Applying the PM Competency Development Framework - Part 2: Managing the Project -

1. Applying the PM Competency Development Framework - Part 2: Managing the Project - PMI-MN Breakfast Meeting February 11, 2003 Denny Chirhart & Kimberly Johnson, PMPs 3M Company

2. Topics for Today • Brief Review of the PMI Project Manager Competency Development Framework • Apply the Framework in the Project Managing Area • Explore Some Practical Questions in Managing the Project 3M Company

3. What is the PMI PM Competency Development Framework? • Output of standards committee formed in 1998 • Defines key dimensions of project manager competence and competencies that are most likely to impact project manager performance Source: Project Manager Competency Development Framework - PMI - 2002 3M Company

4. Why is it important? • Provides specific information useful to project managers and their organizations in creating professional development plans • Unlike the PMBOK, it recognizes the importance of the “human side” competencies of project managers 3M Company

5. PM: Technical vs. Human Sides Relative Contribution to Project Success Technical Skills Human Skills PMBOK PMCD Framework 3M Company

6. What is a “competency”? • Per Scott Parry (Training, June 1998), it is a cluster of related knowledge, attitudes, skills and other personal characteristics that • Affects a major part of one’s job • Correlates with performance on the job • Can be measured against well accepted standards • Can be improved via training and development • Can be broken down into dimensions of competence 3M Company

7. What are the PM competency dimensions? • Project Management Knowledge • “What I know and understand” • Assessment: Knowledge tests (e.g., PMP Test) • Project Management Performance • “What I can demonstrate” • Assessment: Review of work products • Personal Competency • “My core personality characteristics” • Assessment: 360 surveys, peer and self reviews 3M Company

8. Is the competency of the PM sufficient for project success? PMI: “In addition to project manager competence, project success requires organizational project management maturity and capability “ 3M Company

9. The Nine PM Knowledge Areas (Units of Competence) • Project Integration Management • Project Scope Management • Project Time Management • Project Cost Management • Project Quality Management • Project Human Resources Management • Project Communications Management • Project Risk Management • Project Procurement Management 3M Company

10. The Five PM Process Groups (Competency Clusters) • Initiating Processes • Planning Processes • Executing Processes • Controlling Processes • Closing Processes 3M Company

11. PMCD Framework Project Manager Competency Knowledge Competency Personal Competency Performance Competency Units of Competence (9 Knowledge Areas) Units of Competence (6 Separate Units) Competency Clusters (5 PM Processes) Competency Clusters (2-4 per Unit) Elements of Competence with Performance Criteria (62 Elements) Elements of Competence with Performance Criteria (19 Elements) Technical Competencies Human Competencies 3M Company

12. The Six Units of Personal Competency with Clusters • Achievement and Action • Achievement Orientation, Concern for Order, Quality and Accuracy • Helping and Human Service • Customer Service Orientation, Interpersonal Understanding • Impact and Influence • Impact and Influence, Organizational Awareness, Relationship Building 3M Company

13. Units of Personal Competency (continued) • Managerial • Teamwork and Cooperation, Developing Others, Team Leadership, Directiveness: Assertiveness and Use of Positional Power • Cognitive • Analytical Thinking, Conceptual Thinking • Personal Effectiveness • Self-control, Self Confidence, Flexibility, Organizational Commitment 3M Company

14. Applying the Framework Determine Applicable Elements and Performance Criteria Interview Competent PM’s for Baseline Competencies Needed Determine Desired Levels of Proficiency Testing, 360 Surveys, Peer Reviews Assess for Strengths and Weakness Address Gaps in Competence Track Progress Towards Competence 3M Company

15. Questions to Examine on Managing the Project • How do I create a useable system for tracking the project? • How do I ensure that the performance measures are visible to the Team? • When do I really have to modify the Plan? • How do I control the changes to the plan without being considered a roadblock? • How do I provide the right amount of information to my stakeholders? • What is a practical way to collect lessons learned information and make it useful for future projects? 3M Company

16. How do I create a useable system for tracking the project? • Have a solid Project Charter as your foundation • Plan in a way that can be tracked • Pick your Battles – what’s important? • Test Drive it on the Troops • Document, Refine, Implement • Periodically take stock 3M Company

17. Example from a 3M Project Charter Note: This is from the Project Reporting section of the 3M Project Charter document 3M Company

18. How do I ensure that the performance measures are visible to the Team? • Project Team Contract • Documented • Binding • Defining 3M Company

19. Project Team Contract • An agreement between and signed by management, sponsor and the project team. It contains all the team deliverables and metrics. Also contained are the team requirements (management deliverables) necessary to achieve their deliverables or metrics. The team keeps going as long as deliverables / metrics are within acceptable range and stop only if out of bounds. 3M Company

20. Project Team Contract Components • Charter • Team Planning Process • Contents • Key Customer Requirements • Selling Price • Market Share • Factory Cost • Unit Sales • Unit Availability • Process Capability • NPV/EVA • HR Requirements • Capital Expenditures • Equipment Availability 3M Company

21. £ Innovation c 3M 2000 Project/Program Name _________________________________________________________________ Date _________________ Team Deliverables Management Deliverables 1. Mfg. Unit Cost _______ to _______ Personnel ______________________ _______________________________ 2. Project Costs _______________________________ - Development _______ to _______ _______________________________ - Capital Equip. _______ to _______ Equipment ______________________ - Mkt./Sales _______ to _______ _______________________________ - Regulatory _______ to _______ Funding __________ to ___________ - Other _______ to _______ _________________ to ___________ - Other _______ to _______ Facilities _______________________ Total Costs _______ to _______ _______________________________ 3. Schedule Partnership(s) (Outside Firm(s) or - U.S. _______ to _______ 3M Division(s) __________________ - Final _______ to _______ _______________________________ 4. Unit Forecast - U.S. _______ to _______ - Final _______ to _______ Program Contract 3M Company

22. £ Innovation c 3M 2000 Program Contract Project/Program Name _______________________________________________________________ Date ______________ Key Dates Planned Actual Approval Phase I ________ ________ ________ Phase II ________ ________ ________ Phase III ________ ________ ________ Phase IV ________ ________ ________ Phase V ________ ________ ________ Phase VI ________ ________ ________ Revisions Misc.) Date Approval 1. ________ ________ 2. ________ ________ 3. ________ ________ 4. ________ ________ 5. ________ ________ 6. ________ ________ Approvals 1. ____________________ Sponsor: ___________________________________ 2. ____________________ Team Leader _______________________________ 3. ____________________ 4. ____________________ 5. ____________________ 3M Company

23. £ Innovation c 3M 2000 Program Contract 5. Average Selling _______ to _______ Price 6. N.P.V. _______ to _______ 7. Product Features 8. Assumptions 3M Company

24. Project Team Contract Components • Charter • Team Planning Process • Contents • Format • Bar/Gauge • Color Coded • Target/Actual • In Control/Out of Bounds • Dates • Revisions • Sign Off’s 3M Company

25. 3M Company

26. 3M Company

27. Project Team Contract Components • Charter • Team Planning Process • Contents • Format • Management Negotiations • Present • Adjust • Sign Off 3M Company

28. Project Team Contract Components • Charter • Team Planning Process • Contents • Format • Management Negotiation • Implementation • MSProject • Graphics Software • Risk Plus • Network/Gantt • Proactive 3M Company

29. When do I really have to modify the Plan? • Give it the “Sight” Test • Set Criteria that warrants modification • Advice on Timing and Review of changes to the Plan • What do I do after the update? 3M Company

30. Example from a 3M Revised Plan 3M Company

31. How do I control the changes to the plan without being considered a roadblock? • Change Management • 3 Key Areas • Have a way to get the change into the project • Have a way to evaluate it’s impact on time/cost/quality • Have a mechanism or escalation procedure on how to make a decision on it • Note: How to make decisions as a team is very IMPORTANT! 3M Company

32. How do I provide the right amount of information to my stakeholders? • Know thy “Client/Stakeholder” • Determine appropriate level, detail, & content • Make format appealing and succinct • Re-assess reporting needs periodically 3M Company

33. Example from a 3M Project Status Report 3M Company

34. What is a practical way to collect lessons learned information? • Capture highlights from periodic Status Reports • Develop/Utilize the “PPR” Concept • How long do they take? • Who should be invited/required to attend? • How should the session be focused? • What do I do with the output? 3M Company

35. Example from a 3M Post Project Review 3M Company

36. Wrap Up Comments • Complete “control” while executing a project is a myth! • Set proper expectations, give people the information they need, and let professionals work • Proper communication and well-timed appreciation do wonders to “manage your project” to success 3M Company