Core Competencies: Cement for your PMO’s Foundation

1. Core Competencies: Cement for your PMO’s Foundation Presented by: Bruce Robertson Casey Worthington, PMP Prepared by: Bruce Robertson and Casey Worthington, PMP

2. Introduction Definition of Core Competencies How Core Competencies fit into the PMO Why Core Competencies are useful to the PMO How you can develop your own Core Competencies Q & A Agenda Prepared by: Bruce Robertson and Casey Worthington, PMP

3. Quotation Project Managers are like the CEO’s of small enterprises. They must possess skills in a broad range of areas, from finance and marketing to customer relations. This view stands in marked contrast to the traditional perspective, where project managers were seen to be mere implementers of other peoples solutions. In the traditional view, project managers were not expected to have insights outside of their narrow technical area. (Tom Block, The Project Office) Prepared by: Bruce Robertson and Casey Worthington, PMP

4. Unlike Project Management as such, the PMO conducts regular, recurring day to day operations, such as: hiring, organizing training, evaluating staff performance, etc. Many of these ongoing activities require specific tools, such as: interview forms, department training strategies, individual training objectives and plans, performance appraisal forms, etc. Topic Introduction Prepared by: Bruce Robertson and Casey Worthington, PMP

5. Core Competencies (CC’s) are a listing and definition of all the skills needed to be a proficient Project Manager These competencies / skills are personal, not corporate, but need to be aligned with corporate goals These Competencies form a framework with which to generate a number of highly useful tools needed for ongoing PMO operations and give substance to the PMO’s foundation The tools themselves are the pillars which support the goal of any PMO: consistently successful projects Topic Introduction Prepared by: Bruce Robertson and Casey Worthington, PMP

6. Quotation As organizations become more sophisticated in carrying out their projects, their need for expert knowledge on the intricacies of project management grows. The need for specialized knowledge applies to a wide array of activities, including scheduling, budgeting, writing proposals, assessing vendors, selecting projects, managing risk, identifying needs and requirements, managing change requirements, coping with project politics, and building authority. If an organization has made a major commitment to conducting its affairs by means of projects, it will require constant access to project management expertise. (Tom Block, The Project Office) Prepared by: Bruce Robertson and Casey Worthington, PMP

7. Skills A listing of the various skills required to be a PM organized into logical categories A definition of each individual skill Levels A listing of skill levels A definition of the levels for each skill Core Competencies Overview Prepared by: Bruce Robertson and Casey Worthington, PMP

8. CC’s can be divided into Hard and Soft skills Hard: Eg. Scope definition, Budgeting, Procurement, Change control, Close-out, Estimating, ... Soft Eg. Leadership, Team building, Facilitation, Eagerness to learn, Diplomacy, Stress management... Core Competencies Defined Identifying the PM skill set Prepared by: Bruce Robertson and Casey Worthington, PMP

9. Core Competencies Defined ABT Sample • Hard SkillsProject DefinitionPlanning Process Develops an estimating plan Revalidates scope definition Designs the solution Develops estimating assumptions Estimates Creates the preliminary planControlling Processes Designs the control process Defines the success criteria Sets levels of control • Soft SkillsVisible LeadershipFlexibilitySound Business JudgementTrustworthinessExhibits Several Communication StylesActs as a Coach and MentorActive Listening SkillsSetting and Managing ExpectationsConstructive Project NegotiationsIssue and Conflict ResolutionOrganizational and Leadership Skills Prepared by: Bruce Robertson and Casey Worthington, PMP

10. Different industries have different needs and expectations for PM’s Individual companies structure their PM practice differently PM’s can exist at various levels e.g. Program Manager, Sr. PM, PM, Jr. PM, Listings of PM skills can be very high level, or extremely detailed Core Competencies Defined Granularity Prepared by: Bruce Robertson and Casey Worthington, PMP

11. Defining the terms is important because words can mean different things to different people It is equally important to define the meaning of each skill, as it applies to the PM’s within your organization and industry E.g. Soft - Leadership (at which level?) Personal leadership or Leading a team or organization? E.g. Hard - Quality (TQM, Six Sigma, Kaizen, …) How do you define and measure quality ? Core Competencies Defined Skill Definition Prepared by: Bruce Robertson and Casey Worthington, PMP

12. Step 1- Define a measurement range (rating system) e.g. Range of 1-4 (broad based) e.g. Range of 1-10 (more granular) e.g. Categorical: beginner-intermediate-expert Step 2- Define the skill levels within the range Core Competencies Defined Levels of Skill Prepared by: Bruce Robertson and Casey Worthington, PMP

13. Skill Level 1 Understands the basic concept, no practical experience Skill Level 2 Limited practical experience, requires coaching Skill Level 3 Competent, performs this function as part of their regular routine Skill Level 4 Highly proficient, able to handle complex situations, mentor to others Core Competencies Defined Sample - Range Prepared by: Bruce Robertson and Casey Worthington, PMP

14. Not applicable Not satisfactory Satisfactory Very Satisfactory Extremely satisfactory Core Competencies Defined Sample - Categorical #1 #2 • Not applicable • Beginner • Intermediate • Expert Prepared by: Bruce Robertson and Casey Worthington, PMP

15. PM Core Competencies as a Framework: A conceptual model underpinning various essential PMO tools, and A conceptual model outlining the totality of skills necessary to be a fully competent Project Manager PM Core Competencies as a Matrix: High level format for easy viewing and reference Core Competencies Defined Framework / Matrix Prepared by: Bruce Robertson and Casey Worthington, PMP

16. PM Core Competency Matrix Organization and Management Skills Customer Management Skills Leadership Skills PM Methodology Skills Personal Skills Project Planning Performance Management Networking Team building Stress Management Problem Determination & Analysis Scheduling Manage Meetings Professionalism Managing Expectations Diplomacy and political acumen Creative Thinking Change Control Coaching & Mentoring Persuasion & Influence Industry Specific Knowledge Conflict Management Estimating & Budgeting Time Management Consulting Skills Corporate Values Initiative Quality Management Decision Making Vision Eagerness to Learn Resource Management Negotiation Project Control Facilitation Risk Management Communication Procurement Management Close out

17. Core Competencies Defined GE Sample Matrix PM Core Competency Matrix PM Methodology Skills Personal Skills Leadership Skills Organization and Management Skills Customer Management Skills Prepared by: Bruce Robertson and Casey Worthington, PMP

18. Project Planning Scheduling Change Control Estimating & Budgeting Quality Management Resource Management Project Control Risk Control Procurement Management Close out Core Competencies Defined PM Methodology Skills Prepared by: Bruce Robertson and Casey Worthington, PMP

19. Performance Management Manage Meetings Coaching & Mentoring Time Management Decision Making Negotiation Facilitation Communication Core Competencies Defined Organization & Management Skills Prepared by: Bruce Robertson and Casey Worthington, PMP

20. Stress Management Problem Determination & Analysis Creative Thinking Industry Specific Knowledge Corporate Values Eagerness to Learn Core Competencies Defined Personal Skills Prepared by: Bruce Robertson and Casey Worthington, PMP

21. Networking Professionalism Diplomacy and Political Acumen Consulting Skills Core Competencies Defined Customer Management Skills Prepared by: Bruce Robertson and Casey Worthington, PMP

22. Team Building Managing Expectations Persuasion & Influence Conflict Management Initiative Vision Core Competencies Defined Leadership Skills Prepared by: Bruce Robertson and Casey Worthington, PMP

23. Fitting CC’s into the PMO • PMO Operations: • Fire / Hire • Training • Performance Management • Quality • Project selection and placement • Market Rates • Career Paths • Integration w/HR • Recognition • Qualifications • (The Pillars) Successful projects (Roof) PMO Core Competencies (Cement for your Foundation) Executive Commitment (Foundation) Prepared by: Bruce Robertson and Casey Worthington, PMP

24. Fitting into the PMO Placement on Projects Coaching & Mentoring Internal / External Marketing Gatekeping Effective Training HR Functions Project Admin Support Methods and Standards Core Competencies in the PMO Successful Projects Core Competencies May Not Apply Executive Support Prepared by: Bruce Robertson and Casey Worthington, PMP

25. Why are Core Competencies useful to the PMO ? Prepared by: Bruce Robertson and Casey Worthington, PMP

26. CC’s are key inputs to other tools and processes Integration with HR practices: Hiring: Interview questions to screen new hires, resume screening Firing: Performance management Job descriptions Compensation Career path development Recognition Better interface between compensation plans and Corporate objectives Qualifications Training strategy / plans Why are Core Competencies useful to the PMO ? Core Competency uses: Prepared by: Bruce Robertson and Casey Worthington, PMP

27. Corporate Inputs: Go to market strategy Qualifications Rates in the marketplace Internal / external marketing Quality - performance criteria / measurement Project selection and placement Project Management Offerings: Coaching and Mentoring / Professional Support Competency Analysis Project Manager training PM Consulting PMO development Why are Core Competencies useful to the PMO ? Core Competencies uses: Prepared by: Bruce Robertson and Casey Worthington, PMP

28. Core Competencies are an important foundation for a PMO. A strong PMO can result in the following benefits: Improved bottom line Improved customer focus Market recognition Improved professionalism of Project Managers Better utilization of scarce resources Standard, reusable PM methodologies and tools Why are Core Competencies useful to the PMO ? How can Core Competencies benefit your organization ? Prepared by: Bruce Robertson and Casey Worthington, PMP

29. Should be treated as a regular project: Concept Development Execution Close-Out Developing Core Competencies in your organization Prepared by: Bruce Robertson and Casey Worthington, PMP

30. Seek initial management approval Approaches Commission as an internal / external project Volunteerism Outsource Develop a project charter Obtain Budget Recruit core project team Developing CC’s in your organization The Concept Phase Prepared by: Bruce Robertson and Casey Worthington, PMP

31. Research PM materials PMI Internet Library Align with Corporate / strategic direction Create WBS and Schedule Assign Roles and Responsibilities Create Risk and Communication plans Developing CC’s in your organization The Development Phase Prepared by: Bruce Robertson and Casey Worthington, PMP

32. Develop skills list Create definitions Categorize Hard vs. Soft Methodology vs. Leadership Create skill levels range system/matrix Define each skill level Developing CC’s in your organization The Execution Phase Prepared by: Bruce Robertson and Casey Worthington, PMP

33. Formal project signoff Ensure Competencies are used as a regular part of the PMO operation Investigate alternative uses Inputs to other processes Developing CC’s in your organization The Close Out Phase Prepared by: Bruce Robertson and Casey Worthington, PMP

34. Questions? Prepared by: Bruce Robertson and Casey Worthington, PMP

35. Presented on behalf of: By: Bruce Robertson and Casey Worthington, PMP

36. The END Thank You ! Prepared by: Bruce Robertson and Casey Worthington, PMP