knowledge of Project Management principles and methodology Knowledge of project scheduling and monitoring tools Understanding of quality and cost control processes 0 Effectiveness Managing Cognitive Ability 47

48 Junior Project Manager Typically having formal project management training but not extensive experience, a junior project manager handles autonomously small independent projects, usually under the guidance or mentorship of a more senior project manager. Closing Monitoring and Controlling Professionalism Effectiveness Performance Competence Initiating Personal Competence Communicating Cognitive Ability Executing Planning Leading Managing Responsibility: Performs overall project planning based on predefined Charter Defined, estimates and schedules project work to achieve the scope Coordinates and monitors tasks execution and progress Provides consolidated status reports to stakeholders Takes corrective actions as required to keep the project on track Authority: Reports to a project executive or sponsor, normally mid or high management Has autonomy over project team within chartered boundaries Can negotiate scope, resources and schedule changes with stakeholders Assigns tasks to team members and manages work Implements corrective actions for small project deviations Competence: Knowledge of Project Management principles and methodology Knowledge of project scheduling and monitoring tools Understanding of quality and cost control processes Stakeholders management through negotiation and conflict resolution Good communication skills for interaction with team members 48

49 Project Manager Even if "all scope, in time and within budget" target remains sometimes out of reach, a project manager has the tools, knowledge and experience to drive the project toward project success by applying appropriate techniques and behaviors. Closing Monitoring and Controlling Professionalism Effectiveness Performance Competence Initiating Personal Competence Communicating Cognitive Ability Executing Planning Leading Managing Responsibility: Performs overall project planning based on predefined Charter Defined, estimates and schedules project work to achieve the scope Manages, monitors and forecasts project execution Takes corrective actions as required to keep the project on track. Ensures effective communication with internal and external stakeholders Projects lifecycle improvement through lessons learned, project archives, etc. Authority: Manages end-to-end tactical projects of various size Has authority over the project team as defined in the project charter Reports to a project executive or sponsor, normally mid or high management Has autonomy within project boundaries Can negotiate scope, resources and schedule changes with stakeholders Competence: In-depth knowledge of PM methodology, tools and techniques Leadership and general management skills Stakeholders communication, negotiation, influencing, persuasion, etc Consistent professional behavior in all activities 49

50 Senior Project Manager Manage complex projects based on sound methodological knowledge as well as advanced people skills, seeking project s alignment to business needs even beyond chartered scope statement and realistically adjusting predefined organizational processes and policies. Closing Monitoring and Controlling Professionalism Effectiveness Performance Competence Initiating Personal Competence Communicating Cognitive Ability Executing Planning Leading Managing Responsibility: Involved in projects initiation and strategic project alignment Guides, mentors and/or performs project planning for all knowledge areas Takes corrective actions as required to deliver complete scope, at desired quality, in time and within budget Process and methodological improvement Authority: Manages end-to-end strategic projects, large in scope, budget and team Reports to an organizational manager or a program/portfolio manager. Coordinates project leaders or coordinators assigned to deliver subproject of a complex project managed by the senior project manager Proposes changes to the PM methodology, framework or best practices Competence: Expert knowledge of PM methodology, tools and techniques (typically PMP) Advanced leadership and general management skills Advanced communication, negotiation, conflict resolution capabilities Understanding of organizational environment and project s alignment to corporate objectives 50

51 Project Director Coordinates a number of projects (and their corresponding project managers), usually acting on behalf of an executive or project sponsor, or of the client or user community group. Typically focused on feasibility and efficiency, also requires significant PM knowledge Closing Monitoring and Controlling Professionalism Effectiveness Performance Competence Initiating Personal Competence Communicating Cognitive Ability Executing Planning Leading Managing Responsibility: Projects initiation and strategic project alignment Guides, mentors and/or coordinates project managers Ensures alignment with business objectives and needs Process and methodological improvement Authority: Coordinates multiple projects from a strategic perspective Reports to an executive or a program/portfolio manager. Ensures stakeholders expectations management, including contractual negotiations and performance Proposes changes to the PM methodology, framework or best practices Competence: Demonstrated understanding of organizational environment and projects alignment to corporate objectives Advanced leadership and general management skills Advanced communication, negotiation, conflict resolution capabilities Knowledge of PM methodology, tools and techniques 51

52 SME Project Manager Typically part of a PMO, has advanced overall project management knowledge (PMP) and demonstrated expertise in one or more specialized areas such as methodologies, cost control, scheduling, projects and processes quality improvement. Closing Monitoring and Controlling Performance Competence Initiating Executing Planning Responsibility: Guides, mentors and/or coordinates project managers Process and methodological improvement Participates in organizational process improvement Authority: Defines and/or approves changes to the PM methodology, framework or best practices Approves methodology adjustments for specific projects Professionalism Personal Competence Communicating Leading Competence: Advanced knowledge of PM methodology, tools and techniques Expertise in one or more knowledge areas Ability to coach, mentor, train other project managers Effectiveness Managing Cognitive Ability 52

53 PMO Manager Combining organizational and project management knowledge the PMO Manager ensures development, application and advancement of project management principles, methodology and framework throughout the enterprise. Closing Monitoring and Controlling Professionalism Effectiveness Performance Competence Initiating Personal Competence Communicating Cognitive Ability Executing Planning Leading Managing Responsibility: Manages members of the PM Office Guides, mentors and/or coordinates project managers Negotiates with executives the role and responsibilities of PMO in organization Participates in organizational process improvement Authority: Time and activities assignment of PMO members Endorses or approves projects initiation Approves changes to the PM methodology, framework or best practices Approves methodology adjustments for specific projects Competence: Organizational management abilities Advanced knowledge of PM methodology, tools and techniques Ability to manage, coach, mentor, train other project managers Advanced communication skills in negotiation, influencing, persuasion etc 53

54 Program Manager As typically considered still a tactical role it requires solid project/program management knowledge, but also the ability to understand the business objectives that program has to achieve, and its alignment within the overall organizational strategy Closing Monitoring and Controlling Professionalism Effectiveness Performance Competence Initiating Personal Competence Communicating Cognitive Ability Executing Planning Leading Managing Responsibility: Ensure alignment of subordinated projects with business objectives Prioritization and assignment of shared resources to program components Assessment and monitoring of projects business and financial performance Monitors program components relationships and dependencies, as well as overall integration and issues resolution Authority: Coordinates the PMs delivering individual projects within the program Has autonomy within the program boundaries, under the guidance of an organizational executive or of a portfolio manager Negotiates scope and schedule adjustments within reporting structure Process and methodological tailoring to better fit program's particularities Competence: Expert knowledge of project and program management methodology, tools and techniques Strong tactical planning and leadership skills Strong communication, negotiation, conflict resolution capabilities Advanced understanding of corporate environment and objectives 54

55 Portfolio Manager Mostly concerned with business performance analysis, authorizing or not projects initiation or continuance at predefined phase gates, efficient distribution of organization's resources to achieve maximum results in terms or strategic achievements. Closing Monitoring and Controlling Professionalism Effectiveness Performance Competence Initiating Personal Competence Communicating Cognitive Ability Executing Planning Leading Managing Responsibility: Strategic management of portfolio components (projects and programs) Assessment and monitoring of business and financial performance Authorizes and manages portfolio components relationships and dependencies, as well as overall integration and issues resolution Ensures distribution of organizational resources between components. Authority: Coordinates project, program and line managers within the portfolio area Has autonomy with portfolio limits, reporting to an executive committee Negotiates projects initiation based on performance and resources Institutes adequate controls for underlying programs and projects Proposes enhancements to portfolio management methodology/framework Competence: Project, program and portfolio management methodology and framework Business acumen with strong strategic visioning and tactical planning Objective decision-making ability, based on strategic objectives priority, business performance analysis and resources availability Strong communication, negotiation and influencing capabilities 55

56 Summary

57 The Framework The PMCD Framework defines the Performance and Personal Competencies required for a competent project manager. The PMCDF-Second Edition was developed to provide both individuals and organizations with guidance on how to assess, plan and manage the professional development of a Project Manager Each person or organization should customize the framework to its own specific needs. 57

58 The Process Identify the target and specific competencies required for that position. Assess current level of competence, identify gaps, plan development, execute the competence development plan and then repeat the process. Use of the framework will provide a structured approach to the continuing journey of competence development for individuals as well as organizations. 58

59 Career Path P M O M anager P ortfolio M anager E xecutive M anagem ent S M E P roject M anager P rogram M anager P roject D irector Good luck! S r. P roject M an ager O rganizational M anagem ent O rganizational M anagem ent T echnical L eaders P roject M anager Jr. P roject M anager P roject L ead er P roject C on troller P roject C oord in ator P M C D F A dm in staff P roject A ssistant 59

60 Questions? George Jucan 60