PMI Presentation Cover Slide Title space

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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.
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Agenda

• Intentions
• What is competence
• What is the PMCDF
• The structure of the PMCDF
• Review of Chapters 1 - 4
• Summary

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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

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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

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Project Management Competence and Project Success
PMCDF
Project Success
Individual Project Management Competence
Project Performance
Has a major impact upon
OPM3
Organizational Maturity
Organizational Project Performance
Has a major impact upon
Contingencies Project types and
characteristics, project life cycles, project
structures Moderator variables
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Competence Applied to Project Management

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

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Major Components ofCompetence

• Abilities
• Attitudes
• Behaviors
• Knowledge
• Personality
• Skills

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The Dimensions ofCompetence
A Competent Individual
Knowledge Competence
Performance Competence
Personal Competence
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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 )

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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

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Personal Competence

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

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Company Specific Dimensionsof 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

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5 Dimensions of PM Competence
Competent PM as per PMCDF and Org Requirements
Project Managers Current Competence
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What is the PMCDF
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PMCDF - Second Edition

• Vision
• Purpose
• Layout
• Document Structure

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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

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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

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Structure of the PMCDF
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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

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Layout of Standard
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Chapter 1

• Purpose of the Standard
• Definition, assessment, development
• Alignment
• What is competence
• Dimensions of Competence

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Alignment to PMI Publications
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Chapter 2

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

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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

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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

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Structure of Performance Competencies

• Units of
• Competence 5
• Elements of competence 34
• Performance Criteria 131
• One to one mapping of Performance Criteria and
  Evidence

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Units of Competence
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Element of Competence
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Chapter 3
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Personal Competencies

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

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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

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Units cont

• 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

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Structure of Personal Competencies

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

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Project Manager Competence
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PERSONAL COMPETENCIES
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Example of Personal Competence
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Chapter 4

• Measuring PM competence key steps
• Assess performance
• Prepare competence development plan
• Implement competence development plan

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Measurement Process

• Developing competence as a project manager

Acquire/manage Resources
Monitor Plan
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Competence Assessment

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

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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

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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

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Execute Plan

• In parallel with project work
• Longer term
• Owned by the person being developed (PM)
• Monitor progress
• Evaluate execution

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Summary
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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.

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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

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Thank You
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Contact Information

• Michael Yinger PMP
• Pythia, Inc.
• 1 917 687 3760
• michael.yinger_at_pythia.biz