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About Stacy GoffIPMA Level-D®, PMP®

President, ProjectExperts

Professional PM Consult-ant, Trainer since 1982

Produced PM Learning, Tools, Methodologies

Clients: Consultants, Government, Enterprises

Written Over 60 Articles, Papers, & Blog Postings

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About IPMA

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Presentation AbstractA 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.

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1. Practitioner Differentiation

Are YOU a Certified PM?

How do YOU stand out from the crowd?

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Advanced PM Certifications95% of today’s PM Certifications are about Project Management, not as a PM.

Differentiate by moving up from exam-based Certifications

Example: IPMA’s Advanced Competence-based, 4-L-C PM Certification Suite

Advanced Certs: Broader, Deeper, Wider

The Tides Are Rising

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IPMA Advanced Certs DifferBroader Topic Range

Deeper Grasp: Competence,Proven Performance

Wider, Role-based: Not Generic

Professionally Assessed

Higher Rigor OffersDifferentiation

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1.01

PiProject IntegrationManagement

1.04

RiProject Risk Management

1.05

QProject Quality Management

1.10

SCProject Scope Management

1.11

TiProject Time Management

1.12

HuProject Hum-an Resources Management

1.13

CoProject Cost Management

1.14

PrProjectProcurement Management

1.18

CmProject Com-municationManagement

1.01

PsProject management success

1.02

IpInterested parties

1.03

RqProject re-quirements & objectives

1.04

RiRisk &opportunities

1.05

QQuality

1.06

PoProject organization

1.07

TTeamwork

1.08

PbProblem resolution

1.09

PsProject structures

1.10

SdScope &deliverables

1.11

TpTime & project phases

1.12

ReResources

1.13

CCost & finance

1.14

CnProcurement & contract

1.15

ChChanges

1.16

CrControl & reports

1.17

InInformation &documentation

1.18

CaCommunica-tion

1.19

SuProject startup

1.20

CsProject closeout

A Familiar Set of PMKnowledge Areas

3.01

PProject orientation

3.02

PgProgrammeorientation

3.03

PfPortfolio orientation

3.04

PpProject, prog-ram & port-folio implemen.

3.05

PoPermanent organization

3.06

BuBusiness

3.07

SaSystems, products & technology

3.08

PePersonnel management

3.09

HsHealth, secu-rity, safety, & environment

3.10

FiFinance

3.11

LeLegal

IPMA PM Competence Element Groups Contextual Competence Elements Technical Competence Elements Behavioral Competence Elements 

2.01

LLeadership

2.02

MEngagement & motivation

2.03

ScSelf-control

2.04

AsAssertiveness

2.05

RRelaxation

2.06

OOpenness

2.07

CyCreativity

2.08

RoResults orientation

2.09

EEfficiency

2.10

CoConsultation

2.11

NeNegotiation

2.12

CcConflict &crisis

2.13

RlReliability

2.14

VaValues appreciation

2.15

EtEthics

The Periodic Table of ICB’s Project Management Competence Elements

ICB® IPMA CompetenceBaseline

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Competence Molecules

In Chemistry

In Chemistry and in Projects, we may combine Elements in Molecules. Rarely are they solitary.

In Projects

Solitary elements are often precious

= GoldAu = LeadershipL

Na Cl+ = Salt OTp + = EstimatingT +

Na Cl+ = BleachO+ T

LSd

+

= PlanningRe

+Ri + Q+ +C

+

Tp

+

= DiamondC

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The Competence DifferenceWhy 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?

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PM Beyond Knowledge

PM Knowledge Is the Foundation

5 Performance

4 Competence

3 Attitudes

2 Skill

1 Knowledge

PM Performance Measures Results Competence Comes With ExperienceAttitudes & Behavioral Attributes SustainSkill Comes From Applied Knowledge

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Verified Through Certification

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Practitioner ImplicationsIt’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”

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2. Stakeholders Demand Results

Tides Are Surging

Billions Spent On PM

Poor Business Results

Missing Ingredients:Org’l SupportSoft SkillsPM CompetenceTrue PM LearningFocus: Outcomes

Else: Frustration!

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Signs of ProgressPM Methodologies

Broadened Stake-holder Learning

IPMA Delta: BasedOn EU Excellence

Each Has Strengths;

Combination Rules!

Tools For the Tides

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Why Org’l Assessments HelpEngage Permanent Organization

Build Success Climate

Pinpoint Clear Responsibilities

Establish Measure-ment Mentality

Enlist ExecutivesIdentify SmartestImprovement Opps.

Mastering the Tides

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Earn Stakeholder SatisfactionWhy 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

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3. Executive ExpectationsExecutives Expect…

Timely Decision-making Information

Managing All Success Measures

All the Right Competences

Project and Business Success

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Insights On Decision-MakingTo 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?

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Beyond the Triple Constraint1. Time 2. Cost

3. Quality5. Risk 6. Talent

4. Scope

The Project Vital Signs

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0%20%40%60%80%

100%120%140%160%

Time

Cost ($K)

Talent

Risk

Scope

Quality

Original Plan

Original Plan

0%20%40%60%80%

100%120%140%160%

Time

Cost ($K)

Talent

Risk

Scope

Quality

Revised Plan

Original Plan

0%20%40%60%80%

100%120%140%160%

Time

Cost ($K)

Talent

Risk

Scope

Quality

Revised PlanCurrent ProjectedOriginal Plan

Leading & Lagging Factors

1

1c

1b

1a

2

2a

2b

2c

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Executives Seek PM TalentQ: What Do Executives Prefer in PM?

Q: What Do Recruiters Look For in PM?

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Juried Research Reveals AllRecruiters & Executives Rank-ordered…

a. Exam-based Certb. Past Team Sizec. Educatione. Technical Expertisef. Cultural Fitg. Ability To Escalateh. Experience

i. Work Historyj. Attitudel. Written Skillsm. Verbal Skillsn. Ability to Communi-

cate at Multiple Levelso.Leadership

Q: What Were the Top Factors For the Recruiters? For the Executives?

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Executives Said …LeadershipAbility to Communicate at Multiple LevelsVerbal/Written Skills

Research FindingsAttitudes, Experience Also Top the ListExam Cert, Education Near Bottom of List

Q: Who Understands their PM Needs?

Q: What Does This Suggest For You?

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Background, ImplicationsResearch Published: IPMA Journal, #7 2010

PMI® Also Published: PM Journal, 02.2011

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?

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Summary: Taming Your TidesBeware 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

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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?

The Result: More Than PM Success

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Stacy Goff is IPMA VP of Marketing & Events, asapm President, and ProjectExperts President

Comment via email: stacy.goff@ipma.ch

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Resources & AttributionsIPMA 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 www.ProjectExperts.com

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.