Defining the Competent Project Manager

1. Defining the Competent Project Manager

2. Agenda PM competence – why we should care? Definitions – the usual suspects Capabilities and Competencies Trends and Research Looking to the Future My agenda for the time we have together looks like this…. Definitions for today – so we are all on the same page, Capabilities & Competencies – so that we understand what it takes to be a project manager now and into the future, A short look at history and progress made, and Finally what this profession might look like in the future based on what we understand today, where careers and building competencies may be heading.My agenda for the time we have together looks like this…. Definitions for today – so we are all on the same page, Capabilities & Competencies – so that we understand what it takes to be a project manager now and into the future, A short look at history and progress made, and Finally what this profession might look like in the future based on what we understand today, where careers and building competencies may be heading.

3. About SPM Boutique Management Consulting firm specializing in Strategic Project Management Vision, experience, results Enabling organizations to achieve their vision and business objectives Strategic Partners www.spmgroup.ca Focused on project management. Partner with our clients to facilitate successful execution of strategy leading to positive impact on business. We bring over 14 years of experience, knowledge, practical application to bear from a strategic point of view. Broad range of clients – including financial services, pharmaceutical, transportation, government, energy & utilities, telecos. And a great partnership example is this one with the Institute, offering an IT project management program.Focused on project management. Partner with our clients to facilitate successful execution of strategy leading to positive impact on business. We bring over 14 years of experience, knowledge, practical application to bear from a strategic point of view. Broad range of clients – including financial services, pharmaceutical, transportation, government, energy & utilities, telecos. And a great partnership example is this one with the Institute, offering an IT project management program.

4. Competence and Awareness Magic Quadrant that we all want or should be in… Lower left – unconscious-incompetent Lower right – conscious-incompetent Upper left – unconscious-competent Upper right – conscious-competentMagic Quadrant that we all want or should be in… Lower left – unconscious-incompetent Lower right – conscious-incompetent Upper left – unconscious-competent Upper right – conscious-competent

5. Why should we care? Strategy drives projects and projects transform an organization through application of the project results/product. Success is critical. Projects are only as successful as the people who work on them and especially those that manage them. Evaluating project manager competency enables organizations to identify individuals who are or have the potential to become superior project managers, and determine what is needed in the way of coaching, and development, which can be training, to raise performance, increase their capability. Strategy drives projects and projects transform an organization through application of the project results/product. Success is critical. Projects are only as successful as the people who work on them and especially those that manage them. Evaluating project manager competency enables organizations to identify individuals who are or have the potential to become superior project managers, and determine what is needed in the way of coaching, and development, which can be training, to raise performance, increase their capability.

6. Key Project Success Factors From our perspective, key success factors: People – that are competent, capable and fit the assignment Strategy – that it is of value to the organization and doable Organization – supports projects which are a different organizational paradigm to operations From Book by Bossidy “Execution” With the right project managers in place projects are managed more effectively, increasing the probability for success and return on the project investment.From our perspective, key success factors: People – that are competent, capable and fit the assignment Strategy – that it is of value to the organization and doable Organization – supports projects which are a different organizational paradigm to operations From Book by Bossidy “Execution” With the right project managers in place projects are managed more effectively, increasing the probability for success and return on the project investment.

7. Definition Time!Management vs Project Management So let’s get over the definitionsSo let’s get over the definitions

8. What is a Project Manager? The individual responsible for managing a project (to completion!) And of course what is a project manager in simple termsAnd of course what is a project manager in simple terms

9. Competency Definition A competency is a group of variables that accurately predict successful job performance Research shows: 70% through experiences 20% through feedback (‘how’ not result) 10% structured training & seminars Group of variables for example… Behaviour/beliefs Technical/skills & Experience Intellect Instinct Provides a structure to build competencies Research from Centre for Leadership – Yale University, shows 3 ways to develop competencies, Experience Feedback, and Training Group of variables for example… Behaviour/beliefs Technical/skills & Experience Intellect Instinct Provides a structure to build competencies Research from Centre for Leadership – Yale University, shows 3 ways to develop competencies, Experience Feedback, and Training

10. What is competence? Competence fitness capability ability PM Competence (in 6 words or less!) … well suited for project management work … Often measured in multiple dimensions … How do we define competence? What is expected of an employee/individual in the workplace rather than on the learning process; and embodies the ability to transfer and apply skills and knowledge to new situations and environments Fitness – new situations and environments Capability – applied and demonstrated Ability – skills, know-howHow do we define competence? What is expected of an employee/individual in the workplace rather than on the learning process; and embodies the ability to transfer and apply skills and knowledge to new situations and environments Fitness – new situations and environments Capability – applied and demonstrated Ability – skills, know-how

11. Skills Sets of a Project Manager – PMI reference point The skills sets required of a Project Manager, according to the PMI “Guide to the Project Management Body of Knowledge” or PMBOK are outlined here: General Management is what MBAs and B Comms and others learn and experience teaches Application is what your career was before becoming a Project Manager Generally Accepted Project Management knowledge is housed in PMBOKThe skills sets required of a Project Manager, according to the PMI “Guide to the Project Management Body of Knowledge” or PMBOK are outlined here: General Management is what MBAs and B Comms and others learn and experience teaches Application is what your career was before becoming a Project Manager Generally Accepted Project Management knowledge is housed in PMBOK

12. Competencies of the PM Today Conference Board Defines in 3 Areas What is a competency? It is a combination of the experience, knowledge and understanding, the skills and ability that a person brings to a job. The Conference Board defines 3…. 1) Business environment competencies should be considered in tandem with management and technical competencies: Such as: Business literacy, Corporate procedures, Institutional or Corporate Culture, Organizational Structure 2) Management Competencies, the “soft-skills” – such as: Communications, Issue Management, Leadership, Negotiations, Decision Making, 3) Technical Competencies – basic to Project Management – such as: Budget Planning,, Contract/Procurement Management, Hand-over Management, Issue/Change M, What is a competency? It is a combination of the experience, knowledge and understanding, the skills and ability that a person brings to a job. The Conference Board defines 3…. 1) Business environment competencies should be considered in tandem with management and technical competencies: Such as: Business literacy, Corporate procedures, Institutional or Corporate Culture, Organizational Structure 2) Management Competencies, the “soft-skills” – such as: Communications, Issue Management, Leadership, Negotiations, Decision Making, 3) Technical Competencies – basic to Project Management – such as: Budget Planning,, Contract/Procurement Management, Hand-over Management, Issue/Change M,

13. PM Competency How do you know you have enough? First You Have to Know What Makes up Project Manager Competence. being stuff – personal competence knowing stuff – knowledge competence been there, done it, stuff – performance competence Let’s dissect it from a slightly different angle Personal Knowledge Performance These are the basis of PMI’s PMCD framework with some added flavours based on the research done for this presentation Let’s dissect it from a slightly different angle Personal Knowledge Performance These are the basis of PMI’s PMCD framework with some added flavours based on the research done for this presentation

14. Being Stuff attitude – enthusiasm, inquisitiveness, persistence, action-orientation, achiever comfort with discomfort – deal well with ambiguity; flexible “teamer” - builder and player customer focus business savvy political/influencing capability Achievement and action Helping and human service Impact and Influence Managerial Cognitive Personal EffectivenessAchievement and action Helping and human service Impact and Influence Managerial Cognitive Personal Effectiveness

15. Knowing Stuff General management concepts, theories, practices, tools and techniques Project management concepts, theories, practices, tools and techniques “Technical”/Product concepts, theories, practices, tools and techniques – application specific This is the PMBOK definition of the skills set of a PM The 3 circles Let’s look at them in a bit more detail….This is the PMBOK definition of the skills set of a PM The 3 circles Let’s look at them in a bit more detail….

16. General Management Knowledge PMI View PMBOK Guide 2.4. Page 21 General management skills provide much of the foundation for building Project Management skills PMBOK Guide 2.4. Page 21 General management skills provide much of the foundation for building Project Management skills

17. Project Management Knowledge PMI perspective Project Management Context life cycles, phases; stakeholders, etc Project Management Process Groups initiating; planning; executing; monitoring & controlling; closing inputs, tools and techniques, outputs Project Management Knowledge Areas Integration, Scope, Time, Cost, etc Actual PM knowledge - life cycles, phases, stakeholders - process groups - actual PM knowledge areas This is really what the Institute’s program covers.Actual PM knowledge - life cycles, phases, stakeholders - process groups - actual PM knowledge areas This is really what the Institute’s program covers.

18. Application Area Knowledge functional departments and associated disciplines e.g. accounting; HR technical elements e.g. SDLC, PDLC, etc industry specific e.g. pharmaceuticals, construction, etc. May be where you grew up before becoming a PM functional – SME areas technical – methodologies that would marry with PM industry experiencesMay be where you grew up before becoming a PM functional – SME areas technical – methodologies that would marry with PM industry experiences

19. Been there, done it stuff Otherwise known as experience (actual performance of knowledge and skills) Same type of project? Same type of solution? Same size of project ($$s and People)? Same complexity of project? Same people on team? Same order of magnitude risk? Same technology? Been there stuff – the wounds, scars and battles won and lost experience Have you had…… Performance to apply the knowledge and skills in the particular situation effectivelyBeen there stuff – the wounds, scars and battles won and lost experience Have you had…… Performance to apply the knowledge and skills in the particular situation effectively

20. OK, so what does that look like? Are we in our ZEN zone???Are we in our ZEN zone???

21. Are the expectations realistic? Can one person have all these attributes and skills and do an excellent job? … it depends …. on … the size and complexity of the project the culture, size and complexity of the organization organization’s PM maturity Other factors to consider in terms of managing expectations Beyond the being, knowing, done it stuff Consider: Size and complexity of the project - determines level and nature of management skills needs, governance, etc., SME level, risk management Culture, size, complexity of the organization: division’s, receptive to change (PM will be a change agent), executive support Org’s PM maturity – ensure there is the correct level of PM experience and skills to compensate for lack of or immature process, methodology, support, etc. Consider…what impact do these factors have on selecting the ‘most’ competent PM for the job? Other factors to consider in terms of managing expectations Beyond the being, knowing, done it stuff Consider: Size and complexity of the project - determines level and nature of management skills needs, governance, etc., SME level, risk management Culture, size, complexity of the organization: division’s, receptive to change (PM will be a change agent), executive support Org’s PM maturity – ensure there is the correct level of PM experience and skills to compensate for lack of or immature process, methodology, support, etc. Consider…what impact do these factors have on selecting the ‘most’ competent PM for the job?

22. PM Trends, Research and Maturity A Brief History of Research 1970s 1980s 1990s 2000s… So how has it been in the past, Has this profession moved from the early days appropriately into the modern age? 1970s - WBS, PM Software, P.E.R.T., Life Cycles 1980s - Risk Management, EVA, AI, Cost Management 1990s - Team Building, Leadership, Motivation, Risk management. Quality Management, Communications 2000s…Ethics, Loyalty, Trust, Globalization, Morality, Selling, Global standards on competencies These elements have been gleaned from the Proceedings of the PMI Research, PMI 2000. We at SPMgroup have found that our clients, particularly in training, have advanced from the basics of graphic portrayals such as WBS and Gantt charts to demanding soft skills and people oriented training. Current conventional wisdom sees that as Project Managers (and thus Project Management) matures, emphasis this decade will see focus on business and business issues such as ethics, governance, trust, and being global. Want to start with a good foundation like the Institute’s program. So how has it been in the past, Has this profession moved from the early days appropriately into the modern age? 1970s - WBS, PM Software, P.E.R.T., Life Cycles 1980s - Risk Management, EVA, AI, Cost Management 1990s - Team Building, Leadership, Motivation, Risk management. Quality Management, Communications 2000s…Ethics, Loyalty, Trust, Globalization, Morality, Selling, Global standards on competencies These elements have been gleaned from the Proceedings of the PMI Research, PMI 2000. We at SPMgroup have found that our clients, particularly in training, have advanced from the basics of graphic portrayals such as WBS and Gantt charts to demanding soft skills and people oriented training. Current conventional wisdom sees that as Project Managers (and thus Project Management) matures, emphasis this decade will see focus on business and business issues such as ethics, governance, trust, and being global. Want to start with a good foundation like the Institute’s program.

23. Trends, Research on Competency PMI Project Manager Competency Development Framework (Pub. 2002) Role Delineation Study – PMP and CAPM Project Management Experience and Knowledge Self-Assessment Manual (pub. 2000) NCSPM - Lynn Crawford’s work out of University of Technology, Sydney South Africa, UK, Japan, others IPMA competence baseline In conducting the research for this presentation there is definitely a myriad of literature, standards and definitions to pick and choose from PMI – components Others have perhaps led with earlier ‘stuff’ – in particular Australia – 1996 NCSPM and endorsed by the government – consists of 3 levels of competence and ultimately skill development IPMA competence baseline study Work done in various countries In conducting the research for this presentation there is definitely a myriad of literature, standards and definitions to pick and choose from PMI – components Others have perhaps led with earlier ‘stuff’ – in particular Australia – 1996 NCSPM and endorsed by the government – consists of 3 levels of competence and ultimately skill development IPMA competence baseline study Work done in various countries

24. Leading Research Global PM Standards – most current , leading edge efforts to build worldwide, recognized competency standard: globalPMstandards.org Working committee 48 concepts as starting point of significant functions to be performed – some or all of the time This committee was struck in June 2002 to bring all of the various efforts worldwide to establish standards and assessment for PM competency 13 core areas covering 48 concepts Working paper on their web site – encourage you to review, lengthy, academic in nature – needs input from the ‘real’ world of application This committee was struck in June 2002 to bring all of the various efforts worldwide to establish standards and assessment for PM competency 13 core areas covering 48 concepts Working paper on their web site – encourage you to review, lengthy, academic in nature – needs input from the ‘real’ world of application

25. Global Standards Objectives: Pathways development Facilitate recognition of current competence Increase skill and qualifying levels Encourage and facilitate multi-skilling Access to recognized world standards Being developed and supported by many: PM associations, standard & qualification boards, academics, and organizations Increase skill & qualifying levels – beyond PMP and move towards maturing of the profession. Broad base of participants Janice Thomas from Athabasca; Lynn Crawford, University of Technology Sydney NASA, World Bank, Ericcson PMI, IPMA, AIPM, South Africa PM, Association of Cost Engineers etc. NCSPM board, etc. Increase skill & qualifying levels – beyond PMP and move towards maturing of the profession. Broad base of participants Janice Thomas from Athabasca; Lynn Crawford, University of Technology Sydney NASA, World Bank, Ericcson PMI, IPMA, AIPM, South Africa PM, Association of Cost Engineers etc. NCSPM board, etc.

26. The Project Management Maturity Model or PM3 is a tool & technique to measure just where an organization or an individual ranks, so that in the future, when another assessment is taken, progress or lack of it can be quantified. This measurement can also be used to identify gaps between your current state and best-of-class. The PM3 has been developed over the years by several individuals and organizations. Assessments should measure against this model and competency models should also consider this.The Project Management Maturity Model or PM3 is a tool & technique to measure just where an organization or an individual ranks, so that in the future, when another assessment is taken, progress or lack of it can be quantified. This measurement can also be used to identify gaps between your current state and best-of-class. The PM3 has been developed over the years by several individuals and organizations. Assessments should measure against this model and competency models should also consider this.

27. OPM3 Developed by PMI and is primarily organizational maturity. Developed by PMI and is primarily organizational maturity.

28. Mapping of OPM3

29. The benefits of maturity in this profession or discipline can be seen in this report from the Standish Group, in their CHAOS report, 2004. The 1994 landmark report shocked the IT world by quantifying the failures know only by word of mouth. As you can see there is a steady increase in the percentage of successful projects. I believe that not only have project management skills, tools & techniques improved, but also the cooperation from and with Sr. Management has evolved towards a partnership rather than a we-them approach. The benefits of maturity in this profession or discipline can be seen in this report from the Standish Group, in their CHAOS report, 2004. The 1994 landmark report shocked the IT world by quantifying the failures know only by word of mouth. As you can see there is a steady increase in the percentage of successful projects. I believe that not only have project management skills, tools & techniques improved, but also the cooperation from and with Sr. Management has evolved towards a partnership rather than a we-them approach.

30. Where are the PMs of the Future So where are these individuals that will make the future. What are they doing and when are they doing it. It is unreasonable to expect a first time manager, or a first time project manager to excel in work balance, decision making, team building and business acumen right out of school. Yet the future of project management rests in the hands of these individuals and those who coach and mentor them. As you can see, it appears the mature project manager is also a mature individual. And the career may still be accidental That’s why the competent PM will depend on much more than simply the knowledge and skills of PMBOK, there is a need for maturity only gained through ongoing experience and skill development outside of project management. The Future of P/Management, PMI 1999, page 13So where are these individuals that will make the future. What are they doing and when are they doing it. It is unreasonable to expect a first time manager, or a first time project manager to excel in work balance, decision making, team building and business acumen right out of school. Yet the future of project management rests in the hands of these individuals and those who coach and mentor them. As you can see, it appears the mature project manager is also a mature individual. And the career may still be accidental That’s why the competent PM will depend on much more than simply the knowledge and skills of PMBOK, there is a need for maturity only gained through ongoing experience and skill development outside of project management. The Future of P/Management, PMI 1999, page 13

31. Maturing PM Skill sets for the Future Another view of a PM's life cycle Our observation of people lead us to believe the following life cycle also plays out. As an individual matures in their career they accept more managerial responsibilities to occupy their day and therefore their competency requirements change. Eventually their responsibilities include leadership and their technical responsibilities diminish to zero. This is where the mature project manager excels. This is where project management partners with corporate management This is the future of project management if we, that's me and you, allow it to be. SPMgroup, 2000Our observation of people lead us to believe the following life cycle also plays out. As an individual matures in their career they accept more managerial responsibilities to occupy their day and therefore their competency requirements change. Eventually their responsibilities include leadership and their technical responsibilities diminish to zero. This is where the mature project manager excels. This is where project management partners with corporate management This is the future of project management if we, that's me and you, allow it to be. SPMgroup, 2000

32. The PM of the Future Project managers in an internal sales role PM is not yet a strategic issue Awareness & support during crisis only The future Project Manager must… Understand concerns of senior management Speak their language Demonstrate value Connect to business Build on early success Janice Thomas, and others promote the project manager in a sales role. This is to counter the current “Call a PM in only in a crises” approach to that of a strategic partner with Senior Management The future of Project Management depends heavily on this or else we’re relegated to tactical and crises management. Here to the level of competence and trust of the PM will be a critical factor in developing, honing and utilizing the ‘strategic’ part of being a PMJanice Thomas, and others promote the project manager in a sales role. This is to counter the current “Call a PM in only in a crises” approach to that of a strategic partner with Senior Management The future of Project Management depends heavily on this or else we’re relegated to tactical and crises management. Here to the level of competence and trust of the PM will be a critical factor in developing, honing and utilizing the ‘strategic’ part of being a PM

33. How would you know what you have? Competency assessments Various companies have PM assessment methodologies PMI published material on competencies and role definitions Research studies are producing reference models – global standards Measuring and assessing the actual competence levels will be part of what organizations will have to do in developing PM as a career and core competency for the company – we are certainly seeing an increase in assistance in this area and organizational hiring practices. Emerging tools, methodologies and processes Models – the community is seeking a common global standard that can make a project manager mobile, agile and available any where on the globeMeasuring and assessing the actual competence levels will be part of what organizations will have to do in developing PM as a career and core competency for the company – we are certainly seeing an increase in assistance in this area and organizational hiring practices. Emerging tools, methodologies and processes Models – the community is seeking a common global standard that can make a project manager mobile, agile and available any where on the globe

34. What is the ideal mix? Look to the project work for help What are the characteristics of the project work? Size & complexity Technology People & politics Pace Risk Not only do we need to know what we have (ourselves and our organizations) but what is the ideal mix for the organization What levels of competency do you require? junior, intermediate, senior more business orientation vs. sme vs. industry, etc. Look to the characteristics of the projects being undertaken in your organization Not only do we need to know what we have (ourselves and our organizations) but what is the ideal mix for the organization What levels of competency do you require? junior, intermediate, senior more business orientation vs. sme vs. industry, etc. Look to the characteristics of the projects being undertaken in your organization

37. The People Capability Profiler™ Individual report on competency Identifies strengths to build on Gaps to fill Group report for the organization Value to the organization Provides map for career path in organization

38. Competence Where the rubber hits the road! Remember the most important component of competence is actual performance on the job (of project management)! So provide ample opportunity to capture feedback from your projects Implementing it in the real world… …performance and results is ultimately what really counts. Allow time to capture feedback – assess not only the project but the project manager.. …consider tools such as 360 feedback, profiling, etc. Establish a competency model for your environment – use industry standards as a base.Implementing it in the real world… …performance and results is ultimately what really counts. Allow time to capture feedback – assess not only the project but the project manager.. …consider tools such as 360 feedback, profiling, etc. Establish a competency model for your environment – use industry standards as a base.

39. What can we hope for? … improved … research and reference models understanding of range for PM competency management of expectations match of project requirements to PM competence reduction in accidental PMs and “availability competence” use of all Project Management roles Looking out over the next few years…. Research – global standards group meets again in the fall Range of competency levels that both exist and are needed What should executives/organizations expect – what are they willing to live with or not How do we match the project with the ‘right’ PM (competent) Move away from ‘accidental’ PMs ? career development Looking out over the next few years…. Research – global standards group meets again in the fall Range of competency levels that both exist and are needed What should executives/organizations expect – what are they willing to live with or not How do we match the project with the ‘right’ PM (competent) Move away from ‘accidental’ PMs ? career development

40. Final Thoughts Projects central to business transformation and growth PM Competency critical for project success Greater emphasis on general management expertise and business knowledge Global standards for assessment and performance Strategy drives projects which drive business results and growth – they are the meat Therefore project success is critical to an organization’s delivery on shareholder value PM competency is key factor in project success Trending to a greater emphasis on skills beyond the PM skills as we know them now The global PM community is moving to establish competency standards that can be used for assessing, tracking performance and selecting PMs At SPM we view this as a growing need to make organization’s effective and optimize their ability to deliver results Strategy drives projects which drive business results and growth – they are the meat Therefore project success is critical to an organization’s delivery on shareholder value PM competency is key factor in project success Trending to a greater emphasis on skills beyond the PM skills as we know them now The global PM community is moving to establish competency standards that can be used for assessing, tracking performance and selecting PMs At SPM we view this as a growing need to make organization’s effective and optimize their ability to deliver results

41. IT Project Management Program recognized by the PMI

42. Contact us @ The Institute Telephone: (819) 956-2271 E-mail: institute@pwgsc.gc.ca Website: www.Im-ItTraining.gc.ca SPM Group Ltd. Telephone: (416) 485-1584 E-mail: inquiries@spmgroup.ca Website: www.spmgroup.ca