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Portions ©2005 -2007 GAPPS. Used with permission.
    ©2004 -8009 Project Management Partners
          2005-
      2004-




                                                                      Presented by



                                                    114 Waltham Street, Suite 14 • Lexington, MA 02421 USA
                                                         voice: +1-781-861-0124 • fax: +1-781-674-9474
5.2                                                      wrd@pmpartners.com • www.pmpartners.com
What Hats
         Do I Wear?
Project Management Partners — consultant 
and trainer
GAPPS — standards writer for the Global 
Alliance for Project Performance Standards
asapm — in charge of certification for the 
American Society for the Advancement of 
Project Management

                                          2
Presentation
  Overview

Why assess your project managers?
What is “competence”?
What is a performance‐based 
competency standard (PBCS)?
How can you use a PBCS to develop 
your project managers?

                                     3
Why Assess Your
Project Managers?

    Development


     Recognition




                    4
What is
“competence”?


                5
What Is Competence?

The ability to perform the activities of 
   an occupation or function to the 
  standard expected in employment.


           Heywood, Gonczi, and Hager [1992]
        A Guide to the Development of Competency 
              Standards for the Professions


                                                    6
… continued

Competence is an intangible construct 
that cannot be observed directly.
Competence must be inferred:
    Attribute‐based inference — of attitudes, 
    skills, and knowledge (ASK)
    Performance‐based inference — of outcomes 
    or results in the workplace



                                                 7
Attributes Are Unreliable
          Predictors …
  “These results clearly indicate that there is
              no direct relationship
 between how well project managers perform 
 against standards for knowledge and use of 
 practices, and how well they are perceived to 
         perform by their supervisors.”
               [emphasis added]
Knowledge
Assessment
                   IJPM, Crawford et al., 2005
                                                 8
… So Performance-Based
 Inference Is Preferred

Well understood by Human 
Resource professionals.
Widely used for over 20 years 
outside of project management.
Used in most governmental
competence assessment systems.
Can be used for development or 
assessment.
                                  9
What is a
  performance-
      based
   competency
standard (PBCS)?

               10
GAPPS standard developed per ANSI/ISO 
guidelines:
    Exposure draft issued July 2005
    Initial version issued September 2006
    Technical update issued October 2007
Available for free download at:
    www.globalpmstandards.org


                                            11
The GAPPS PBCS
    Defines …
The role of the project manager —
expected results and outcomes.

The work of the project manager — in 
terms of units and elements of 
competence.

Criteria — for inferring competence.


                                    12
The Role of the
       Project Manager
“Project managers are expected to produce essentially 
the same results — outputs and outcomes that are 
acceptable to relevant stakeholders. However, the 
context in which these results are produced may 
differ: some projects are inherently harder to manage 
than others. A project manager who is competent to 
manage an easier, less complex project may not be 
competent to manage a harder, more complex 
project.”
                        GAPPS Framework, 2007

                                                   13
C.I.F.T.E.R.

  Crawford-Ishikura Factor                   Ratings
 Table for Evaluating Roles
                                    VL       L   M     H       VH
          1. Stability of context        4       3     2       1

          2. Number of methods           1       2     3       4

          3. L/S/E implications          1       2     3       4
Factors




          4. Financial impact            1       2     3       4

          5. Strategic importance   1        2   3         4

          6. Stakeholder cohesion   4        3   2         1

          7. Interfaces             1        2   3         4

                                                               14
Sum of Ratings
 Defines Three “Roles”
Transitional project manager — low project 
management complexity (0‐11); project 
management role is less than full‐time
Project manager — moderate project management 
complexity (12‐18); project manager usually works 
full‐time on one project
Senior project manager — high management 
complexity (19+); project manager almost always 
works full‐time on one project and may have 
deputy
                                              15
PM Complexity
         Factor #1
Stability of the overall project context. The project context 
includes the project life‐cycle, the stakeholders, the degree to 
which the applicable methods and approaches are known, 
and the wider socioeconomic environment. When the project 
context is unstable — phase deliverables are poorly defined, 
scope changes are frequent and significant, team members 
are coming and going, applicable laws and regulations are 
being modified — the project management challenge 
increases.
Note: some aspects of “technical complexity” such as dealing 
with unproven concepts would be considered here. 
Uncertainty in the economic or political environment would 
be considered here.
                                                            16
Project Management
     Complexity Factors
1.   Stability of the overall project context.
2.   Number of disciplines and methods.
3.   Legal, social, or environmental 
     implications.
4.   Overall expected financial impact.
5.   Strategic importance of the project.
6.   Stakeholder cohesion.
7.   Number and variety of interfaces.
                        Full descriptions in standard
                                                        17
Design New Website
     Rating = 13, Project Manager

                               VL       L   M   H       VH
1. Stability of context             4       3   2       1

2. Number of methods                1       2   3       4

3. L/S/E implications               1       2   3       4

4. Financial impact on SH           1       2   3       4

5. Strategic importance        1        2   3       4

6. Stakeholder cohesion        4        3   2       1

7. No./variety of interfaces   1        2   3       4


                                                         18
The Work of the
Project Manager


                  19
Five Core Units of
       Competence
1. Manage Stakeholder Relationships
2. Manage Development of the Plan for the 
  Project
3. Manage Project Progress
4. Manage Product Acceptance
5. Manage Project Transitions



                                             20
No Need to Change
  PM Practices!
The GAPPS framework is independent of 
the management process:
    No specific tools, methods, approaches, or 
    techniques are identified or required.
    No specific or pre‐defined documents must 
    be produced as evidence.
Approaches and techniques can be taken 
from existing standards and other sources.

                                              21
1. Manage Stakeholder
                             Relationships

                         Ensure that stakeholder interests are 
Elements of Competence




                         identified and addressed.
                         Promote effective individual and team 
                         performance.
                         Manage stakeholder
                         communications.
                         Facilitate external stakeholder
                         participation.

                                                                  22
2. Manage Development of
                           the Plan for the Project

                         Define the work of the project.
Elements of Competence




                         Ensure the plan for the project 
                         reflects relevant legal 
                         requirements.
                         Document risks and risk 
                         responses for the project.
                         Confirm project success criteria.
                         Develop and integrate project 
                         baselines.

                                                             23
3. Manage Project
                              Progress
                         Monitor, evaluate, and control project 
Elements of Competence




                         performance.
                         Monitor risks to the project.
                         Reflect on practice.




                                                                   24
4. Manage Product
                              Acceptance
                         Ensure that the product of the project is 
Elements of Competence




                         defined.
                         Ensure that changes to the product of the 
                         project are monitored and controlled.
                         Secure acceptance of the
                         product of the project.



                                                                      25
5. Manage Project
                              Transitions
                         Manage project start‐up.
Elements of Competence




                         Manage transition between project phases.
                         Manage project closure.




                                                                26
How can you use
a PBCS to develop
   your project
    managers?

                27
Check Against
Performance Criteria
Performance criteria describe observable 
results and actions from which competent 
performance can be inferred:
    Some can be satisfied easily and with 
    relatively little effort.
    Some will require a substantial commitment 
    from the project manager over the full length 
    of the project.


                                               28
One Element,
                   Three Criteria
  Element




              Ensure that changes to the product of the 
              project are monitored and controlled.
                  Variances from agreed product characteristics 
                  are identified and addressed.
Performance




                  Requests for changes to the product of the 
  Criteria




                  project are documented, evaluated, and 
                  addressed in accordance with the change 
                  control processes for the project.
                  Approved product changes are implemented.

                                                            29
Do You Have
Documentary Evidence?

Meeting minutes?
Correspondence?
Change control register?
Change request log?
Change requests? 



                           30
Can You Answer
 These Questions?
How did you maintain agreement as the 
project progressed?
What was the impact of the changes to the 
project when they were implemented?
Were these changes reflected in the project 
plan?
How did you communicate the changes to 
the stakeholders?
                                         31
Assess Yourself

Pick a recently completed 
project and ask yourself:
    What documents would I 
    use for evidence?
    How would I answer each 
    of the questions?




                               32
Thanks for
   listening!
Any questions?
 wrd@pmpartners.com


                      33

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Duncan.william

  • 1. Portions ©2005 -2007 GAPPS. Used with permission. ©2004 -8009 Project Management Partners 2005- 2004- Presented by 114 Waltham Street, Suite 14 • Lexington, MA 02421 USA voice: +1-781-861-0124 • fax: +1-781-674-9474 5.2 wrd@pmpartners.com • www.pmpartners.com
  • 2. What Hats Do I Wear? Project Management Partners — consultant  and trainer GAPPS — standards writer for the Global  Alliance for Project Performance Standards asapm — in charge of certification for the  American Society for the Advancement of  Project Management 2
  • 4. Why Assess Your Project Managers? Development Recognition 4
  • 6. What Is Competence? The ability to perform the activities of  an occupation or function to the  standard expected in employment. Heywood, Gonczi, and Hager [1992] A Guide to the Development of Competency  Standards for the Professions 6
  • 7. … continued Competence is an intangible construct  that cannot be observed directly. Competence must be inferred: Attribute‐based inference — of attitudes,  skills, and knowledge (ASK) Performance‐based inference — of outcomes  or results in the workplace 7
  • 8. Attributes Are Unreliable Predictors … “These results clearly indicate that there is no direct relationship between how well project managers perform  against standards for knowledge and use of  practices, and how well they are perceived to  perform by their supervisors.” [emphasis added] Knowledge Assessment IJPM, Crawford et al., 2005 8
  • 9. … So Performance-Based Inference Is Preferred Well understood by Human  Resource professionals. Widely used for over 20 years  outside of project management. Used in most governmental competence assessment systems. Can be used for development or  assessment. 9
  • 10. What is a performance- based competency standard (PBCS)? 10
  • 11. GAPPS standard developed per ANSI/ISO  guidelines: Exposure draft issued July 2005 Initial version issued September 2006 Technical update issued October 2007 Available for free download at: www.globalpmstandards.org 11
  • 12. The GAPPS PBCS Defines … The role of the project manager — expected results and outcomes. The work of the project manager — in  terms of units and elements of  competence. Criteria — for inferring competence. 12
  • 13. The Role of the Project Manager “Project managers are expected to produce essentially  the same results — outputs and outcomes that are  acceptable to relevant stakeholders. However, the  context in which these results are produced may  differ: some projects are inherently harder to manage  than others. A project manager who is competent to  manage an easier, less complex project may not be  competent to manage a harder, more complex  project.” GAPPS Framework, 2007 13
  • 14. C.I.F.T.E.R. Crawford-Ishikura Factor Ratings Table for Evaluating Roles VL L M H VH 1. Stability of context 4 3 2 1 2. Number of methods 1 2 3 4 3. L/S/E implications 1 2 3 4 Factors 4. Financial impact 1 2 3 4 5. Strategic importance 1 2 3 4 6. Stakeholder cohesion 4 3 2 1 7. Interfaces 1 2 3 4 14
  • 15. Sum of Ratings Defines Three “Roles” Transitional project manager — low project  management complexity (0‐11); project  management role is less than full‐time Project manager — moderate project management  complexity (12‐18); project manager usually works  full‐time on one project Senior project manager — high management  complexity (19+); project manager almost always  works full‐time on one project and may have  deputy 15
  • 16. PM Complexity Factor #1 Stability of the overall project context. The project context  includes the project life‐cycle, the stakeholders, the degree to  which the applicable methods and approaches are known,  and the wider socioeconomic environment. When the project  context is unstable — phase deliverables are poorly defined,  scope changes are frequent and significant, team members  are coming and going, applicable laws and regulations are  being modified — the project management challenge  increases. Note: some aspects of “technical complexity” such as dealing  with unproven concepts would be considered here.  Uncertainty in the economic or political environment would  be considered here. 16
  • 17. Project Management Complexity Factors 1. Stability of the overall project context. 2. Number of disciplines and methods. 3. Legal, social, or environmental  implications. 4. Overall expected financial impact. 5. Strategic importance of the project. 6. Stakeholder cohesion. 7. Number and variety of interfaces. Full descriptions in standard 17
  • 18. Design New Website Rating = 13, Project Manager VL L M H VH 1. Stability of context 4 3 2 1 2. Number of methods 1 2 3 4 3. L/S/E implications 1 2 3 4 4. Financial impact on SH 1 2 3 4 5. Strategic importance 1 2 3 4 6. Stakeholder cohesion 4 3 2 1 7. No./variety of interfaces 1 2 3 4 18
  • 19. The Work of the Project Manager 19
  • 20. Five Core Units of Competence 1. Manage Stakeholder Relationships 2. Manage Development of the Plan for the  Project 3. Manage Project Progress 4. Manage Product Acceptance 5. Manage Project Transitions 20
  • 21. No Need to Change PM Practices! The GAPPS framework is independent of  the management process: No specific tools, methods, approaches, or  techniques are identified or required. No specific or pre‐defined documents must  be produced as evidence. Approaches and techniques can be taken  from existing standards and other sources. 21
  • 22. 1. Manage Stakeholder Relationships Ensure that stakeholder interests are  Elements of Competence identified and addressed. Promote effective individual and team  performance. Manage stakeholder communications. Facilitate external stakeholder participation. 22
  • 23. 2. Manage Development of the Plan for the Project Define the work of the project. Elements of Competence Ensure the plan for the project  reflects relevant legal  requirements. Document risks and risk  responses for the project. Confirm project success criteria. Develop and integrate project  baselines. 23
  • 24. 3. Manage Project Progress Monitor, evaluate, and control project  Elements of Competence performance. Monitor risks to the project. Reflect on practice. 24
  • 25. 4. Manage Product Acceptance Ensure that the product of the project is  Elements of Competence defined. Ensure that changes to the product of the  project are monitored and controlled. Secure acceptance of the product of the project. 25
  • 26. 5. Manage Project Transitions Manage project start‐up. Elements of Competence Manage transition between project phases. Manage project closure. 26
  • 27. How can you use a PBCS to develop your project managers? 27
  • 28. Check Against Performance Criteria Performance criteria describe observable  results and actions from which competent  performance can be inferred: Some can be satisfied easily and with  relatively little effort. Some will require a substantial commitment  from the project manager over the full length  of the project. 28
  • 29. One Element, Three Criteria Element Ensure that changes to the product of the  project are monitored and controlled. Variances from agreed product characteristics  are identified and addressed. Performance Requests for changes to the product of the  Criteria project are documented, evaluated, and  addressed in accordance with the change  control processes for the project. Approved product changes are implemented. 29
  • 30. Do You Have Documentary Evidence? Meeting minutes? Correspondence? Change control register? Change request log? Change requests?  30
  • 31. Can You Answer These Questions? How did you maintain agreement as the  project progressed? What was the impact of the changes to the  project when they were implemented? Were these changes reflected in the project  plan? How did you communicate the changes to  the stakeholders? 31
  • 32. Assess Yourself Pick a recently completed  project and ask yourself: What documents would I  use for evidence? How would I answer each  of the questions? 32
  • 33. Thanks for listening! Any questions? wrd@pmpartners.com 33