What is a competency and why is it

What is a competency and why is it important © 2016 PD Mentors

Questions How many of you grew up wanting to be a project manager? How many of you are familiar with PMI’s role delineation studies? How many of you are familiar with any project management competency models? © 2016 PD Mentors

Definitions Competency: § An ability or skill (Merriam-Webster) § The combination of observable and measurable knowledge, skills, abilities and personal attributes that contribute to enhanced employee performance and ultimately result in organizational success. (University of Nebraska Huma Resources) § An observable, measurable set of skills, knowledge, ability, behaviors, and other characteristics an individual needs to successfully perform work roles or occupational functions. Competencies are typically required at different levels of proficiency depending on the specific work role or occupational function. Competencies can help ensure individual and team performance aligns with the organizational mission and strategic plan. § (( OPM Human Capital Reference Manual © 2016 PD Mentors

Importance The ideal skill set — the Talent Triangle — is a combination of technical, leadership, and strategic and business management expertise. © 2016 PD Mentors

More Definitions – the PMP The PMP Role Delineation states that candidates for the PMP credential: • Perform their duties under general supervision and are responsible for all aspects of the project for the life of the project • Lead and direct cross-functional teams to deliver projects within the constraints of schedule, budget, and scope • Demonstrate sufficient knowledge and experience to appropriately apply a methodology to projects that have reasonably well-defined requirements and deliverables © 2016 PD Mentors

More definitions – the Pg. MP The Pg. MP Role Delineation states that candidates for the Pg. MP credential: • Under minimal supervision, program managers are responsible and accountable for the coordinated management of multiple, related projects directed toward strategic business and organizational objectives. These programs contain complex activities that may span functions, organizations, geographic regions and cultures. Program managers build credibility, establish rapport and maintain communication with stakeholders at multiple levels, including those external to the organization. • Program managers define and initiate projects and assign project managers to manage cost, schedule and performance of component projects, while working to ensure the ultimate success and acceptance of the program. Program managers maintain continuous alignment of program scope with strategic business objectives, and make recommendations to modify the program to enhance effectiveness toward the business result or strategic intent. Program managers are responsible for determining and coordinating the sharing of resources among their constituent projects to the overall benefit of the program. • Program managers possess the knowledge and skills needed to be effective in the project, business and/or government environments, and to make decisions that accomplish strategic objectives. In addition, the program manager should have advanced skills in finance, cross-cultural awareness, leadership, communication, influence, negotiation and conflict resolution. © 2016 PD Mentors

Key differences PMP Pg. MP • Perform their duties under general supervision • Perform under minimal supervision • Lead and direct crossfunctional teams • Define and initiate projects… and make recommendations to modify • Demonstrate sufficient knowledge and experience • Make decisions that accomplish strategic objectives…. . advanced skills in finance, cross-cultural awareness, leadership, communication, influence, negotiation and conflict resolution. © 2016 PD Mentors

Blooms Taxonomy Evaluation Interpret, evaluate Synthesis Analysis Explain, develop Analyze, compare Application Comprehension Knowledge Show, use Discuss, explain Define, describe Source: Taxonomy of Educational Objectives: The Classification of Educational Goals Handbook 1956 © 2016 PD Mentors

Blooms Taxonomy and Project Management Evaluation Synthesis Analysis Application Comprehension Knowledge PMO Manager Determine Policy Pg. MP ® Recommendations and decisions PMP ® knowledge and experience Source: Taxonomy of Educational Objectives: The Classification of Educational Goals Handbook 1956 © 2016 PD Mentors

Competency Models in action MITRE • A Federally Funded Research and Development company (not for profit) • Established a three level systems management competency model Federal Acquisition Institute • Establishes “acquisitions” certifications for non Do. D federal agencies • Federal project managers are considered part of the acquisition workforce • Has established three levels of project management certification • Entry – small projects (less then $1 million) • Mid – large projects / small programs ($1 to $10 Million) • Senior – large programs (over $10 Million) © 2016 PD Mentors

Systems Management Langley, M. , Robitaille, S. & Thomas, J. (2011). Towards a New Mindset: Bridging the Gap Between Program Management and Systems Engineering. Simultaneously published in INCOSE Insight, �� 14(3), 4 5, and PM Network, 25(9). © 2016 PD Mentors

MITRE Competency Model 1. 0 Enterprise Perspectives MITRE 1. 1 Comprehensive Viewpoints 1. 2 Innovative Approaches Systems Engineering Competency Model 1. 3 Foster Stakeholder Relationships Includes Project Management • Concept definition 2. 0 Systems Engineering Life Cycle 2. 1 Concept Definition • Test and Evaluation 2. 2 Requirements Engineering • Risk management 2. 3 Architecture 2. 4 Systems Design and Development • Building a successful team 2. 5 Systems Integration • Communicating with impact 5. 9 Integrity 5. 8 Adaptability 5. 7 Results Orientation 5. 6 High Quality Standards 5. 5 Facilitating, Managing, and Championing Change 5. 4 Persuasiveness and Influence 5. 3 Communicating with Impact 5. 2 Building a Successful Team 2. 6 Test and Evaluation 5. 1 Building Trust 2. 7 Systems Implementation, O&M, and Transition MITRE Systems Engineer 3. 0 Systems Engineering Planning and Management 4. 9 Collaborating with Technical Specialties 3. 1 Transformational Planning 4. 8 Communications/Networking Engineering 3. 2 Government Acquisition Support 4. 7 Software and Information Engineering 3. 3 Contractor Evaluation 4. 6 Safety Engineering 3. 4 Risk Management 3. 5 Configuration Management 5. 0 Collaboration and Individual Characteristics 4. 5 Reliability, Maintainability, and Availability (RMA) 4. 4 Security Engineering 3. 6 Integrated Logistics Support 4. 3 Modeling and Simulation 3. 7 QA and Measurement 3. 8 Continuous Process Improvement 4. 2 Human Centered Engineering 4. 1 Cost/Benefit Analysis 4. 0 Systems Engineering Technical Specialties © 2016 PD Mentors

FAI Competency Model Requirements Development and Management Processes §understanding the mission, risk management, metrics for delivering quality, affordable and effective systems/products Systems Engineering §requirements development, decision analysis, configuration management, interface management Test and Evaluation §evaluating prototypes and product system validation Life Cycle Logistics §system support strategy for the entire product lifecycle Contracting §procurement of capital assets following the Federal Acquisition Regulations (FAR) Business, Cost and Financial Management §financial planning, formulating budgets, developing the business case and earned value management) Leadership. §leaders influence others to translate vision into action © 2016 PD Mentors

In depth look – Requirements Competency Requirements Development and Management: • • Knowledge of investment management policies that support the agency mission Understanding risk Attention to lessons learned Understanding metrics Entry-level Mid-level Senior-level • • • Manage analysis of user requirements to optimize performance • Construct, employ, and then modify … a risk/opportunity management process • Describe the requirements development process and the criticality of meeting user/mission requirements Generalize the risk/opportunity management process. • Determine requirements and assist in the planning for technology and business management Formulate the key features of a risk/opportunity management process © 2016 PD Mentors

Blooms Taxonomy – One more time Evaluation Interpret, evaluate Synthesis Analysis Explain, develop Analyze, compare Application Comprehension Knowledge Show, use Discuss, explain Define, describe Source: Taxonomy of Educational Objectives: The Classification of Educational Goals Handbook 1956 © 2016 PD Mentors

FAI Competencies mapped to the triangle Technical Project Management §Requirements Development and Management Processes §Systems Engineering §Test and Evaluation Leadership Strategic and Business Management §Life Cycle Logistics §Contracting §Business, Cost and Financial Management © 2016 PD Mentors

Developing the Competencies – fast track models MITRE and VA created fast track PM development models Year long programs that include: § Virtual and classroom coverage of topics. §Technical §Soft skills (heavy focus on communication and leadership) § Skill building §OJT assignments §Skill building workshops §Special assignments © 2016 PD Mentors

Developing the Mid-level at Veterans Administration © 2016 PD Mentors

Personal Development Options Non-traditional Classes that cover the non-technical Know your businesses strategy • Sales • Know your company • Read your companies 10 k • Read the strategic plan • Facilitation • Negotiation • Read about your industry • Technical expertise becomes less important • Business expertise becomes more important • Communications • Listening skills • Presentation skills • Volunteer to gain leadership experience © 2016 PD Mentors

See more at PMI Global Congress North America Beyond the Competent PM So you and several thousand other people attained their PMP in the last 5 years. Now how do you differentiate yourself from the pack? Have you considered looking at the “competencies” you need to be successful in addition to having a thorough understanding of the processes? This session explores various PM related competencies including cases where they are currently being used. Hear details on how the VA is developing their mid-level project managers. Tentatively scheduled for Monday September 26 at 10: 30 Presented by Melanie Falin – PM Fellows Program Manager at VA and Ken Mosteller PD Mentors © 2016 PD Mentors

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