strategy is a commodity, execution is an art the importance of project management competence
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Strategy is a Commodity, Execution is an Art
The importance of project management competence
Ray MeadCEO, p3m global14th October 2014
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p3m global
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• A set of behaviours or actions to be performed in a specific context
• Organisation-specific• A cluster of abilities,
commitments, behaviours, knowledge and skills enabling superior performance
• Learned over years• E.g. ‘Analytical ability,’
‘Leadership’• ‘The How’
• A proficiency acquired through knowledge, experience or practice
• Learned ability to be able to carry out one or more job functions or achieve a predetermined result
• Learned over months• E.g. ‘Java Programming,’
‘Event Planning’• ‘The What’
Skill Competency
Skills v Competencies
Both should be measurable
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Definitions of Competency
“a reliably measurable, relatively enduring characteristic (or combination of characteristics) of a person, team or organisation, which causes and statistically predicts a criterion level of performance.” Lyle Spencer
“The demonstrated ability to perform activities within a project environment that lead to outcomes based on defined and accepted standards….….Competent project managers consistently apply their project management knowledge and personal behaviours to increase the likelihood of delivering projects that meet stakeholders’ requirements….….Competent project managers bring together their knowledge, skills, personal characteristics and attitudes when focusing on delivering a project.”
PMI Project Manager Competency Development Framework 2nd ed.
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What is Competence?
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Competent Driving
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competenceframeworks
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Competency Dictionary
Working in a conscientious, consistent and thorough manner.Level 1 Level 2 Level 3 Level 4 Level 5Recognises obvious information
Recognises less obvious information
Demonstrates concern for thoroughness and accuracy
Quickly identifies relevant information
Identifies obscure details that are important within a context of distracting information
Identifies main concepts and ideas when reading simple, straightforward documents.
Reviews own work for
accuracy and completeness, spotting inconsistencies that indicate problems with quality of work.
Pays close attention to details that are important to others to make sure they are right.
Verifies assumptions and information before accepting them.
Seeks out others to
check or review own work.
Reviews all relevant information or aspects of a situation before taking action or making a decision.
Identifies multiple sources/approaches of information to ensure that details are addressed.
Reviews the work of
others for accuracy and thoroughness.
Follows up to ensure tasks are completed and commitments are met by others.
Verifies that work has
been done according to procedures and standards.
Quickly identifies relevant and irrelevant information when reading complex documents.
Maps out all the
logistics and details of a situation to ensure smooth and flawless implementation.
Consistently identified all relevant details that are not obvious in complex and technical documents.
Identifies the
subtleties of judgements rendered.
Requires the highest standards for accuracy and quality for his/her work.
Establishes processes
to ensure the accuracy and quality of work products and services delivered by his/her team.
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SFIA
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APM 5 Dimensions of Professionalism
BreadthAPM Body of Knowledge
DepthAPM Competence Framework
AchievementAPM Qualifications
CommitmentContinuing Professional Development
AccountabilityAPM Code of Professional Conduct
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APM ‘Wheel of Competence’
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APM Competence Framework
• Concept• Project Success• Stakeholder Management• Requirements
Management• Project Risk Management• Estimating• Business Case• Marketing & Sales• Project Reviews• Definition• Scope Management• Modelling & Testing• Methods & Procedures• Project Quality
Management• Scheduling• Resource Management• Information Management• Project Management Plan• Configuration
Management• Change Control• Implementation• Technology Management• Budget & Cost
Management• Procurement• Issue Management• Development• Value Management• Earned Value• Value Engineering• Handover & Closeout
• Communication• Teamwork• Leadership• Conflict Management• Negotiation• Human Resource
Management• Behavioural Characteristics• Learning & Development• Professionalism & Ethics
• Project Sponsorship• Health, Safety and
Environmental Management• Project Life Cycles• Project Finance & Funding• Legal Awareness• Organisational Roles• Organisational Structure• Governance of Project
Management
Tech
nica
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Beha
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ompe
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Cont
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ompe
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PMI Competency Development Framework
Knowledge Competencies: What the project manager knows about the topic of project management
Performance Competencies: How the project manager applies Project knowledge to project activitiesin a live environment
Personal Competencies: How the project manager behaves when performing activities within the project environment.
Industry Specific Competencies: In some industries there may be specific knowledge, skills or attitudes that are needed to succeed therein..
Organisational Competencies: There may be specific elements of the organisation in which a project manager works that, when mastered, enables them to perform better. This may be the ability to use certain systems, methods, escalation paths and other organisational process assets
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PMI Competencies
Performance Competencies1.0 Initiating a Project 2.0 Planning a Project 3.0 Executing a Project
1. 1 Project aligned with organisational objectives and customer's needs
1.2 Preliminary scope statement includes stakeholders needs and expectations
1.3 High-level risks, assumptions and constraints are understood
1.4 Stakeholders identified and their needs understood
1.5 Project charter approved
2.1 Project scope agreed
2.2 Project schedule approved
2.3 Cost budget approved
2.4 Project team identified
2.5 Communications activities agreed
2.6 Quality management process established
2.7 Risk response plan approved
2.8 Integrated change control processes defined
2.9 Procurement plan approved
2.10 Project plan approved
3.1 Project scope achieved
3.2 Project stakeholders expectations managed
3.3 Human resources managed
3.4 Quality managed against plan
3.5 Material resources managed
4.0 Monitoring & Controlling
5.0 Closing a Project
4.1 Project tracked and status communicated to stakeholders
4.2 Project change is managed
4.3 quality is monitored and controlled
4.4 Risk is monitored and controlled
4.5 Project team is managed
4.6 Contracted administered
5.1 Project outcomes accepted
5.2 Project resources released
5.3 Stakeholders perceptions measured and analysed
5.4 Project formally closed
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PMI Competencies
6.0 Communicating 7.0 Leading 8.0 Managing
6.1 Actively listens, understanding and responds to stakeholders
6.2 Maintains lines of communication
6.3 Ensures quality of information
6.4 Tailors communication to audience
7.1 Creates a team environment that promotes high performance
7.2 Builds and maintains effective relationships
7.3 Motivates and mentors project team members
7.4 Takes accountability for delivering the project
7.5 Uses influencing skills when required
8.1 Builds and maintains the project team
8.2 Plans and manages for project success in organised manner
8.3 Resolves conflict involving project team or stakeholders
Personal Competencies
9.0 Cognitive Ability 10.0 Effectiveness 11.0 Professionalism
9.1 Takes a holistic view of project
9.2 Effectively resolves issues and solves problems
9.3 Uses appropriate project management tools and techniques
9.4 Seeks opportunities to improve project outcome
10.1 Resolves project problems
10.2 Maintains project stakeholder involvement, motivation and support
10.3 Changes at the required pace to meet project needs
10.4 Uses assertiveness when necessary
11.1 Demonstrates commitment to the project
11.2 Operates with integrity
11.3 Handles personal and team adversity in a suitable manner
11.4 Manages a diverse workforce
11.5 Resolves individual and organisation issues with objectivity
assessingcompetence
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Competence Assessment Approach
Spencer: ‘reliably measurable’ = “two or more independent observers or methods (tests, surveys) agree statistically (usually r =.80) that a person demonstrates a competency characteristic.”
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Online Component: p3m pulse
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Results: Scoring & Benchmarking
Level Score (%) PMI ScoreExpert 86-100 5Advanced Practitioner 76-85 4Practitioner 65-75 3Intermediate 55-64 2Foundation 0-54 1
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Results: Competence Assessment Reports
Each participant receives a Competency Assessment Report detailing their assessment results across the 5 areas
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Results: Recommended Development Plans
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developingcompetence
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Add image here
Developing Competence
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Developing Competence
- Trial and error- Cross-functional teams
- Special projects- Community involvement
- Sabbaticals
- Learning from others- Coaching- Mentoring- Networking
- Instructor- led courses- eLearning- Certifications- Conferences
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p3m pathways
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insummary
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Application of competence-based management
Acquire
Deploy
AssessAnalyse
Develop
Know, Plan & Manage
Reward
Right People Right Skills Right Place Right Time
• Team Gap Analysis• Job Descriptions• Weighted Interview Criteria
• Measuring performance
• Identifying strengths and weaknesses
• Trend & root cause analysis
• Pareto analysis
• Targeted Training• Intelligent
Mentoring• Coaching
• Performance-based pay• Clear career progression• Objective bonus criteria
• Inputs into planning cycle• Continuous improvement
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• Staff Development- Reduced staff turnover
- Clearer career progression and remuneration scales
- Performance-based reward schemes
- Reduced training costs
- Enhanced staff motivation
• Project Performance- Justifiable charge-out rates
from competency-based pricing
- More stable HR requirements planning
- Reduced project risk
- Increased project profitability
• Resource Management More targeted resource
allocation
Reduced reliance on contract resource
Increased productivity through capitalising on strengths
Clearer view of organisational capability
Optimised Resources
• Recruitment More appropriate candidates
interviewed
More objective hiring decisions
Lower recruitment costs
Benefits of P3M competence management
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6 ways to boost your competence
Improving your P3M competence
1. Learn from your mistakes
Lessons learned
Seek feedback2. Know thyself
Strengths & weaknesses
Default personality settings3. Challenge Yourself
Embrace the new and unfamiliar
“Do one thing that scares you everyday”
Eleanor Roosevelt4. Set yourself some goals
Make them SMART
Contextualise them with career direction5. Target your training
Training gives you skills – can you apply them?
6. Find a Mentor
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questions
?
UK Office1st Floor, St George's ChambersSt George's StreetWinchester, HampshireSO23 8AJ
Tel: +01962 676321info@p3mglobal.co.uk
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