George Jucan: Using PMCDF to Advance One's Career

Using PMCDF to Advance One's Career

Presented by: George Jucan, MSc PMP MPMCore Team member for PMCDF Second Edition

South Western Ontario Chapter - Symposium 2011Project Management: A Global Perspective

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PMI StandardsProjects• 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

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Project ManagerCompetencyDevelopmentFramework

PMP®

Examination Specification

PMBOK® Guide Third Edition

PMP® Role Delineation Study and Career Framework

Combined Standards Glossary/

PM Lexicon

OPM3®

PMCD Framework First Edition

Program/ PortfolioManagement Standards

PMI Code of Professional

Conduct

Alignment with PMI Standards

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Vision:

We provide the basis for individuals and organizations to raise their competence in Project Management and raise the level of professionalism within PMI

PMCDF - Second Edition

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• 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

Target Audience

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• 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

PMCDFOverview

Project Management Competence

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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.

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PMCDF Definitions

Project management competenceis the demonstrated ability to perform activities within a project environment that leads to expected outcomes based on defined and accepted standards.

A competent project managerconsistently applies his/her knowledge, skills and personal characteristicstodeliver projects that meet stakeholders’ requirements.

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Dimensions of PM Competence

• 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.

• Knowledge - what the project manager knows about the application of processes, tools and techniques to project activities.

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Knowledge Competence

• What a person knows about project managementdiscipline 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®)

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PMCDF Competencies

Performance Competence

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• A competent project manager can provide evidence of compliance with defined performance criteria

• 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

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Structure

5 Units

34 Elements

131 Competence Criteria

One to one mapping between Competence Criteria and Evidences

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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)

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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.

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Performance Competence Elements

Initiating a Project

Project aligned with organization objectivesand customer needs

Scope statement reflects organization and

customer needs and expectations

High level risks/assumptions/constraints are understood

Key stakeholders needs are understood

Draft project charter available

Project charter approved

Planning a Project Executing a ProjectMonitoring &

Controlling a ProjectClosing a Project

Project scope agreed to address project deliverables

Project schedule developed

Cost management plan developed

Project Team identified with agreed roles and responsibilities

Communication activities approved

Quality planned

Risk plan approved

Change management processes established

Materials procured

Approved project plan

Project goals achieved through effective project plan execution

Project stakeholders’expectations managed successfully

Human resources available when required

Tasks successfully completed as planned

Quality managed

Material resources available as required

Project tracked and status communicated to relevant stakeholders

Change is managed

Quality controlled

Risks managed to ensure minimized impact on project outcomes

Project team managed

Sellers managed

Project outcomes accepted by all stakeholders

Project formally closed

Project resources released

Stakeholder perceptions measured and

analyzed

Criteria and Evidences

High level risks, assumptions and constraints are u nderstood

Performance Criteria Types of evidence

.1 Establishes the project’s high level assumptions and Constraints

.2 Identifies and analyses the project’s high level risks

Documented assumptionsand constraints

Documented list of analyzed high level risks reviewed with key stakeholders

Element

Performance Criteria Types of Evidence

Personal Competence

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Personal Competence

• Personal competence enable theproject manager to effectively use knowledge and performance competencies

• Personal Competencies are those behaviors, attitudes and core personality characteristics that contribute to a person’s ability to manage projects.

• Demonstrated by how the person behaves while delivering the project

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Structure

6 Units

30 Elements

134 Competence Criteria

One to many mapping between Competence Criteria and Evidences

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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)

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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

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Personal Competence Elements

Criteria and Evidences

Actively listens, understands and responds to stakeh olders

1 Actively listens

Survey results from stakeholdersDocumented observations from communication Documented feedback on empathy and understandingtowards others point of view

Element

Performance Criteria Types of Evidence

Developing CompetenceAs A Project Manager

PMCDF Competencies

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Supporting Competencies

• To be successful in an organizational context the PM also needs to understand the corporate culture, environment, politics etc.

• 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

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Competence Development Process

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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

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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.

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Assessment Example

ScoreCommunicating 8.00Leading 7.00Managing 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 7.00Effectiveness 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 9.00

Personal Competencies

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Assessment ExampleScore

Communicating 8.00Leading 7.00Managing 5.00Cognitive Ability 7.00Effectiveness 4.75Professionalism 9.00

Personal Competencies

0

2

4

6

8

10Communicating

Leading

Managing

Cognitive Ability

Effectiveness

Professionalism

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Assessment Example

Element 6.1: Actively listens, understands, and responds to stakeholders

Performance Criteria Types of Evidence Status Comments

Survey results from stakeholders medium no complaints, but no positive feedback either

Documented observations from communication goodnot 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 others (i.e. Issues Log)

good issue log maintained accurate and timely

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

.1 Actively listens

.2 Understands explicit and implicit content of communication

.3 Responds to and acts upon expectations, concerns and issues

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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

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Development Plan Example

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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

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Development Plan Example

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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

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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?

A Guide to the Top

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Career Path

P ro ject A ssistan t

P ro ject C on tro ller

P ro ject L eader

P ro ject M anager

Sr. P ro ject M anager

P ro ject D irector

P ortfo lio M anager

Jr . P ro ject M anager

P rogram M anagerSM E P ro ject

M anager

P ro ject C oord ina tor

A dm in staff

T echnicalLeaders

O rganizational M anagem ent

O rgan izational M anagem ent

E xecutive M anagem ent

P M O M anager

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Project AssistantPerforms routine tasks like updating the schedule, monitoring people’s availability,

centralize and monitor costs and so on. Usually evolves in a project coordinator role.


0

5

10Initiating

Planning

ExecutingMonitoring and

Controlling

Closing

• 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

Personal Competence

0

5

10Communicating

Leading

Managing

Cognitive Ability

Effectiveness

Professionalism

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Project CoordinatorWithout 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.

• 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


0

5

10Initiating

Planning


Controlling

Closing

Personal Competence

0

5

10Communicating

Leading

Managing

Cognitive Ability

Effectiveness

Professionalism

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Project LeaderA 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.

• 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


0

5

10Initiating

Planning


Controlling

Closing

Personal Competence

0

5

10Communicating

Leading

Managing

Cognitive Ability

Effectiveness

Professionalism

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Project ControllerWith 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).

• 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

Personal Competence

0

5

10Communicating

Leading

Managing

Cognitive Ability

Effectiveness

Professionalism


0

5

10Initiating

Planning


Controlling

Closing

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Junior Project ManagerTypically 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.

• 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


0

5

10Initiating

Planning


Controlling

Closing

Personal Competence

0

5

10Communicating

Leading

Managing

Cognitive Ability

Effectiveness

Professionalism

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Project ManagerEven 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.

• 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

Personal Competence

0

5

10Communicating

Leading

Managing

Cognitive Ability

Effectiveness

Professionalism


0

5

10Initiating

Planning


Controlling

Closing

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Senior Project ManagerManage 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.

• 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


0

5

10Initiating

Planning


Controlling

Closing

Personal Competence

0

5

10Communicating

Leading

Managing

Cognitive Ability

Effectiveness

Professionalism

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Project DirectorCoordinates 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

• 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


0

5

10Initiating

Planning


Controlling

Closing

Personal Competence

0

5

10Communicating

Leading

Managing

Cognitive Ability

Effectiveness

Professionalism

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SME Project ManagerTypically 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.

• 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

• Competence: – Advanced knowledge of PM methodology, tools and techniques– Expertise in one or more knowledge areas– Ability to coach, mentor, train other project managers

Personal Competence

0

5

10Communicating

Leading

Managing

Cognitive Ability

Effectiveness

Professionalism


0

5

10Initiating

Planning


Controlling

Closing

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PMO ManagerCombining organizational and project management knowledge the PMO Manager ensures development, application and advancement of project management principles, methodology

and framework throughout the enterprise.

• 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


0

5

10Initiating

Planning


Controlling

Closing

Personal Competence

0

5

10Communicating

Leading

Managing

Cognitive Ability

Effectiveness

Professionalism

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Program ManagerAs 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

• 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

Personal Competence

0

5

10Communicating

Leading

Managing

Cognitive Ability

Effectiveness

Professionalism


0

5

10Initiating

Planning


Controlling

Closing

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Portfolio ManagerMostly 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.

• 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


0

5

10Initiating

Planning


Controlling

Closing

Personal Competence

0

5

10Communicating

Leading

Managing

Cognitive Ability

Effectiveness

Professionalism

Summary

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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.

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• 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.

The Process

Career Path

PMCDF

Goodluck!

P ro ject A ssistan t

P ro ject C on tro ller

P ro ject L eader

P ro ject M anager

Sr. P ro ject M anager

P ro ject D irector

P ortfo lio M anager

Jr . P ro ject M anager

P rogram M anagerSM E P ro ject

M anager

P ro ject C oord ina tor

A dm in staff

T echnicalLeaders

O rganizational M anagem ent

O rgan izational M anagem ent

E xecutive M anagem ent

P M O M anager

60

Questions?

George Jucan

[email protected]

George Jucan: Using PMCDF to Advance One's Career

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