Competency Model for Professional Project Managers
Competency Model for Professional Project Managers
The Project Management Partners Competency Model was developed from the observable behaviours of successful, professional project managers in a variety of application areas. It provides a consistent, coherent structure for assessing the capabilities of current and prospective project managers. The Competency Model can be used to: • Guide a training needs assessment to help optimize the use of scarce training dollars by identifying gaps between job requirements and incumbent skill levels. • Perform individual competency assessments to evaluate current project managers or to screen prospective project managers. • Conduct an organization-wide competency assessment to ensure that the most skilled project managers are assigned to the most critical projects. The Project Management Partners Competency Model identifies nearly one hundred observable behaviours grouped into thirteen discrete competencies: • Leadership • Customer Relations • Project Planning • Performance Measurement • Communicating • Organisational Effectiveness • Team Building • Staff Development • Perspective • Negotiating • Risk Management • Problem Solving • Decision Making Although all thirteen competencies are useful on most projects most of the time, the relative importance of each may vary. For example: • Risk management may be more important when the core technology is unproven. • Perspective may be more important in a large organization. • Project planning may be more important when stakeholder needs are in conflict.
Leadership
Leadership means motivating and inspiring people to keep the project moving toward successful completion even in the face of the physical demands of aggressive project schedules and the emotional demands of discouraging developments. Successful project managers: • Have people volunteering for their projects • Establish and communicate their vision for the project • Speak of "our project" rather than "this project"
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The Project Management Partners Competency Model was developed from the observable behaviours of successful, professional project managers in a variety of application areas. It provides a consistent, coherent structure for assessing the capabilities of current and prospective project managers. The Competency Model can be used to: • Guide a training needs assessment to help optimize the use of scarce training dollars by identifying gaps between job requirements and incumbent skill levels. • Perform individual competency assessments to evaluate current project managers or to screen prospective project managers. • Conduct an organization-wide competency assessment to ensure that the most skilled project managers are assigned to the most critical projects. The Project Management Partners Competency Model identifies nearly one hundred observable behaviours grouped into thirteen discrete competencies: • Leadership • Customer Relations • Project Planning • Performance Measurement • Communicating • Organisational Effectiveness • Team Building • Staff Development • Perspective • Negotiating • Risk Management • Problem Solving • Decision Making Although all thirteen competencies are useful on most projects most of the time, the relative importance of each may vary. For example: • Risk management may be more important when the core technology is unproven. • Perspective may be more important in a large organization. • Project planning may be more important when stakeholder needs are in conflict.
Leadership
Leadership means motivating and inspiring people to keep the project moving toward successful completion even in the face of the physical demands of aggressive project schedules and the emotional demands of discouraging developments. Successful project managers: • Have people volunteering for their projects • Establish and communicate their vision for the project • Speak of "our project" rather than "this project"
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