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ComPM Project Presentation _ EduLearn 2013

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This PPT was presented at the EduLearn 2013 Conference, on July 2013. It highlights the results of the standardization process that lead to the definition of the Competence Profile of the EU Project …

This PPT was presented at the EduLearn 2013 Conference, on July 2013. It highlights the results of the standardization process that lead to the definition of the Competence Profile of the EU Project Managers.

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  • 1. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 COMPETENCES FRAMEWORK FOR ENHANCING AND DEVELOPING EUROPEAN PROJECT MANAGERS SKILLS Session: Vocational and Workplace Training Barcelona, July 2013 Ana Solange Leal | Joana Soares This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 1
  • 2. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 Table of Contents 1) Background 2) ComPM Project – An European Initiative to Improve Project Managers Competences 3) ComPM Survey 4) Outcomes and next steps This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 2
  • 3. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 Rationale This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 3 Due to an increasing globalization of businesses, today’s managers often deal with projects of transnational dimension in which they are required to work with partners from different countries and cultures in an efficiently manner. Many of the international projects are implemented with the support of public funding bodies that expect and demand for a professional project management for using the available funds. Therefore, having the necessary competences and skills is of fundamental importance for a high-performance and reaching outstanding results.
  • 4. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 Rationale This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 4 The European Commission puts great emphasis on better efficiency in European funds management and creation of a homogeneous structure for the majority of projects. It underlines the necessity of improving the level of professionalism in project management, as there is a lack of appropriate skills in project management. In fact, there has been an increasing demand for new qualifications for managing innovative projects carried out in international environments.
  • 5. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 Rationale This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 5 Continuous learning can definitely contribute for helping project managers developing and improving their competences and skills, by providing them knowledge about new techniques and methods that can support them aligning the team to the vision of the project and implementing successfully the various activities. However, before deciding on the educational/training programmes to be considered by project managers, it is essential to identify those competences that are the most relevant for this profession.
  • 6. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 Rationale This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 6 Based on this need, a consortium of 5 organisations from Poland, Belgium, Slovenia, Italy and Portugal launched the ComPM Project, a two-year initiative to improve managers competences regarding European project management.
  • 7. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Project This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 7 Program: Lifelong Learning Programme Sub-Action: Leonardo da Vinci – Transfer of Inovação Starting date: 1 January 2012 End date: 31 December 2013 Duration: 24 months Budget: 382 484€
  • 8. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Project The general objective of the ComPM project is to improve efficiency in EU project management by improving a quality education of EU project managers and upgrading their key competences. Specific objectives of ComPM project includes: • Definition of the competence model of EU project managers; • Formulation of the training curriculum for project managers based on competences; • Unification of educational standards in all countries participating in the ComPM project; • Adaptation of the ICT tool to measure the competencies of EU project managers to partner’s national realities; • Testing the ComPM tool to define individual needs of project managers and the training materials in all participating countries. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 8
  • 9. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Project To achieve its objectives, ComPM will adjust, refine and adapt the results of two previous Leonardo da Vinci projects: • ASTRA (2004-2007): a project dedicated to the preparation of two European methods of the managerial competence assessment of entrepreneurs and managers. The ICT tool developed in this project is innovative in the sense that there is a direct link between managerial competence assessment and a training plan tailored up to the needs of the tested individual. • EPMT (2005-2007): a project devoted to the development of a train−the−trainer program and training materials focusing on developing, improving or enhancing relevant skills of project managers. This program followed a training methodology based on a ration between the practice and theory of 80 to 20. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 9
  • 10. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Project Several activities have been planned to take place during the project, the main ones mentioned below: • Defining the Competence profile of EU Project Managers: based on relevant literature sources and research, a competence profile for project manager will be defined, illustrating the necessary skills on four levels: individual, social, professional and meta-level. • Adaptation of the ICT Tool for Competence Measurement: the ICT tool will be adjusted and refined according to the partners national realities. This tool will be tested, both in English and national languages, by the project partners and also by experts in project management. • Preparation of the Training Curriculum for the EU funded project managers based on the competencies: based on the competence profile of EU Project Managers, a curriculum will be defined and adapted to each stage of the project implementation highlighting the required competencies.. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 10
  • 11. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 O projeto ComPM Several activities have been planned to take place during the project, the main ones mentioned below (cont.): • Preparation of training materials for trainers and trainees: the EPMT training materials will be revised and improved. These outcomes, that will be made available in all partners languages, are addressed to ComPM direct target groups. • Training for project managers: sessions for up to 15 projects managers will be promoted, in all the partners’ countries in order, to collect feedback about the developed materials so they can be improved. • Conduction of train-the-trainer activities: up to two trainers for each participating country will be involved in a transnational pilot training session aimed at testing in practice the developed materials. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 11
  • 12. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey A consultation was carried out among project managers to find out which competences are considered essential to become an efficient project manager. The survey lead project managers answering a self-evaluation questionnaire concerning individual, social, professional and meta-level competencies usually associated to someone that manages projects. The results of this survey were achieved through a standardization procedure, statistical and psychometrical analysis of the collected questionnaires, and compiled into a Competence Profile of EU Project Managers describing the top qualities a project manager must have. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 12
  • 13. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Methodology The questionnaire that served as the basis of the survey among project managers was composed by a set of statements related to four groups of competences, as follows:  Individual competences (cognitive).  Social competences.  Professional competences (functional).  Metacompetences. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 13
  • 14. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Methodology • Individual competences (cognitive) comprise abilities to learn, understand, and memorize. Their distinct features include cognitive openness, interest in world, fresh look. Furthermore it is characterized by ability to independent thinking and low vulnerability to being influenced by others. • Social competences are connected with interpersonal contacts. They involve not only easiness in establishing and maintaining contacts, but also empathy, ability to co-operate when achieving common goals, ability to overcome differences in opinions and businesses, solving conflicts. • Professional competences (functional) concern effective functioning of an individual at work, practising a given profession or working on a given post. In every of these situations there can be developed specific set of competences which are necessary or useful in independent and effective work. • Metacompetences from one side are connected with ability to learn and give a thought, but from the other side they concern ability to cope in circumstances of uncertainty. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 14
  • 15. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Methodology Selected statements were evaluated against its clearness on the scale from 1 - totally unclear to 7 - totally clear, by experienced project managers, who also made suggestions about possible changes. Then, five psychologists and trainers examined the compatibility between the definition of each competence and the statements, selecting those statements that had higher score on clearness. The final instrument was made available to project managers through an online platform, which they had access through a dedicated link, and on which they would have to assess their competences referring to 372 statements in a scale of 0-100. The target-group of this consultation comprised managers in charge of the following types of projects: international projects, investment projects, research projects and soft projects (e.g. training projects). The survey was carried out among managers in Poland, Belgium, Slovenia, Italy and Portugal, between September and December 2012. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 15
  • 16. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Methodology The survey has been answered by 506 project managers (Table 1): 86 from Belgium, 83 from Italy, 165 from Poland, 77 from Portugal and 95 from Slovenia. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 16
  • 17. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Methodology Most respondents managed the soft projects (176 people) and international projects (154 people). The initial group consisted of 89 project managers and 86 managers of research projects. From the pool 19 cases were removed due to incomplete data in the questionnaire (5 from Italy, 5 from Poland, 3 from Portugal and 6 from Slovenia). Following Thurstone and Chave'a, the data of which more than 80% of the positions indicated the same answer was removed, as if a person marks the same answer (response categories) for the majority of the questions, the answers are considered unreliable. Thus, another 43 cases were removed (in which the most common answer was marked 50 or 100), namely 6 from Belgium, 6 from Italy, 21 from Poland, 2 from Portugal and 8 from Slovenia. Finally, the results of the survey were retrieved from 444 reliable questionnaires. After performing a statistical and psychometrical analysis of the collected questionnaires, a final set of 70 statements related to 15 competencies were achieved, focusing on Individual (cognitive), Social, and Professional competences. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 17
  • 18. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Results In addition, standards were prepared on a scale stents (1-10) for referring to the level of project managers in each competence, where individual results are: • 1-4 stent - a low level of competence; • 5-6 stent - the average level of competence; • 7-10 stent - a high level of competence. A sten score indicates an individual's approximate position (as a range of values) with respect to the population of values (project managers). Differences among countries of origin of project managers were taken into consideration for the establishment of norms and standards for each country. Results established the mediana and the sten-standard for each of the final 15 competences resulting for the survey, for all participating countries in the project. This has been made taken into consideration the Europe’s norms and standards. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 18
  • 19. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Results European norms - Individual competences (cognitive) This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 19 Sten Flexibility Persistence Problem- solving Decision- making Planningand organizing Initiative Sten 1 0-259 0-264 0-149 0-241 0-228 0-170 1 2 260-321 265-315 150-175 242-264 229-274 171-200 2 3 322-347 316-360 176-209 265-306 275-326 201-241 3 4 348-385 361-400 210-230 307-357 327-378 242-288 4 5 386-424 401-440 231-255 358-405 379-427 289-332 5 6 425-449 441-470 256-271 406-443 428-460 333-364 6 7 450-472 471-490 272-289 444-473 461-484 365-387 7 8 473-492 491-499 290-299 474-493 485-496 388-399 8 9 493-499 500 300 494-499 497-499 400 9 10 500 - - 500 500 - 10
  • 20. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Results European standards based on the results of the survey Individual competences This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 20 Flexibility Persistence Problem-solving Decision-making Planningand organizing Initiative Mediana 438 453 260 418 448 350 Sten - standard 6 6 6 6 6 6
  • 21. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Results National standards based on the results of the survey Individual competences This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 21 Country Flexibility Persistence Problem- solving Decision- making Planning and organizing Initiative Poland M 452 470 269 440 456 361 Sten 6 6 6 6 6 6 Belgium M 414,5 421,5 251 401,5 401,5 341,5 Sten 6 6 6 6 6 6 Italy M 420 441 230 395 407 313 Sten 6 6 5 6 6 6 Slovenia M 451,5 446,5 273 442,5 466 343,5 Sten 6 6 6 6 6 6 Portugal M 430 455 257 375 420 330 Sten 6 6 6 5 5 5
  • 22. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Results European norms – Social competences This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 22 Sten Leadership Teamwork Communication Conflict management Negotiation Sten 1 0-229 0-249 0-219 0-149 0-124 1 2 230-249 250-283 220-250 150 125-181 2 3 250-291 284-350 251-290 151-175 182-241 3 4 292-345 351-408 291-356 176-200 242-275 4 5 346-400 409-448 357-407 201-229 276-339 5 6 401-443 449-476 408-448 230-257 340-397 6 7 444-476 477-494 449-475 258-277 398-443 7 8 477-489 495-499 476-494 278-290 444-478 8 9 490-499 500 495-499 291-299 479-491 9 10 500 - 500 300 492-500 10
  • 23. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Results European standards based on the results of the survey Social competences This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 23 Leadership Teamwork Communication Conflict management Negotiation Mediana 424 458 433 241 371 Sten - standard 6 6 6 6 6
  • 24. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Results National standards based on the results of the survey Social competences This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 24 Country Leadership Teamwork Communic ation Conflict manageme nt Negotiation Poland M 424 463 444 246 387 Sten 6 6 6 6 6 Belgium M 390 431 393 216 320 Sten 5 6 6 5 6 Italy M 392 446 380 219,5 327 Sten 6 6 6 6 6 Slovenia M 444 471 447,5 260,5 375 Sten 6 6 6 6 6 Portugal M 398 456 430 240 350 Sten 5 6 6 6 5
  • 25. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Results European norms – Professional competences This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 25 Sten Project environment Promotion Financial management andaccounting Monitoringand evaluation Sten 1 0-244 0-120 0-121 0-142 1 2 245-249 121-186 122-239 143-198 2 3 250-300 187-249 240-250 199-249 3 4 301-365 250-282 251-330 250-289 4 5 366-418 283-355 331-402 290-356 5 6 419-460 356-411 403-463 357-416 6 7 461-495 412-453 464-492 417-456 7 8 496-499 454-485 493-499 457-484 8 9 500 486-499 500 485-499 9 10 - 500 - 500 10
  • 26. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Results European standards based on the results of the survey Professional competences This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 26 Project environment Promotion Financial managementand accounting Monitoringand evaluation Mediana 447 400 447 386 Sten - standard 6 6 6 6
  • 27. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Results National standards based on the results of the survey Professional competences This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 27 Country Project enviro- nment Promotion Financial manag. and accounting Monitoring and evaluation Poland M 471 403 472 427 Sten 6 6 6 6 Belgium M 410 390,5 389 310,5 Sten 6 6 6 6 Italy M 408 327 319,5 352,5 Sten 6 6 6 6 Slovenia M 445,5 451,5 475 373 Sten 6 7 7 6 Portugal M 406 345 378 344 Sten 5 5 5 5
  • 28. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 ComPM Survey | Results Table 2 presents the 15 competences distributed by 3 groups of competences that compose the competence profile of European project manager resulting from the consultation made. The final version of the Competence Profile which is the result of the standardization procedure, statistical and psychometrical analysis can be consulted here. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 28
  • 29. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 Outcomes and next steps Based on this Competence Profile, the consortium is adapting an ICT Tool for Competence Measurement that has been developed under the Astra project. This tool will support project managers identifying their skills needs and guide them on the areas they should look for improvement, namely through vocational training. In addition, a tailored Training Curriculum for project managers has been defined by the consortium, based on the competence profile described above, which includes the following topics: • Project Framework, • Project Planning, • Financial Management, • Project Marketing and Communication, • Project Monitoring and Evaluation, • Supporting Skills. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 29
  • 30. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 Outcomes and next steps Training materials for each one of the topics included in the training curriculum are being formulated by experienced trainers, including a handbook and a workbook for learners, and also a manual for trainers. Both outcomes will be tested and validated by over 70 project managers, between September and October de 2013, during a training course to be promoted in all the countries of the participating organizations. This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 30
  • 31. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 References  ComPM project website, http://compm-project.eu  Thurstone L. L., Chave E. J. (1929). The Measurement of Attitude. University of Chicago  Competence Profile of European Project Manager, http://www.slideshare.net/asoleal/eu-competence-profile-result-from- consultation This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 31
  • 32. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 O projeto ComPM Contacts: Ana Solange Leal ana.leal@inovamais.pt For further information about the project, please, visit: Website: www.compm-project.eu Facebook: www.facebook.com/ComPM.Project This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 32
  • 33. Background ComPM Project – An European Initiative to Improve Project Managers Competences ComPM Survey Outcomes and next steps Projeto nº 2011-1-PL1-LEO05-19892 Coordinator Coordenador Partners Parceiros This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained herein. 33