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PMI Chapter Meeting

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Competence is the ability to perform activities within a project ... Ability to apply appropriate depth of perception, discernment and judgment. Effectiveness ... – PowerPoint PPT presentation

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Title: PMI Chapter Meeting


1
  • PMI Chapter Meeting
  • July 2007
  • PMCDF Competence Framework
  • A presentation by
  • Chris Cartwright

2
Agenda
  • What is competence
  • What is the PMCDF
  • The structure of the PMCDF
  • How competence can be measured
  • Summary

3
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

4
Major Components
  • Abilities
  • Attitudes
  • Behaviors
  • Knowledge
  • Personality
  • Skills

5
Competence Applied to Project Management
  • Competence is the ability to perform activities
    within a project environment to expected and
    recognized standards

6
The dimensions of competence
A Competent Individual
Knowledge Competence
Performance Competence
Personal Competence
7
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 )

8
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

9
Personal Competency
  • What behaviors the person demonstrates
  • Presentation
  • Attitudes
  • Personality characteristics
  • Demonstrated by how the person behaves while
    delivering the project

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12
What is the PMCDF - Second Edition
  • Vision
  • Purpose
  • Layout
  • Document Structure

13
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

14
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

15
Layout of Standard
  • The PMCDF is broken into 4 chapters
  • 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 Standards

16
Chapter 1
  • Purpose of the Standard
  • Definition, assessment, development
  • Alignment
  • What is competence
  • Dimensions of Competency

17
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18
Alignment
19
Structure of Performance Competencies
  • Units of
  • Competence 5
  • Elements of competence 34
  • Performance Criteria 131
  • One to one mapping of Performance Criteria
  • and Evidence

20
Chapter 2
  • Units of Performance Competence
  • Initiating a project
  • Planning a project
  • Executing a project
  • Monitoring and controlling a project
  • Closing a project

21
Planning a Project
Executing a Project
Initiating a Project
Closing a project
Monitoring and Controlling a Project
Figure 2.1 The five Units of Performance
Competence
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Competency Elements
  • 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

25
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

26
Example of Performance Competence
  • Unit
  • Initiating a Project
  • Element
  • Project aligned with organization and customer
    needs
  • Performance Criteria
  • Demonstrates an understanding of the link between
    the project and the needs of the organization
  • Evidence
  • Clear description of the links between individual
    completed projects and the business needs

27
Personal Competencies
  • Individual characteristics relevant to managing a
    project
  • Display evidence of compliance to performance
    criteria
  • Typically 360 reviews, stakeholder feedback

28
Structure of Personal Competencies
  • Units of
  • Competence 6
  • Elements of competence 30
  • Performance Criteria 133
  • One to many mapping of Performance Criteria
  • and Evidence

29
Chapter 3
  • 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

30
Chapter 3
  • Units of Personal Competence
  • 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

31
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Example of Personal Competence
  • Unit
  • Communication
  • Element
  • Actively listens, understands and responds to
    project team and stakeholders
  • Performance Criteria
  • Listens actively and seeks to understand
  • Evidence
  • Personal feedback survey from stakeholders
  • Observations and/or notes from verbal
    communication with stakeholders

33
Chapter 4
  • Developing competence as a project manager

34
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

35
Competence Assessment
  • Prepare assessment
  • Assess evidence
  • An outward sign, something that furnishes proof
    (Webster 2006)
  • Document assessment
  • Identify gaps

36
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

37
Execute Plan
  • In parallel with project work
  • Longer term
  • Owned by the PM
  • Monitor progress
  • Evaluate execution

38
Target Audiences of the PMCDF
  • 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 to the industry of project/program
    management
  • Human Resource teams
  • Senior Management

39
Summary
  • The PMCD Framework defines the Performance and
    Personal Competencies required for a competent
    project manager.
  • Each organization might customize the framework
    to its own needs.
  • 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.

40
  • The PMCDF-Second Edition 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

41
Thank YouQuestions?
42
Contact Information
  • Chris Cartwright
  • ccartwright_at_bigpond.com
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