Comparison of the Various Project Management Competency Models
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1 Comparison of the Various Project Management Competency Models Douglas W. Call, Ph.D., PMP, Senior Consultant, Harpum Consulting Limited and Adjunct Professor, Campbell University School of Pharmacy and Health Science The views and opinions expressed in the following PowerPoint slides are those of the individual id presenter and should not be attributed t to Drug Information Association, Inc. ( DIA ), its directors, officers, employees, volunteers, members, chapters, councils, Special Interest Area Communities or affiliates, or any organization with which the presenter is employed or affiliated. These PowerPoint slides are the intellectual property of the individual presenter and are protected under the copyright laws of the United States of America and other countries. Used by permission. i All rights reserved. Drug Information Association, DIA and DIA logo are registered trademarks or trademarks of Drug Information Association Inc. All other trademarks are the property of their respective owners. Drug Information Association 2 1
2 Goals for Presentation Present practical/operational definitions for Project Manager Competencies and their use/value to a PM and his/her organization Compare Project Manager Competency Frameworks developed by three project management professional organizations Provide background information to help focus the Group s group discussions during the interactive sessions on Evolving Competencies Drug Information Association DCall 3 What Are Competencies? Competencies - Behaviors that individuals demonstrate when undertaking job-relevant tasks effectively within a given organizational context Competencies imply capabilities Competency behaviors plus knowledge and skills lead to successful performance Drug Information Association DCall 4 2
3 Project Manager Competency Project Management Institute (PMI) Competence Demonstrated ability to perform activities within a project environment that leads to expected outcomes based on defined and accepted standards.* Project Manager Competencies PM Knowledge (Process) Competencies What the PM knows about applying project management techniques to project activities PM Performance (Technical/Scientific) Competencies - How the PM applies knowledge to meet project requirements PM Personal (Leadership) Competencies How a PM behaves/performs in the project environment *PMI Project Management Competency Framework, 2nd Ed Drug Information Association DCall 5 Competency Frameworks Competency Framework - A listing /classification of competencies common to a specific job Project Manager Competency Framework - A listing/classification of competencies specific to successfully managing projects Drug Information Association DCall 6 3
4 Professional Organizations With Published PM Competency Frameworks PMI - Project Management Institute APM - Association of Project Management ASPM - American Society for Advancement of Project Management (USA Member Association of the International Project Management Association). Drug Information Association DCall 7 Project Manager Competency Frameworks Project Management Institute (PMI) defines the key dimensions i of competence and identifies those competencies that are most likely to impact project manager performance * *Project Manager Competency Development Framework, 2 nd Ed. 2007, PMI, Newtown Square, PA, USA. Drug Information Association DCall 8 4
5 Project Manager Competency Frameworks Association of Project Management (APM) competency framework designed to support the project management community by defining the competence elements needed for effective project management across three domains Technical, Behavioural and Contextual * The APM Competence Framework, 2008, APM, High Wycombe, Buckinghamshire, UK, Drug Information Association DCall 9 Project Manager Competency Frameworks American Society for Advancement of Project Management (ASPM) (USA Member Association of the International Project Management Association) A taxonomy /classification structure of key project management and related elements. As a competence baseline, this document is the framework for assessment of the results that a project manager has produced * The USA National Competence Baseline for Program and Project Managers, V. 2.0, 2008, ASAPM, Colorado, Co, USA Drug Information Association DCall 10 5
6 Project Manager Competency Frameworks - Applications Recruiting and selecting new PMs Setting targets for PM professional development Employing fair and effective performance assessment and rewards Providing advisors to organizations a tool to analyze existing actions/outcomes to help identify gaps that may need to be addressed Serving as career guides to personnel considering moving into project management Drug Information Association DCall 11 PMI Competency Framework Performance Competencies (5 Elements) Personal Competencies (6 Elements) Contextual (Industry and Organizational) Competencies (Undefined) Drug Information Association
7 PMI Performance Competencies (Units and Elements)* Initiating a Project (Unit) Project aligned with organizational objectives and customer needs (Element) etc. Planning a Project Executing a Project Monitoring and Controlling a Project Closing a Project *Project Manager Competency Development Framework. 2 nd Ed., 2007, PMI Drug Information Association DCall 13 PMI Performance Competencies (Units and Elements)* (Control Processes/ Life Cycle Management) From - Project Manager Competency Development Framework, 2 nd Ed Drug Information Association DCall 15 7
8 PMI Personal Competencies (Units and Elements)* Communicating (Unit) Actively listens, understands and responds to stakeholders (Element) etc. Leading Managing Cognitive Ability Effectiveness Professionalism *Project Manager Competency Development Framework, 2 nd Ed., 2007 Drug Information Association DCall 15 PMI Personal Competencies (Units and Elements)* (People) *Project Manager Competency Development Framework. 2 nd. Ed., 2007 Drug Information Association DCall 16 8
9 APM Competency Framework Technical Competencies (30 Elements) Behavioral Competencies (9 Elements) Contextual Competencies (8 Elements) Drug Information Association 17 APM Technical Competencies Concept Project Success and Benefits Management Stakeholder Management Requirements Management Estimating Business Case Marketing and Sales Project Reviews Definition Scope Management Modeling and Testing Methods and Procedures Project Quality Management Scheduling Information Management and Reporting Project Management Plan Configuration Management Change Control Implementation Technology Management Issue Management Resource Management Risk and Quality Management Procurement Cost Management Development Earned Value Management Value Engineering Handover and Closeout *APM Competence Framework, APM, 2008 Drug Information Association
10 APM Behavioral Competencies* Communication Teamwork Leadership Conflict Management Negotiation Human Resource Management Behavioral Characteristics Learning and Development Professionalism and Ethics *APM Competence Framework, APM, 2008 Drug Information Association DCall 19 APM Contextual Competencies* Project Sponsorship Health, Safety and Environmental Management Project Life Cycles Project Finance and Funding Legal Awareness Organizational Structure Governance of Project Management *APM Competence Framework, APM, 2008 Drug Information Association DCall 20 10
11 USA-NCB Competency Framework Technical Competencies (22 Elements) Behavioral Competencies (15 Elements) Contextual (Industry and Organizational Environment) (12 Elements) Drug Information Association DCall 21 USA-NCB Technical Competencies Project Success Criteria Stakeholder and Interested Parties Objectives and Strategiest Risks: Threats and Strategies Project Quality Project Organization Teamwork Problem Solving Project Scope Project Life Cycle and Phases Project Schedules Project Resources Project Cost Procurement and Contracts Configuration Management Project Control Documentation, Information and Reporting Communication Performance Measurement Project Startup Project Closeout *The USA National Competence Baseline for Program and Project Managers,2008, ASAPM * Drug Information Association DCall 22 11
12 USA NCB Behavioral Competencies* Leadership Engagement and Motivation Self-Control Assertiveness Relaxation Openness Creativity Results Orientation Efficiency Consultation Negotiation Conflict and Crisis Reliability Values Appreciation Ethics * The USA National Competence Baseline for Program and Project Managers, 2008, ASAPM Drug Information Association DCall 23 USA-NCB - Contextual Competencies* Projects and Project Management Programs and Program Management Portfolio Management Project, Program and Portfolio Orientation Permanent Organization Business Processes Systems Approach and Integration Human Resource Development Safety, Security, Health and Environment Legal Aspects Finance and Accounting Management of Change * The USA National Competence Baseline for Program and Project Managers, 2008 Drug Information Association DCall 24 12
13 PMI Project Manager Competency Development Framework The Goal! Where the PM is Today! Application of a Project Management Competency Framework *Project Manager Competency Development Framework Drug Information Association DCall 25 Applying PM Competency Frameworks to Goals of this DIA Meeting PM Personal/Behavioral Competencies Interactive Session on Leadership and Personal Skills (Session 3) PM Technical Competencies Developing the Competent Project Management Process Skills for Tomorrow s Biopharmaceutical Organizations (Session 4) The Relative Importance of Scientific and Technical Skills to the Biopharmaceutical Project Management Professional of the Future (Session 5) Drug Information Association DCall 26 13
14 Thought Starters for Interactive Sessions Leadership and Personal Skills Develops People Focuses on Results Manages Complexity Makes Tough Decisions Builds Strategic Support Networking Collaborative Communication Manage Stakeholder Expectations Resolves Conflict Project Management and Process Skills Pays attention to Details Structures the Process Adaptive Planning Monitoring and Control Procurement Tracking and Reporting Effective Metrics Issue Resolution Meeting Management Performance Management Drug Information Association 27 Thought Starters for Interactive Sessions (Cont) Scientific Biopharma Relevant Technical Skills Other Possible Competencies Initiates Action Thinks Critically Manages Risks Therapeutic Expertise Financial Budgeting Manages Quality Evolving Regulator Standard Managing Scientific Uncertainty Building Trust Integrity Adaptive Planning Negotiation Adaptive Planning Benchmarking Knowledge Management etc. Drug Information Association
15 QUESTIONS? COMMENTS? Douglas W. Call, Ph.D., PMP Senior Consultant Harpum Consulting Ltd. 139 S. Fields Circle Chapel Hill, NC, USA Office: Mobile: Drug Information Association DCall 29 15
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