About Stacy Goff. 7 th Int l PM Conference, 2012; Goff 2

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2 About Stacy Goff IPMA Level-D, PMP President, ProjectExperts Professional PM Consultant, Trainer since 1982 Produced PM Learning, Tools, Methodologies Clients: Consultants, Government, Enterprises Written Over 60 Articles, Papers, & Blog Postings 7 th Int l PM Conference, 2012; Goff 2

3 7 th Int l PM Conference, 2012; Goff 3 About IPMA

4 Presentation Abstract A rising tide of demand separates those who demonstrate end-to-end competence in projects and programs from those who cannot. This tide distinguishes those who show strong interpersonal skills, leadership skills, and savvy grasp of the workings of the permanent organization, from those who only know the technical aspects of pm. And increasingly, PM practitioners, stakeholders, and executives demand results, not just knowledge and processes, from their project organizations. 7 th Int l PM Conference, 2012; Goff 4

5 1. Practitioner Differentiation Are YOU a Certified PM? How do YOU stand out from the crowd? 7 th Int l PM Conference, 2012; Goff 5

6 Advanced PM Certifications 95% of today s PM Certifications are about Project Management, not as a PM. Differentiate by moving up from exambased Certifications Example: IPMA s Advanced Competencebased, 4-L-C PM Certification Suite Advanced Certs: Broader, Deeper, Wider The Tides Are Rising 7 th Int l PM Conference, 2012; Goff 6

7 IPMA Advanced Certs Differ Broader Topic Range Deeper Grasp: Competence, Proven Performance Wider, Role-based: Not Generic Professionally Assessed Higher Rigor Offers Differentiation 7 th Int l PM Conference, 2012; Goff 7

8 3.01 P Project orientation 3.02 Pg Programme orientation The Periodic A Familiar Table Set of ICB s of PMProject Management Knowledge Competence AreasElements 3.03 Pf Portfolio orientation IPMA PM Competence Element Groups Contextual Competence Elements Technical Competence Elements Behavioral Competence Elements 2.04 As Assertiveness 2.02 M Engagement & motivation 2.05 R Relaxation 2.01 L Leadership 2.03 Sc Self-control 2.06 O Openness 3.04 Pp Project, program & portfolio implemen Po Permanent organization 1.01 Pi Ps Project Integration management Management success 1.02 Ip Interested parties 1.03 Rq Project requirements & objectives 1.04 Ri Project Risk & Risk Management opportunities 1.05 Q Quality Project Quality Management 2.07 Cy Creativity 2.08 Ro Results orientation 2.09 E Efficiency 3.06 Bu Business 3.07 Sa Systems, products & technology 1.06 Po Project organization 1.07 T Teamwork 1.08 Pb Problem resolution 1.09 Ps Project structures 1.10 Sd SC Scope Project & Scope deliverables Management 2.10 Co Consultation 2.11 Ne Negotiation 2.12 Cc Conflict & crisis 3.08 Pe Personnel management 3.10 Fi Finance 3.09 Hs Health, security, safety, & environment 3.11 Le Legal 1.11 Ti Tp Project Time & Time project Management phases 1.16 Cr Control & reports 1.12 Re Hu Project Human Resources Resources Management 1.17 In Information & documentation 7 th Int l PM Conference, 2012; Goff CoC Project Cost & Cost Management finance 1.18 Cm Ca Project Communica- Communication Management 1.14 Pr Cn Project Procurement & Procurement contract Management 1.19 Su Project startup 1.15 Ch Changes 1.20 Cs Project closeout 2.13 Rl Reliability 2.15 Et Ethics 2.14 Va Values appreciation ICB IPMA Competence Baseline

9 Competence Molecules In Chemistry and in Projects, we may combine Elements in Molecules. Rarely are they solitary. In Chemistry Na In Projects + Cl = Salt Tp + T + O = Estimating Na + Cl + O =Bleach Tp + T + Ri + Q + C + Sd + Re + L = Planning Au =Gold C =Diamond L = Leadership Solitary elements are often precious 7 th Int l PM Conference, 2012; Goff 9

10 The Competence Difference Why you want more than Knowledge... You board a flight piloted by two Air Academy graduates who have never taken off or landed a plane. Your defense lawyer just passed the exam, knows all the case law, but has never practiced before a jury. Your heart surgeon memorized the manual, but has never used a scalpel. Q: What is missing? 7 th Int l PM Conference, 2012; Goff 10

11 PM Beyond Knowledge 5 Performance 4 Competence 3 Attitudes 2 Skill 1 Knowledge PM Performance Measures Results Competence Comes With Experience Attitudes & Behavioral Attributes Sustain Skill Comes From Applied Knowledge PM Knowledge Is the Foundation 7 th Int l PM Conference, 2012; Goff 11

12 Verified Through Certification 7 th Int l PM Conference, 2012; Goff 12

13 Practitioner Implications It s Your Choice: Synch or Swim Knowledge Certs Are a Good Start Seek Advanced PM Certifications Develop a Portfolio of Successful Initiatives, Experience Pursue Performance Competence Alternative: Caught in a Sneaker Wave 7 th Int l PM Conference, 2012; Goff 13

14 2. Stakeholders Demand Results Billions Spent On PM Poor Business Results Missing Ingredients: Org l Support Soft Skills PM Competence True PM Learning Focus: Outcomes Else: Frustration! Tides Are Surging 7 th Int l PM Conference, 2012; Goff 14

15 Signs of Progress PM Methodologies Broadened Stakeholder Learning IPMA Delta: Based On EU Excellence Each Has Strengths; Combination Rules! Tools For the Tides 7 th Int l PM Conference, 2012; Goff 15

16 Why Org l Assessments Help Engage Permanent Organization Build Success Climate Pinpoint Clear Responsibilities Establish Measurement Mentality Enlist Executives Identify Smartest Improvement Opps. 7 th Int l PM Conference, 2012; Goff 16 Mastering the Tides

17 Earn Stakeholder Satisfaction Why This is Important Key Influencers For Success Knowledge, Process, Power Experts Your Ultimate Judges: Success/Failure Why This is Possible Strongest Supporters; If Engaged They Know They Are Stuck With It They Know (Hope?) You re Competent 7 th Int l PM Conference, 2012; Goff 17

18 3. Executive Expectations Executives Expect Timely Decision-making Information Managing All Success Measures All the Right Competences Project and Business Success 7 th Int l PM Conference, 2012; Goff 18

19 Insights On Decision-Making To improve Executive decision-making, PMs must provide the right information the Leading factors in time to act. What factors do you provide, as a PM? What do you receive, as an Executive? Would you prefer to prevent, or recover? How does this information affect PM success? 7 th Int l PM Conference, 2012; Goff 19

20 Beyond The Project the Triple Vital Constraint Signs 1. Time 2. Cost 4. Scope 5. Risk 3. Quality 6. Talent 7 th Int l PM Conference, 2012; Goff 20

21 Leading & Lagging Factors Quality 2a Original Plan 160% 140% 120% 100% 80% 1a 2b 60% 40% 20% 0% Time 1b 2c Cost ($K) 1c 2 1 Scope Talent Revised Plan Revised Plan Current Original Projected Plan Original Original Plan Plan Risk 7 th Int l PM Conference, 2012; Goff 21

22 Executives Seek PM Talent Q: What Do Executives Prefer in PM? Q: What Do Recruiters Look For in PM? 7 th Int l PM Conference, 2012; Goff 22

23 Juried Research Reveals All Recruiters & Executives Rank-ordered a. Exam-based Cert b. Past Team Size c. Education e. Technical Expertise f. Cultural Fit g. Ability To Escalate h. Experience i. Work History j. Attitude l. Written Skills m. Verbal Skills n. Ability to Communicate at Multiple Levels o.leadership Q: What Were the Top Factors For the Recruiters? For the Executives? 7 th Int l PM Conference, 2012; Goff 23

24 Executives Said Leadership Ability to Communicate at Multiple Levels Verbal/Written Skills Research Findings Attitudes, Experience Also Top the List Exam Cert, Education Near Bottom of List Q: Who Understands their PM Needs? Q: What Does This Suggest For You? 7 th Int l PM Conference, 2012; Goff 24

25 Background, Implications Research Published: IPMA Journal, # PMI Also Published: PM Journal, Researchers Joined asapm (IPMA-USA) Soon Afterward What Are the Implications of This Research in the Raging Tide For PM Competence? What Does This Suggest For Your Future? 7 th Int l PM Conference, 2012; Goff 25

26 Summary: Taming Your Tides Beware the PM Knowledge-Only Riptide Apply Insights From Our Three Tides Seek Experience, Advanced Certifications Look for Professional Assessment Develop Your Talents, Especially Soft-Skills Move from Inputs to Outcomes: K-S-A-C-P Repeat 7 th Int l PM Conference, 2012; Goff 26

27 The Result: More Than PM Success Apply all the ICB Competences. This action does more than assure PM Success. It assures Business Benefits, helping satisfy Stakeholder & Executive expectations. Many PMs think PM Success means just managing the Triple Constraint. It s not. Manage the Leading Factors to optimize Time, Cost, and Quality, with less effort. Isn t that your primary objective? 7 th Int l PM Conference, 2012; Goff 27

28 Comment via Stacy Goff is IPMA VP of Marketing & Events, asapm President, and ProjectExperts President 7 th Int l PM Conference, 2012; Goff 28

29 Resources & Attributions IPMA is International Project Management Association. See our Website: IPMA.ch asapm, American Society for the Advancement of Project Management, is IPMA-USA. See our Website: asapm.org Goff s company s website is PMP Certification as a Core Competence: Necessary But Not Sufficient, by Jo Ann Starkweather and Deborah H. Stevenson (PhDs at Northeastern State University). 02/2011 PM Journal, PMI PM Critical Competency Index: IT Execs Prefer Soft Skills, by D. H. Stevenson and J. A. Starkweather. IPMA s International Journal of Project Management, Issue 7, 2010 Trademarks: IPMA, ICB and IPMA Level-D are registered trademarks of the International Project Management Association. PMI and PMP are registered trademarks of Project Management Institute in the USA and other countries. 7 th Int l PM Conference, 2012; Goff 29