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How do you spot a professional project manager?

How do you spot a professional project manager?. Thomas Docker Professional Development Board 15 th September, 2005. Professional. “A professional is someone who can do his best work when he doesn’t feel like it.”. Alistair Cooke. project manager. Professional. A safe pair of hands.

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How do you spot a professional project manager?

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  1. How do you spot a professional project manager? Thomas Docker Professional Development Board 15th September, 2005

  2. Professional “A professional is someone who can do hisbest work when he doesn’t feel like it.” Alistair Cooke

  3. project manager Professional A safe pair of hands

  4. A picture of the profession Projects • time boxed • resource-capped • operational • critical Project performance Profile • behaviours • skills • tasks • responsibilities Characteristics profiles Research by CITI and Penn State University, 1990

  5. What makes them good? Personal traits • Personal integrity • Decisive • Charismatic

  6. What makes them good? Personal skills • Communication and presentation • Managing clients • Planning and control

  7. What makes them good? Personal tasks • Negotiations • Paperwork – project documentation • Staff management and development

  8. What makes them good? Personal responsibilities • Client relationships • Monitoring and reporting • Staffing – resource profiling and acquisition

  9. Skills profilees benchmark group Tasks Traits Benchmarking

  10. Knowledge Attitudes &behaviours Experience Skills KASE – dimensions of interest

  11. Some Lots Mapping APM qualifications to KASE

  12. Competencies “Competencies are behaviours that individuals demonstrate when undertaking job-relevant tasks effectively within a given organisational context.” Whiddett & Hollyforde

  13. Integrated model Knowledge Attribute based inference of competence The knowledge and understanding, skills and abilities, that a person brings to a job Input competencies Skills (represented by qualifications and experience) Core personality characteristics The core personality characteristics underlying a person’s capability to do a job Personal competencies Competence Performance basedinference of competence The ability to perform the activities within an occupational area to the levels of performance expected in employment Output competencies Demonstrable performance Lynn Crawford

  14. Performance and accreditation There is no direct relationship between how well project managers perform against standards for knowledge and the use of practices, and how well they are perceived to perform by their supervisors. Lynn Crawford

  15. Painting by numbers? No!

  16. KaSe KASE K Joined up writing

  17. Career paths Continuing professional development The future

  18. Thank you Questions& Answers

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