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.

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.
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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