Strategy is a Commodity, Execution is an Art The importance of project management competence

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©p3m global group. All rights reserved

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

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Beha

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Cont

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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

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Tel: +01962 [email protected]

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Strategy is a Commodity, Execution is an Art The importance of project management competence