This document provides an overview of the Levin-Ward Competency Model for program management. It defines complexity and discusses key concepts related to complexity such as nonlinear dynamics and self-organization. It then outlines the basic structure of the competency model, including its purpose to identify important competencies. It describes the six performance competencies and eight personal competencies that make up the model. Examples are given of elements, performance criteria, and types of evidence for both performance and personal competencies. The document concludes by discussing how the model can be used to assess competency at the organizational, program manager, and prospective program manager levels and provides a five step process for implementing the model.

1. Program Management
Complexity─ A
Competency Model
February 2012
J. LeRoy Ward, PMP, PgMP
Exec VP-ESI International
lward@esi-intl.com
Blog: www.wardwired.com
www.linkedin.com/in/leroyward

2. Boeing 787 Dreamliner
Boeing 787
2

3. Boeing 787 Dreamliner
Boeing 787
3

4. Boeing 787 Dreamliner
Boeing 787
Very complex aircraft
Accelerated delivery schedule
80% outsourced
43 top tier contractors
Hundreds of subcontractors
4

5. Boeing 787 Dreamliner
Boeing 787
Complex, global supply chain
No prior experience with that
many contractors
Technology “not cooperating”
Cumulative delays
5

6. Boeing 787 Dreamliner
Boeing 787
Dude, don’t blame me!
The frappas never
arrived
from Djibouti!!
6

7. Boeing 787 Dreamliner
Boeing 787
Plane delayed by 2+ years
More than $6 billion in lost profits
Millions in contract penalties for late
delivery
Reputation impugned
Quality called into question
7

8. Captain Bill, were
Yes, even our
all these parts made parachutes!!
by the lowest bidder? Where is mine
Farkas?
8

9. Here’s what we’ll cover
What is complexity?
The Levin-Ward Competency
Model
Assessing Program
Management Competency
using the Levin-Ward Model
Implementing the Model─A
Five Step Process
9

10. What is complexity?

11. Complexity is “natural”
11

12. …and, “man-made”
12

13. A system is complex in the sense that a
great many independent agents are
interacting with each other in a great many
ways. M. Mitchell Waldrop
13

14. It has a lot of moving parts
14

15. Key concepts in “complexity”
Tunisian street vendor Mohammed Bouazizi
15

16. Key concepts in “complexity”
─ Nonlinear dynamics
Tunisian street vendor Mohammed Bouazizi
16

17. Key concepts in “complexity”
─ Nonlinear dynamics
Edward Lorenz & The “Butterfly Effect”
17

18. Key concepts in “complexity”
─ Nonlinear dynamics
─ Self-organization
18

19. Key concepts in “complexity”
─ Nonlinear dynamics
─ Self-organization
19

20. The Levin-Ward
Competency Model

21. Basic Structure
Purpose of the model
21

22. Basic Structure
Purpose of the model
Identifying the specific competencies
 6 Performance Competencies
 8 Personal Competencies
22

23. Basic Structure
Purpose of the model
Identifying the specific competencies
 6 Performance Competencies
 8 Personal Competencies
Model Taxonomy
Competency
• Elements
 Performance Criteria
 Types of Evidence
23

24. Basic Structure
Purpose of the model
Identifying the specific competencies
 6 Performance Competencies
 8 Personal Competencies
Model Taxonomy
Competency
• Elements
 Performance Criteria
 Types of Evidence
Validating the model
24

25. Performance Competencies
1. Defining
25

26. Performance Competencies
1. Defining
2. Initiating
26

27. Performance Competencies
1. Defining
2. Initiating
3. Planning
27

28. Performance Competencies
1. Defining
2. Initiating
3. Planning
4. Executing
28

29. Performance Competencies
1. Defining
2. Initiating
3. Planning
4. Executing
5. Monitoring & Controlling
29

30. Performance Competencies
1. Defining
2. Initiating
3. Planning
4. Executing
5. Monitoring & Controlling
6. Closing
30

31. Performance Competencies - an
example from “Planning the Program”
ELEMENT 3.2 A BENEFITS REALIZATION PLAN IS PREPARED
PERFORMANCE CRITERIA
Identifies the program’s benefits
Defines the program’s benefits in
measurable outcomes
States roles and responsibilities for
benefits realization and management
31

32. Performance Competencies - an
example from “Planning the Program”
ELEMENT 3.2 A BENEFITS REALIZATION PLAN IS PREPARED
PERFORMANCE CRITERIA TYPES OF EVIDENCE
Identifies the program’s benefits Tangible and intangible benefits are
identified
Defines the program’s benefits in Documented benefits that are specific,
measurable outcomes measurable, attainable, realistic, and
time-based
Documented roles and responsibilities in
States roles and responsibilities for a Responsibility Assignment Matricx
benefits realization and management (RAM), or in a RACI chart
32

33. Personal Competencies
1. Leading
33

34. Personal Competencies
1. Leading
2. Building Relationships
34

35. Personal Competencies
1. Leading
2. Building Relationships
3. Negotiating
35

36. Personal Competencies
1. Leading
2. Building Relationships
3. Negotiating
4. Thinking Critically
36

37. Personal Competencies
1. Leading
2. Building Relationships
3. Negotiating
4. Thinking Critically
5. Facilitating
37

38. Personal Competencies
1. Leading
2. Building Relationships
3. Negotiating
4. Thinking Critically
5. Facilitating
6. Mentoring
38

39. Personal Competencies
1. Leading
2. Building Relationships
3. Negotiating
4. Thinking Critically
5. Facilitating
6. Mentoring
7. Embracing Change
39

40. Personal Competencies
1. Leading
2. Building Relationships
3. Negotiating
4. Thinking Critically
5. Facilitating
6. Mentoring
7. Embracing Change
8. Communicating
40

41. Personal Competencies-an example
from “Mentoring?
ELEMENT 7.4 RECOGNIZES AND REWARDS INDIVIDUAL
AND TEAM ACCOMPLISHMENTS
PERFORMANCE CRITERIA
Celebrates success throughout the
program
41

42. Personal Competencies-an example
from “Mentoring?
ELEMENT 7.4 RECOGNIZES AND REWARDS INDIVIDUAL
AND TEAM ACCOMPLISHMENTS
PERFORMANCE CRITERIA TYPES OF EVIDENCE
Celebrates success throughout the Example is formal recognition of
program accomplishments by specific individuals
or team
Examples are how the team celebrated
achievements
Documented evidence of lessons learned
42

43. Assessing Program
Management
Competency using
the Levin-Ward
Model

44. Organizational Assessment
44

45. Program Manager Assessment
45

46. Prospective Program Manager
Assessment
46

47. Implementing the
Model-A Five Step
Action Plan

48. Task 1 ─ Define User Requirements
 Define the “respondent” population
 Create e-mail distribution lists
 Define scope of assessment
 Define demographics section
48

49. Task 2 ─ Customize Survey Content
 Methodology use
 Applying key best practices
 Adherence to stated practices
 Other areas of interest
49

50. Task 3 ─ Develop Online Survey
 Develop the survey
 Send link to org’s contacts for review
 Refine survey questions
50

51. Task 4 ─ Deploy Survey
 Send email survey invitation
 Specific time period noted
 Include contact name and email for
questions
 Send reminder and “thank you” emails
51

52. Task 5 ─ Data Analysis & Assessment
 Analyze data
 Write draft report & distribute
 Review comments/write final report
 Develop presentation of findings
 Refine improvement roadmap
52

53. Stop the
madness!
53

54. What was “wanted”
What was “wanted”
Copyright ESI March
2010 | Confidential -

55. What was “needed”
What was “needed”
Copyright ESI March
2010 | Confidential -

56. What was “specified”
What was “specified”
Copyright ESI March
2010 | Confidential -

57. What was “delivered”

58. Want
more
information?
58

59. Thanks for listening!
…let’s continue the conversation™
J. LeRoy Ward, PMP, PgMP
Exec VP-ESI International
lward@esi-intl.com
Blog: www.wardwired.com
www.linkedin.com/in/leroyward