The document discusses the Project Manager Competency Development Framework (PMCDF), highlighting its aim to improve project management competence and professionalism through standardized assessment and training. It outlines various competencies, including knowledge, performance, and personal attributes necessary for effective project management, and examines the processes for competence assessment and development. Targeting project managers and relevant stakeholders, the framework emphasizes alignment with PMI standards and the importance of personal and performance competencies for project success.

1. Using PMCDF to
Advance One's Career
Presented by: George Jucan, MSc PMP MPM
Core Team member for PMCDF Second Edition
South Western Ontario Chapter - Symposium 2011
Project Management: A Global Perspective

2. PMI Standards
Projects
• A Guide to the Project Management Body of Knowledge (PMBOK® Guide)- Fourth Edition
• Practice Standard for Project Risk Management
• Construction Extension to the PMBOK® Guide Third Edition
• Government Extension to the PMBOK® Guide Third Edition
• Practice Standard for Earned Value Management
• Practice Standard for Project Configuration Management
• Practice Standard for Work Breakdown Structures- Second Edition
• Practice Standard for Scheduling
Programs
• The Standard for Program Management- Second Edition
People
• Project Manager Competency Development Framework - Second Edition
Organizations
• Organizational Project Management Maturity Model (OPM3®)- Second Edition
• The Standard for Portfolio Management- Second Edition
2

3. Alignment with PMI Standards
PMBOK® Guide
Third Edition
PMP® Role Delineation Study and PMCD Framework
Career Framework First Edition
Project Manager
Competency
Program/ Portfolio Development Combined
Management Standards Framework Standards Glossary/
PM Lexicon
PMP®
PMI Code of Examination Specification
Professional
Conduct
OPM3®
3

4. PMCDF - Second Edition
Vision:
We provide the basis for
individuals and organizations
to raise their competence in
Project Management and
raise the level of
professionalism within PMI
4

5. Target Audience
• Project Managers
• Managers of project managers
• Members of a Project Management Office
• Managers responsible for establishing and developing
Project Manager competence
• Educators teaching project management and other
related subjects
• Trainers developing project management educational
programs
• Consultants in project/program management
• Human Resource teams
• Senior Management
5

6. PMCDF Overview
• Provide support to individuals and organizations
• Provide guidance for the assessment of Project
Managers who:
– Demonstrated necessary project management knowledge by
passing a suitable exam (e.g. PMP)
– Are able to provide evidence of performance and personal
competence
– Have 3-4 years of project management experience
• Based on a generic project manager (industry agnostic)
• Supported by data from PM Role Delineation Study
6

7. Project Management
Competence

8. What is “Competence”?
• Merriam-Webster : The quality or state of […] having requisite
or adequate ability or qualities.
• Cambridge: Having the skills or knowledge to do something
well enough to meet a basic standard.
• Oxford: The quality or extent of […] having the necessary skill
or knowledge to do something successfully.
• Wikipedia: Competence is a standardized requirement for an
individual to properly perform a specific job. It encompasses a
combination of knowledge, skills and behaviour utilised to
improve performance. More generally, competence is the state
or quality of being adequately or well qualified, having the
ability to perform a specific role.
8

9. PMCDF Definitions
Project management competence is the demonstrated
ability to perform activities within a project environment
that leads to expected outcomes based on defined and
accepted standards.
A competent project manager consistently applies
his/her knowledge, skills and personal characteristics to
deliver projects that meet stakeholders’ requirements.
9

10. Dimensions of PM Competence
• Knowledge - what the project manager knows about the
application of processes, tools and techniques to project
activities.
• Performance - how the project manager
applies project management knowledge
to meet the project requirements.
• Personal - how the project manager
behaves when performing activities
within the project environment; their
attitudes and core personality
characteristics.
10

11. Knowledge Competence
• What a person knows about project management
discipline and how projects should be planned,
executed and controlled
• Required knowledge is defined by the PMP®
Examination Specification
• A project manager demonstrates knowledge by
passing an appropriately credentialed assessment (e.g.
PMP®)
11

12. PMCDF Competencies
12

13. Performance Competence

14. Performance Competence
• What is the person able to do by applying their project
management knowledge
• Project manager’s performance can be demonstrated by
assessing project related outcomes
• The ultimate evidence is successful
delivery of projects
• A competent project manager
can provide evidence of
compliance with defined
performance criteria
14

15. Structure
5 Units
34 Elements
131 Competence Criteria
One to one mapping between Competence Criteria and Evidences
15

16. Alignment
Units: Defined by PMP Examination Specification
(Performance Domains)
Elements: Aligned with the PMP Examination Specification
(outcomes the PM should deliver)
Criteria: Defined by the PMCDF update team using the 2003
document and the PMP Exam Spec (specific actions to
achieve desired outcomes)
Evidences: Defined by the PMCDF update team (material
results of PM actions)
16

17. Units of Performance Competence
Initiating: authorize and define the scope of a new project.
Planning: define and mature the project scope, develop the project
management plan, and identify and schedule the project activities.
Executing: performing the work defined in the project
management plan to accomplish the project objectives under the
project scope statement.
Monitoring and Controlling: compare actual performance with
planned performance, analyze variances, assess trends to effect
process improvements, evaluate possible alternatives and
implement appropriate corrective action as needed.
Closing: formally terminate a project and transfer the completed
product to operations or to close a cancelled project.
17

18. Performance Competence Elements
Monitoring &
Initiating a Project Planning a Project Executing a Project Closing a Project
Controlling a Project
Project outcomes
Project aligned with Project scope agreed Project goals Project tracked and
accepted by all
organization objectives to address project achieved through status communicated to
stakeholders
and customer deliverables effective project plan relevant stakeholders
needs execution
Project formally
Project schedule Change is managed
closed
Scope statement reflects developed Project stakeholders’
organization and expectations managed Quality controlled
Project resources
customer needs and Cost management plan successfully
released
expectations developed Risks managed to
Human resources ensure minimized
Stakeholder
High level risks/ Project Team identified available when impact on project
perceptions
assumptions/ with agreed roles and required outcomes
measured and
constraints responsibilities
are understood Tasks successfully Project team managed analyzed
Communication completed as planned
Key stakeholders activities approved Sellers managed
needs are understood Quality managed
Quality planned
Draft project charter Material resources
available Risk plan approved available as required
Project charter approved Change management
processes established
Materials procured
Approved project plan
18

19. Criteria and Evidences
Element
High level risks, assumptions and constraints are understood
Performance Criteria Types of evidence
.1 Establishes the project’s high Documented assumptions
level assumptions and and constraints
Constraints
Documented list of
.2 Identifies and analyses analyzed high level risks
the project’s high level risks reviewed with key stakeholders
Performance Criteria Types of Evidence

20. Personal Competence

21. Personal Competence
• Personal Competencies are those behaviors, attitudes
and core personality characteristics that contribute to a
person’s ability to manage projects.
• Personal competence enable the
project manager to effectively
use knowledge and performance
competencies
• Demonstrated by how the
person behaves while
delivering the project
21

22. Structure
6 Units
30 Elements
134 Competence Criteria
One to many mapping between Competence Criteria and Evidences
22

23. Alignment
Units: Derived from 2003 PMCDF, Code of Ethics and
Professional Conduct and PMP Examination Specification
Elements: Derived from 2003 PMCDF, PMBOK, PMP Exam
Specification, Code of Ethics and Professional Conduct
Criteria: Defined by the PMCDF update team using the 2003
document, PMBOK, PMP Exam Spec and Code of Ethics and
Professional Conduct
Evidences: Defined by the PMCDF update team (material
results that demonstrate, alone or in conjunction with other
evidences, the presence of the desired behavior)
23

24. Units of Personal Competence
Communicating: Effectively exchanges accurate, appropriate and
relevant information with stakeholders using suitable methods.
Leading: Guides, inspires and motivates team members and other
project stakeholders to manage and overcome issues to effectively
achieve project objectives.
Managing: Effectively administers the project through deployment and
use of human, financial, material, intellectual and intangible resources.
Cognitive Ability: Applies an appropriate depth of perception,
discernment and judgment to effectively direct a project in a changing
and evolving environment.
Effectiveness: Produces desired results by using appropriate resources,
tools and techniques in all project management activities.
Professionalism: Conforms to an ethical behavior governed by
responsibility, respect, fairness and honesty in the practice of project
management 24

25. Personal Competence Elements
25

26. Criteria and Evidences
Element
Actively listens, understands and responds to stakeholders
Survey results from stakeholders
Documented observations
1 Actively listens from communication
Documented feedback on
empathy and understanding
towards others point of view
Performance Criteria Types of Evidence

27. Developing Competence
As A Project Manager

28. PMCDF Competencies

29. Supporting Competencies
• PMI Standards are “applicable to most projects most of
the time”, so they must be generic
• PM also needs technical skills that are particularly
relevant to that industry or covered by specific domain,
regulatory or legal requirements
• To be successful in an
organizational context
the PM also needs to
understand the corporate
culture, environment,
politics etc.
29

30. Competence Development Process
30

31. Competence Assessment
• Performed by the individual or by the organization (e.g.
by PMO or management)
• Based on evidences against the PMCD Framework
performance criteria
• Could use different levels of detail for each competence
area (unit, element or criteria)
• The organization may prescribe qualitative, quantitative
and interpretative methods to be used
• When using a holistic approach, strength in one area
could obscure one or more gaps in other areas
31

32. Assessment Rigor
• Low Rigor – typically involves casual self-assessment,
or informal assessment against the competence criteria.
• Medium Rigor – more detailed, usually done by a
manager or peer, adding external feedback to
individual’s perspective to create a 360º view.
• High Rigor – in-depth assessment, usually performed
by qualified independent assessors, involving analysis
of several recent projects to gather relevant evidence.
32

33. Assessment Example
Personal Competencies Score
Communicating 8.00
Leading 7.00
Managing 5.00
Builds and maintains the project team 5.00
Plans and manages for project success in an organized manner 7.00
Resolves conflict involving project team or stakeholders 3.00
Cognitive Ability 7.00
Effectiveness 4.75
Resolves project problems 8.00
Maintains project stakeholder involvement, motivation and support 4.00
Changes at the required pace to meet project needs 5.00
Uses assertiveness when necessary 2.00
Professionalism 9.00
33

34. Assessment Example
Personal Competencies Score
Communicating 8.00
Leading 7.00
Managing 5.00
Cognitive Ability 7.00
Effectiveness 4.75
Professionalism 9.00
Communicating
10
8
6
Professionalism Leading
4
2
0
Effectiveness Managing
Cognitive Ability
34

35. Assessment Example
Element 6.1: Actively listens, understands, and responds to stakeholders
Performance Criteria Types of Evidence Status Comments
.1 Actively listens Survey results from stakeholders medium no complaints, but no positive feedback either
Documented observations from communication good not interrupting others while speaking, nodding to
show understanding
Documented feedback on empathy and low often focused on the words, missing the emotions
understanding towards others point of view reflected by the voice
.2 Understands explicit Documented observations from communication medium rephrasing stakeholders messages to demonstrate
and implicit content of understanding typically generates agreement
communication Documented confirmation that messages were very good almost no situation when a stakeholder needed to
received and understood repeat the message to clarify misunderstandings
.3 Responds to and acts Documented responses to issues important to good issue log maintained accurate and timely
upon expectations, others (i.e. Issues Log)
concerns and issues Change requests very low no documentation on change requests, their
analysis and results
Survey results from stakeholders medium no complaints, but no positive feedback either
35

36. Development Plan
• Individual strengths and areas to be addressed
• Prioritized development areas
• Using different methods:
– Mentoring
– Coaching
– Peer to peer
– Role playing
– On the job training
– Formal training
– PMI Education programs
36

37. Development Plan Example
37

38. Execute Plan
The project manager needs to execute this plan just as
a project manager would execute any project plan.
• Plan owned by the PM
• Medium and long term goals
• Targets and milestones
• In parallel with project work
• Engage support from others
• Monitor progress and take corrective actions
38

39. Development Plan Example
39

40. Evaluate Plan
• Iterative process to develop competence as a
project manager
• Each iteration of the Competence Development
Plan should be treated as a project in itself.
• As with any project there needs to be a formal
review of plan’s success
• Lessons learned and action items
40

41. Evaluate Plan
Questions that need to be asked include:
– Was the plan suitable?
– Did the plan deliver the outcomes needed?
– Was there sufficient support for the development
plan?
– Were there activities that should have provided
better outcomes?
– Can others now use the same plan?
41

42. A Guide to the Top

43. Career Path
E x e c u tiv e
P M O M anager P o r tfo lio M a n a g e r
M anagem ent
S M E P r o je c t
M anager P rogram M anager P ro je c t D ir e c to r
O rg a n iz a tio n a l
S r . P r o je c t M a n a g e r
M anagem ent
O rg a n iz a tio n a l
P r o je c t M a n a g e r
M anagem ent
J r . P r o je ct M a n a g e r P r o je c t C o n tr o lle r
T e c h n ic a l
P r o je c t L e a d e r P ro je c t C o o r d in a to r
L e a d e rs
A d m in sta ff P r o je c t A ssista n t
43

44. Project Assistant
Performs routine tasks like updating the schedule, monitoring people’s availability,
centralize and monitor costs and so on. Usually evolves in a project coordinator role.
• Responsibility:
Performance Competence
Initiating
– Collects and archives project forms (NDAs, copyright, technical setup etc)
10
– Collects and centralizes regular status reports, time sheets, expenses etc.
5 – Maintains project documents repository
Closing Planning
0
– Other project administration tasks
• Authority:
Monitoring and
Executing
– Always under the guidance and supervision of the Project Manager
Controlling
– Can initiate recurring tasks of pre-defined repetitive activities (e.g. call for
status reports, timesheets or expenses)
Personal Com petence
Communicating
10
– Cannot take decisions without the Project Manager
Professionalism 5 Leading
• Competence:
– General exposure to Project Management principles
0
– Organized, detail oriented
Effectiveness Managing – Good communication skills for interaction with team members
Cognitive Ability
44

45. Project Coordinator
Without extensive experience and usually without formal project management training, a
project coordinator handles sub-projects or simple independent projects under supervision,
mostly acting in a facilitation and reporting capacity.
• Responsibility:
Performance Competence
– Coordinates and monitors tasks execution and progress
Initiating
10 – Provides consolidated status reports to the PM
– Facilitates work by resolving minor team member issues
5
Closing Planning – Escalates to the PM risks and issues with potential significant impact
0 – Monitors project costs and resource usage
• Authority:
Monitoring and
Controlling
Executing – Activates under the supervision of a project or organizational manager
– Manages detailed activities in sub-projects or small projects
– Assigns tasks to team members and require progress reports
Personal Com petence
Communicating – Can implement corrective actions for small project deviations
10
• Competence:
Professionalism 5 Leading
– General knowledge of Project Management principles and methodology
0 – Knowledge of project scheduling and monitoring tools
– Understanding of quality and cost control processes
Effectiveness Managing
– Ability to organize the work for self and others
Cognitive Ability
– Good communication skills for interaction with team members
45

46. Project Leader
A technical expert that might have no formal project management training, able to deliver
good products but not always achieve project success – in most cases because deficiencies in
the interaction with stakeholders leads to scope creep or gold-plating.
• Responsibility:
Performance Competence
– Participates in project planning and estimating
Initiating
10 – Coordinates and monitors tasks execution and progress
– Provides consolidated status reports to the PM
5
Closing Planning – Provides technical support to team members
0 – Escalates to the PM risks and issues with potential significant impact
• Authority:
Monitoring and
Controlling
Executing – Activates under the supervision of a project or organizational manager
– Has autonomy in managing end-to-end sub-projects or small projects
– Has authority to assign tasks to team members and require progress reports
Personal Com petence
Communicating – Can implement corrective actions for small project deviations
10
• Competence:
Professionalism Leading
5
– Expert level in the project technical area
0 – General understanding of Project Management principles
– Knowledge of work estimating techniques
Effectiveness Managing
– Ability to organize the work for self and others
Cognitive Ability
– Basic leadership and general management skills
– Basic communication and negotiation capabilities 46

47. Project Controller
With formal training in project management and/or specific areas (mostly scheduling, cost
and risks) performs a monitoring and control function of specific project perspective(s).
• Responsibility:
Performance Competence
– Collects, analyses and interprets performance data
Initiating
10 – Monitors tasks execution and progress
– Provides consolidated status reports to the PM
5
Closing Planning – Escalates to the PM risks and issues with potential significant impact
0
• Authority:
– Activates under the supervision of a project manager
Monitoring and
Controlling
Executing – Ensures collection, processing and approval processes
– No direct authority over project staff
Personal Com petence
• Competence:
Communicating
10 – General knowledge of Project Management principles and methodology
– Knowledge of project scheduling and monitoring tools
Professionalism 5 Leading
– Understanding of quality and cost control processes
0
Effectiveness Managing
Cognitive Ability
47

48. Junior Project Manager
Typically having formal project management training but not extensive experience, a junior
project manager handles autonomously small independent projects, usually under the
guidance or mentorship of a more senior project manager.
• Responsibility:
Performance Competence
– Performs overall project planning based on predefined Charter
Initiating
10 – Defined, estimates and schedules project work to achieve the scope
Coordinates and monitors tasks execution and progress
5
Closing Planning – Provides consolidated status reports to stakeholders
0 – Takes corrective actions as required to keep the project on track
• Authority:
Monitoring and
Controlling
Executing
– Reports to a project executive or sponsor, normally mid or high management
– Has autonomy over project team within chartered boundaries
– Can negotiate scope, resources and schedule changes with stakeholders
Personal Com petence
Communicating
10
– Assigns tasks to team members and manages work
– Implements corrective actions for small project deviations
Professionalism 5 Leading
• Competence:
0 – Knowledge of Project Management principles and methodology
Effectiveness Managing
– Knowledge of project scheduling and monitoring tools
– Understanding of quality and cost control processes
Cognitive Ability
– Stakeholders management through negotiation and conflict resolution
– Good communication skills for interaction with team members
48

49. Project Manager
Even if "all scope, in time and within budget" target remains sometimes out of reach, a
project manager has the tools, knowledge and experience to drive the project toward project
success by applying appropriate techniques and behaviors.
• Responsibility:
Performance Competence
– Performs overall project planning based on predefined Charter
Initiating
10 – Defined, estimates and schedules project work to achieve the scope
– Manages, monitors and forecasts project execution
5
Closing Planning – Takes corrective actions as required to keep the project on track.
0 – Ensures effective communication with internal and external stakeholders
– Projects lifecycle improvement through lessons learned, project archives, etc.
Monitoring and
Controlling
Executing
• Authority:
– Manages end-to-end tactical projects of various size
– Has authority over the project team as defined in the project charter
Personal Com petence
Communicating
10
– Reports to a project executive or sponsor, normally mid or high management
– Has autonomy within project boundaries
Professionalism 5 Leading – Can negotiate scope, resources and schedule changes with stakeholders
0 • Competence:
– In-depth knowledge of PM methodology, tools and techniques
Effectiveness Managing
– Leadership and general management skills
Cognitive Ability
– Stakeholders communication, negotiation, influencing, persuasion, etc
– Consistent professional behavior in all activities 49

50. Senior Project Manager
Manage complex projects based on sound methodological knowledge as well as advanced
people skills, seeking project’s alignment to business needs even beyond chartered scope
statement and realistically adjusting predefined organizational processes and policies.
• Responsibility:
Performance Competence
– Involved in projects initiation and strategic project alignment
Initiating
10 – Guides, mentors and/or performs project planning for all knowledge areas
– Takes corrective actions as required to deliver complete scope, at desired
5
Closing Planning quality, in time and within budget
0 – Process and methodological improvement
• Authority:
Monitoring and
Controlling
Executing
– Manages end-to-end strategic projects, large in scope, budget and team
– Reports to an organizational manager or a program/portfolio manager.
– Coordinates project leaders or coordinators assigned to deliver subproject of
Personal Com petence
Communicating
a complex project managed by the senior project manager
10
– Proposes changes to the PM methodology, framework or best practices
Professionalism 5 Leading
• Competence:
0
– Expert knowledge of PM methodology, tools and techniques (typically PMP)
– Advanced leadership and general management skills
Effectiveness Managing
– Advanced communication, negotiation, conflict resolution capabilities
– Understanding of organizational environment and project’s alignment to
Cognitive Ability
corporate objectives
50

51. Project Director
Coordinates a number of projects (and their corresponding project managers), usually acting
on behalf of an executive or project sponsor, or of the client or user community group.
Typically focused on feasibility and efficiency, also requires significant PM knowledge
• Responsibility:
Performance Competence
– Projects initiation and strategic project alignment
Initiating
10 – Guides, mentors and/or coordinates project managers
– Ensures alignment with business objectives and needs
5
Closing Planning – Process and methodological improvement
0
• Authority:
– Coordinates multiple projects from a strategic perspective
Monitoring and
Controlling
Executing – Reports to an executive or a program/portfolio manager.
– Ensures stakeholders expectations management, including contractual
negotiations and performance
Personal Com petence
Communicating – Proposes changes to the PM methodology, framework or best practices
10
• Competence:
Professionalism 5 Leading
– Demonstrated understanding of organizational environment and projects’
0 alignment to corporate objectives
– Advanced leadership and general management skills
Effectiveness Managing
– Advanced communication, negotiation, conflict resolution capabilities
Cognitive Ability
– Knowledge of PM methodology, tools and techniques
51

52. SME Project Manager
Typically part of a PMO, has advanced overall project management knowledge (PMP) and
demonstrated expertise in one or more specialized areas such as methodologies, cost control,
scheduling, projects and processes quality improvement.
• Responsibility:
Performance Competence
– Guides, mentors and/or coordinates project managers
Initiating
10 – Process and methodological improvement
– Participates in organizational process improvement
5
Closing Planning
0
• Authority:
– Defines and/or approves changes to the PM methodology, framework or
Monitoring and
Controlling
Executing
best practices
– Approves methodology adjustments for specific projects
Personal Com petence
Communicating
10 • Competence:
– Advanced knowledge of PM methodology, tools and techniques
Professionalism 5 Leading
– Expertise in one or more knowledge areas
0 – Ability to coach, mentor, train other project managers
Effectiveness Managing
Cognitive Ability
52

53. PMO Manager
Combining organizational and project management knowledge the PMO Manager ensures
development, application and advancement of project management principles, methodology
and framework throughout the enterprise.
• Responsibility:
Performance Competence
– Manages members of the PM Office
Initiating
10 – Guides, mentors and/or coordinates project managers
– Negotiates with executives the role and responsibilities of PMO in
5
Closing Planning organization
0 – Participates in organizational process improvement
• Authority:
Monitoring and
Controlling
Executing
– Time and activities assignment of PMO members
– Endorses or approves projects initiation
– Approves changes to the PM methodology, framework or best practices
Personal Com petence
Communicating – Approves methodology adjustments for specific projects
10
• Competence:
Professionalism Leading
5
– Organizational management abilities
0 – Advanced knowledge of PM methodology, tools and techniques
– Ability to manage, coach, mentor, train other project managers
Effectiveness Managing
– Advanced communication skills in negotiation, influencing, persuasion
Cognitive Ability
etc
53

54. Program Manager
As typically considered still a tactical role it requires solid project/program management
knowledge, but also the ability to understand the business objectives that program has to
achieve, and its alignment within the overall organizational strategy
Performance Competence
• Responsibility:
Initiating
– Ensure alignment of subordinated projects with business objectives
10
– Prioritization and assignment of shared resources to program components
5 – Assessment and monitoring of projects business and financial performance
Closing Planning
– Monitors program components relationships and dependencies, as well as
0
overall integration and issues resolution
• Authority:
Monitoring and
Controlling
Executing – Coordinates the PMs delivering individual projects within the program
– Has autonomy within the program boundaries, under the guidance of an
organizational executive or of a portfolio manager
Personal Com petence
Communicating – Negotiates scope and schedule adjustments within reporting structure
10
– Process and methodological tailoring to better fit program's particularities
Professionalism 5 Leading
• Competence:
0 – Expert knowledge of project and program management methodology, tools
and techniques
Effectiveness Managing
– Strong tactical planning and leadership skills
Cognitive Ability
– Strong communication, negotiation, conflict resolution capabilities
– Advanced understanding of corporate environment and objectives
54

55. Portfolio Manager
Mostly concerned with business performance analysis, authorizing or not projects initiation
or continuance at predefined phase gates, efficient distribution of organization's resources to
achieve maximum results in terms or strategic achievements.
Performance Competence
• Responsibility:
Initiating
– Strategic management of portfolio components (projects and programs)
10
– Assessment and monitoring of business and financial performance
5 – Authorizes and manages portfolio components relationships and
Closing Planning
dependencies, as well as overall integration and issues resolution
0
– Ensures distribution of organizational resources between components.
• Authority:
Monitoring and
Controlling
Executing – Coordinates project, program and line managers within the portfolio area
– Has autonomy with portfolio limits, reporting to an executive committee
– Negotiates projects initiation based on performance and resources
Personal Com petence
Communicating
10
– Institutes adequate controls for underlying programs and projects
– Proposes enhancements to portfolio management methodology/framework
Professionalism Leading
5
• Competence:
0 – Project, program and portfolio management methodology and framework
– Business acumen with strong strategic visioning and tactical planning
Effectiveness Managing
– Objective decision-making ability, based on strategic objectives priority,
Cognitive Ability
business performance analysis and resources availability
– Strong communication, negotiation and influencing capabilities
55

56. Summary

57. The Framework
• The PMCD Framework defines the Performance and
Personal Competencies required for a competent
project manager.
• The PMCDF-Second Edition was developed to
provide both individuals and organizations with
guidance on how to assess, plan and manage the
professional development of a Project Manager
• Each person or organization should customize the
framework to its own specific needs.
57

58. The Process
• Identify the target and specific competencies
required for that position.
• Assess current level of competence, identify gaps,
plan development, execute the competence
development plan and then repeat the process.
• Use of the framework will provide a structured
approach to the continuing journey of competence
development for individuals as well as
organizations.
58

59. Career Path
E x e c u tiv e
P M O M anager P o r tfo lio M a n a g e r
M anagem ent
S M E P r o je c t
Good
M anager P rogram M anager P ro je c t D ir e c to r
luck!
O rg a n iz a tio n a l
S r . P r o je c t M a n a g e r
M anagem ent
O rg a n iz a tio n a l
P r o je c t M a n a g e r
M anagem ent
P
J r . P r o je ct M a n a g e r P r o je c t C o n tr o lle r
M
C
T e c h n ic a l
L e a d e rs
P r o je c t L e a d e r P ro je c t C o o r d in a to r D
F
A d m in sta ff P r o je c t A ssista n t

60. Questions?
George Jucan
gjucan@opendatasys.com
60