bspm isaca project management - skills and knowledge requirements in an it environment 2002

ProjectManagement

Skill andKnowledgeRequirements in anInformationTechnologyEnvironment

Information Systems Audit and Control Foundation

Publisher. The Information Systems Audit and Control Foundation™ (ISACF™) wascreated in 1976 to undertake large-scale research efforts to expand the knowledge andvalue of the IT governance and control field. The role of the foundation is to evaluate thelatest guidelines for implementation of emerging technologies and their applications. Theresearch conducted by ISACF not only informs and guides the profession, it also formsthe basis of many of the products and services—such as education, technical articles andpublications, conferences, standards and professional certification—the association offersmembers and other constituents.

Disclaimer. ISACF and the authors of Project Management: Skill and KnowledgeRequirements in an Information Technology Environment have designed this productprimarily as an educational resource for information technology control professionals.The Information Systems Audit and Control Foundation makes no claim that use of thisproduct will assure a successful outcome. This product should not be consideredinclusive of any proper procedures and tests or exclusive of other procedures and teststhat are reasonably directed to obtaining the same results. In determining the propriety ofany specific procedure or test, the controls professional should apply his or her ownprofessional judgment to the specific control circumstances presented by the particularsystems or information technology environment.

Copyright © 2002 by ISACF. Reproduction or storage in any form for commercialpurpose is not permitted without ISACF’s prior written permission. No other right orpermission is granted with respect to this work. All rights reserved.

Information Systems Audit and Control Foundation3701 Algonquin Road, Suite 1010Rolling Meadows, IL 60008 USAPhone: +1.847.253.1545Fax: +1.847.253.1443E-mail: [email protected] site: www.isaca.org

Title: Project Management: Skill and Knowledge Requirements in an InformationTechnology Environment

Acknowledgements

The Information Systems Audit and Control Association wishes to recognise:

The development team, for its leadership of the projectMax Shanahan, CISA, FCPA, Max Shanahan & Associates, AustraliaRonald Saull, CSP, Investors Group/Great West Life Assurance/London Life, CanadaKen W. Buechler, BSc, EE, P.Eng, Investors Group, CanadaSissel Gjessing, CISA, ErgoSolutions AS, NorwaySal Lupo, Marsh McLennan, USA

The expert reviewers, whose comments helped shape the final documentMichael Cullen, Arthur Andersen, UKA Rafeq, A Rafeq & Associates, IndiaAkira Matsuo, PricewaterhouseCoopers, JapanErik Guldentops, Advisor to IT Governance Institute, BelgiumSimon Franklin, SydneyK.T. Hwang, Dongguk University, KoreaSerge Yablonsky, SYA, FranceKellie Paquette, INSI, CanadaGord Tallas, USAJackie Ormsby, Arthur Andersen, UKDarren Ramsey, AustraliaMary Jane Sterne, MJ Sterne & Associates, Canada

The ISACA Board of Directors and ISACF Board of Trustees, for their support ofthe projectRobert Roussey, CPA, University of Southern California, USA, International PresidentMarios Damianides, CISA, CA, CPA, Ernst & Young, USA, Vice PresidentStephen Head, CISA, CPA, CFE, CMA, CPCU, CISSP, Royal/Sun Alliance, USA, VicePresidentDean R.E. Kingsley, CISA, CA, Deloitte Touche Tohmatsu, Australia, Vice PresidentLynn Lawton, CISA, BA, FCA, FIIA, PIIA, KPMG, UK, Vice PresidentJae Woo Lee, Ph.D., Dongguk University, Korea, Vice PresidentRonald Saull, CSP, Investors Group/Great West Life Assurance/London Life, Canada,Vice PresidentJohann Tello, CISA, Banco del Istmo, Panama, Vice PresidentPaul A. Williams, FCA, MBCS, Paul Williams Consulting, UK, Past InternationalPresidentPatrick Stachtchenko, CISA, CA, Deloitte & Touche, France, Past International PresidentEmil D’Angelo, CISA, Bank of Tokyo-Mitsubishi, USA, TrusteeErik Guldentops, CISA, Belgium, Advisor to IT Governance Institute

TABLE OF CONTENTS

1. INTRODUCTION....................................................................................................... 11.1 Project Management.................................................................................................... 11.2 Objective of this Guide................................................................................................ 21.3 Structure...................................................................................................................... 21.4 Scope .......................................................................................................................... 21.5 Key Sources ................................................................................................................ 3

2. CONTEXT OF PROJECT MANAGEMENT ........................................................... 42.1 Governance of Projects................................................................................................ 42.2 The Project Manager’s Role in Project Governance..................................................... 72.3 Project Life Cycle ....................................................................................................... 82.4 Maturity of Software Development Processes.............................................................. 82.5 Agile Development Practices....................................................................................... 92.6 Project Complexity...................................................................................................... 9

3. COMPETENCIES REQUIRED OF PROJECT MANAGERS ................................ 113.1 Project Management Knowledge ................................................................................. 113.2 Project Management Competencies ............................................................................. 123.3 General Management Competencies............................................................................ 31

4. COMPETENCY ASSESSMENT AND DEVELOPMENT ....................................... 394.1 Competency Assessment ............................................................................................. 394.2 Learning Plan Development ........................................................................................ 404.3 Competency Development........................................................................................... 43

ENDNOTES .................................................................................................................... 45

GLOSSARY .................................................................................................................... 46

Appendix—COMPETENCY RATING FORMS........................................................... 51

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1. INTRODUCTION

1.1 Project Management

In today’s fast-changing and competitive environment, effective project management iscrucial to most enterprises. Businesses must be able to quickly and reliably implementnew products and introduce organisational changes that enhance and sustain businessprofitability. To this end, projects are established at all levels within organisations.Competent, responsible project mangers are key to the success of these projects.

Unfortunately, many organisations have a scarcity of competent, experienced projectmanagers. Often, individuals become project managers by accident. They areselected—at best—because they have potential, but more often, because they areavailable. These “accidental” project managers often are ill equipped to take on this role.Without appropriate knowledge or the expertise gained through experience, it is highlylikely they will make mistakes, especially if they take on complex or high-risk projects.

One study1 indicates that as few as 26 percent of projects are completed on time and onbudget, with all features and functions as initially specified. A surprising 46 percent arecompleted and operational, but are over budget, past the committed delivery date, or offerfewer features and functions than originally specified. An additional 28 percent arecancelled at some point during the development cycle.

With the increasing emphasis on project management in business, it is crucial that projectmanagers have the knowledge and skills (competencies) necessary to achieve desiredoutcomes, and to ensure that appropriate governance mechanisms are in place to provideappropriate oversight and control of a project.

In this document, the term “competency” will be used interchangeably with“knowledge” and “skills.” It is a generally accepted term that describes the pattern ofactions that successful employees display to achieve results.

A competency is any skill, knowledge or other attribute that is observable and identifiessuccessful performance.

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1.2 Objective of this Guide

This guide provides an overview of the competencies required to be an effectiveinformation technology (IT) project manager and offers guidance on how to developthese competencies.

It has been developed because project management is one of the career options forInformation Systems Audit and Control Association (ISACA) members, particularly inthe areas of business change management and IT systems implementation andmanagement. As Certified Information Systems Auditors (CISAs), many ISACAmembers are involved in the audit review of projects. As a result, they should haveexcellent knowledge about project management processes and the governancemechanisms appropriate for IT projects. They also are involved in the management ofsmall projects as part of their day-to-day activities, through the management of audittasks and other assurance services.

This guide will assist ISACA members, as well as those in general management and theIS audit profession, to assess their competency levels in the area of project managementand to determine where and how they should develop these skills.

1.3 Structure

This guide consists of four key sections:• Introduction—An introduction to IT project management and the purpose and

structure of this document• Context of Project Management—A discussion of some of the factors that affect IT

project management• Competencies Required of Project Managers—An outline of the knowledge and

skills required of project managers working in an IT environment• Competency Assessment and Development—An approach to self-assessment and

development planning to assist in the career planning process. The proposed approachmakes use of several tools in the appendix: Competency Rating Forms.

1.4 Scope

Governance

Project managers need to be aware of and work within the governance framework that isestablished for an organisation. The broad requirements of a governance framework forprojects are discussed in section 2, because the effectiveness of the governanceframework and the maturity of its project management framework impact the role andcompetency requirements of project managers. However, this guide does not specifically

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address the requirements of specific governance frameworks. This is covered in otherpublications, such as COBIT® 3rd Edition©.2

Project Management in an IT EnvironmentThis guide focuses on project management in an IT environment, while recognising thatIT is a complex area involving a variety of project types (e.g., applications development,enterprise architecture planning, and technology infrastructure implementation orchange). Because the guide cannot deal with each kind of unique project, the authorshave chosen to focus on software applications development. This perspective can bereadily generalised to each IT project type.

While IT is often one aspect of an overall business reengineering or change project,increasingly, it is a key element of all business operations. Thus, most projects involvesome elements of IT project management. Effective project managers have anunderstanding of the special issues that occur when managing the IT aspects of a givenproject. ISACA members who have work experience as CISAs usually will have acquiredthe necessary expertise.

1.5 Key Sources

Several key sources have been used in the development of this guide. They include:

• Web-based Competency Assessment Tool, American Institute of Certified PublicAccountants (AICPA), 1999 (www.cpatoolbox.org)

• National Competency Standards For Project Management, Australian Institute ofProject Management (AIPM), 1996 (www.aipm.com.au)

• COBIT 3rd Edition, IT Governance Institute™, 2000 (www.isaca.org/cobit.htm)• Comparative Glossary of Common Project Management Terms, R. Max Wideman, V.

2.1, 2001 (www.pmforum.org/library/glossary)• A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Project

Management Institute, 2000*. The knowledge areas outlined in section 3 and the skillareas and behaviour indictors in the appendix, table A, of this guide are based on thispublication, which provides a well-regarded specification of project managementknowledge requirements. The knowledge areas are summarised here; however, thePMBOK® Guide is recommended reading for all aspiring project managers.

* Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—2000Edition, Project Management Institute, Inc., 2000. All rights reserved. Material from this publication has beenreproduced with the permission of PMI. Unauthorized reproduction of this material is strictly prohibited

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2. CONTEXT OF PROJECT MANAGEMENT

2.1 Governance of Projects

This guide concentrates on the development of competencies by individual projectmanagers. However, their ability to perform is affected not only by their own skills andknowledge, but also by the maturity of the project management practices of theorganisations in which they work.

Corporate governancerequires that

Corporate governancerequires that

Organisations implement control and assurance processesto ensure that they

receive value for money from the investment in projectsand risks are managed



Evaluationand Approval

Processes

Project Oversight

Mechanisms

Project Management

Monitoring Performance

Executive Feedback

Mechanisms

Figure 1: Elements of Project Governance

As shown in figure 1, project governance involves the following elements:• Processes for evaluating and approving projects to ensure that projects commence

only if there is sufficient business benefit• Mechanisms for project oversight that ensure the implementation of appropriate

control processes, the management of risks to the realisation of project outcomes andto the business, and the successful achievement of business benefits

• Sound project management practices on a day-to-day basis to ensure that the projectachieves its objectives

• Appropriate feedback mechanisms to the executive and the board on progress inmeeting business goals.

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COBIT 3rd Edition addresses an organisation’s responsibility for establishing anappropriate strategy for project governance. It states that the business goals of settingpriorities and delivering on time, within budget and in line with customer requirementsare “enabled by the organisation identifying and prioritising projects in line with theoperational plan and the adoption and application of sound project managementtechniques for each project undertaken.”3

Project best practice, as identified in COBIT’s Management Guidelines, names thefollowing critical success factors in an organisation’s project management environment:4

• The value of a project is established in a business case and is approved by therequired level of senior management prior to project initiation.

• Experienced and skilled project managers are available.• There is senior management sponsorship of projects, and stakeholders and IT staff

share in the definition, implementation and management of projects.• Business sponsors are held accountable for ensuring and demonstrating the

achievement of expected benefits.• There is an understanding of the abilities and limitations of the organisation and the

IT function in managing large, complex projects.• An organisation-wide project risk assessment methodology is defined and enforced.• All projects have a plan with clear, traceable work breakdown structures, reasonably

accurate estimates, skill requirements, issues to track, a quality plan and a transparentchange process.

• Effort is focused on ensuring traceability of approved business case objectives tobusiness and systems requirements, and into the design and building of the system.

• The project system architecture is developed within the context of the enterprisearchitecture plan and guidelines.

• The transition from the project team to the operational team is a well-managedprocess.

• A system development life cycle methodology has been defined and is used by theorganisation.

• The projects implement clear quality management strategies.

Here are some other critical success factors:• A common project methodology is established, communicated and used in the

organisation.• There is an understanding of the importance of project formalities (mandate,

contracts, etc.).• Unambiguous deliverables with acceptance criteria are agreed on before development

start-up.• Business process impacts and adjustments are identified and implemented as part of

the project implementation.• Clear Go/No-Go decision points are established and controlled.• Project management is regarded as a professional discipline.

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As part of their overall governance processes, organisations must implement projectapproval and oversight arrangements to ensure that projects are approved only if there areclear business benefits and only when appropriate project management practices are inplace.

As shown below in figure 2, organisations will be at differing levels of maturity in theirproject management practices.

Project Management (PM) Maturity

1 Initial

5 Optimised

4 Managed

3 Defined

2 Repeatable

PM techniques left to project manager

Some guidelines, organisation is inthe process of learning

PM methodology formally established andcommunicated

Formal project metrics and lessons learnt

A proven full lifecycle project Methodology implemented and enforced

INC

RE

AS

ED

MA

TU

RIT

Y

Figure 2: Project Management Maturity

Given the increasing importance of project management to business success and survival,organisations following best practices support the development of project managementcompetencies and practices. Further, implementing effective project governance as partof overall corporate governance processes requires that the organisation put strategies inplace to improve project management.

As shown in figure 3, a complete project governance environment requires strongmanagement support, organisational policies mandating the use of a formal projectmanagement methodology, and in-depth training of project managers. This will ensurethat project selection, project management practices and project oversight are effectivelycarried out.

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ManagementSupport

Training AgreedProcesses

Monitoring Performance

Evaluationand Approval

Processes

Project Oversight

Mechanisms

Project Management

Executive Feedback

Mechanisms

Figure 3: Project Governance Model

The development of maturity in project management practices in an organisation requiresresources and commitment by senior management. If project management is ofimportance to the organisation, there should be commitment to the development ofproject management practices and competencies as a planned activity, managed as withany business change. This includes ensuring there are processes in place to monitor theorganisation’s performance, both in individual projects and in meeting the organisation’soverall goals.

2.2 The Project Manager’s Role in Project Governance

Project managers have a major responsibility for project governance. They areresponsible for ensuring that appropriate management practices are applied to the project,so that it achieves desired business objectives.

Before deciding to participate in a project, candidate project managers should familiarisethemselves with the complexity and risk associated with the project, while bearing inmind the overall maturity of the organisation’s project environment. If the project bearsrisk and/or complexity in excess of their skills and experience, they should do one ormore of the following:

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• Seek additional support to address areas in which their experience is weak• Ask to have the project risk and complexity reduced through an extension of

deadlines or segmentation of the project into manageable components• Decline the project

Both the project manager and the business benefit by stretching the ability of the projectmanager, while still ensuring success in the project management role. Stretching themanager to the point of failure benefits no one.

Project managers should not undertake a project for which they lack the skills andexperience, unless they are given an appropriate level of support from the organisation.Project managers also should not agree to manage a project that they believe cannot besuccessfully completed.

2.3 Project Life Cycle

Project managers in an IT environment require an understanding of system developmentlife cycles and software engineering practices that apply to the type of development withwhich they are dealing. While IT projects generally follow a standard sequence of steps,or life cycle, the terminology and grouping of those steps vary from industry to industryand from country to country. Project managers must be able to recognise the variouselements of an IT life cycle and to implement the control processes associated with eachstep.

2.4 Maturity of Software Development Processes

In an IT project environment, consideration should be given to the maturity of theorganisation’s software development processes.

The Software Engineering Institute (SEI) has developed a Capability Maturity Model(CMM) for assessing maturity. The basis for this model is that predictability,effectiveness and control of an organisation’s software processes are believed to improveas the organisation moves up five levels of maturity. Except for level 1, each maturitylevel is decomposed into several key process areas that indicate the areas in which anorganisation should focus to improve its software process. At level 2 (Repeatable), manyof the processes required under project management are required under the CMM model,which include:• Requirements management• Software project planning• Software project tracking and oversight• Software subcontract management

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• Software quality assurance• Software configuration management

The SEI5 has reported that of the 901 organisations they assessed from mid-1996 untilmid-2000, 34.9 percent were at level 1 and 38.2 percent were at level 2. The number oforganisations that have been formally assessed is relatively small, but growing. Inaddition, other organisations are using the model as a basis for their own software processimprovement without being formally assessed.

2.5 Agile Development Practices

There is some debate over the application of the Capability Maturity Model in allsituations. Increasingly, organisations are seeking to fast-track the implementation ofsystems and facilities. It is argued that the IT industry has to develop a range of practices,both for project management and systems implementation, that enable speedier deliveryof new software. Recently, the term “agile practices” has been adopted as the genericname for such practices (www.agilealliance.org).

It is important to note that these “agile” practices rely on effective schedule management,scope management and quality practices for their implementation. They may notnecessarily follow the processes envisaged under CMM, but to be effective, they do haveto follow distinct processes.

2.6 Project Complexity

Many factors increase the complexity of the management task. These should beconsidered when addressing the degree of difficulty of the project and the level of projectmanagement expertise required to manage the project. There are no hard-and-fast rulesabout what constitutes a complex project. Table 1 provides an example of a classificationin project complexity.

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Table 1: Project Complexity Classification

ComplexityClassification

Team Complexity IntegrationComplexity

TechnicalComplexity

EnvironmentalComplexity

Simple or routine Team size <10 Single platform andapplication

Technologicalfamiliarity

- Single business unit- Single business process

Medium - Team size 10-20- Multiple disciplines(1-2 streams)

Multiple platforms orapplications

Technologicalunfamiliarity

Multiple business units orprocesses

High - Team size 25-50- Multiple streams- Multiple disciplines- Remotely located

Multiple platformsand applications

Technologicaluncertainty

- Multiple business unitsand processes- Single vendors

Very High - Team size 50+- Multiple streams- Multiple disciplines- Remotely located

Multiple platformand applications

Technologicaluncertainty andunfamiliarity

- Multiple business unitsand processes- Multiple vendors- Multiple organisations

Complexity classifications depend on the project environment, which varies fromorganisation to organisation. Organisations need to take their unique project environmentinto account when determining their own rating scale.

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3. COMPETENCIES REQUIRED OF PROJECT MANAGERS

3.1 Project Management Knowledge

Project management is applied across many fields of activity, including such areas asconstruction, research, software development and the audit profession. While specialistknowledge of information technology practices is required to operate effectively in manyIT projects, the knowledge of the principles of project management and the skills neededto apply that knowledge in a project environment are consistent across the various fieldsof activities.

Individuals become increasingly competent project managers as they develop both theirknowledge of project management practices and the skills to apply this knowledge indifferent project environments. Knowledge can be gained through training and reading,as well as practical experience. Skills are developed through the application ofknowledge in a range of different practical situations.

Figure 4: The Relationship of Project Management to Other Disciplines

As shown in figure 4, project managers require knowledge and skills beyond projectmanagement practices. To operate effectively, it is essential that they have generalmanagement skills and knowledge. Increasingly, they also require knowledge of theindustry in which they work, and when IT is a significant element of the project, theyrequire knowledge of IT and its management practices. The knowledge and skillsrequired of effective project managers in an IT environment fall into four broad areas:

Project ManagementKnowledge and Skills

IT Knowledgeand Practice

Industry Knowledge

GeneralManagement Skills

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1. Project management competencies. Project managers must be knowledgeable aboutand able to apply the processes associated with project management. They also mustunderstand how the project management processes interrelate within the context ofthe project life cycle.

2. Industry competencies. Project managers must have an understanding of thebusiness context in which they operate and be able to implement and manageappropriate project management processes within that context. Since businessknowledge varies from industry to industry, this knowledge area is not addressed inthis guide.

3. IT management practices competencies. Project managers working in an ITenvironment need to understand and be able to apply the IT management practicesappropriate to their project. This requirement is addressed under each knowledge areain section 3.2. The primary focus is on projects involving software development.

4. General management competencies. Project managers must have the essentialmanagement skills required to lead, communicate and negotiate in order to ensurethat their projects achieve the desired objectives within the organisation. The generalmanagement competencies essential to projects managers are outlined in section 3.3.

3.2 Project Management Competencies

Project management competencies are organised within nine knowledge areas describedin the PMBOK® Guide.

These knowledge areas are*:• Project integration management—The processes required to ensure that the

various elements of the project are properly coordinated. It consists of projectplan development, project plan execution and integrated change control.

• Project scope management—The processes required to ensure that the projectincludes all the work required, and only the work required, to complete the projectsuccessfully. It consists of initiation, scope planning, scope definition, scopeverification and scope change control.

• Project time management—The processes required to ensure timely completionof the project. It consists of activity definition, activity sequencing, activityduration estimating, schedule development and schedule control.

• Project cost management—The processes required to ensure that the project is completedwithin the approved budget. It consists of resource planning, cost estimating, cost budgetingand cost control.

• Project quality management—The processes required to ensure that the projectwill satisfy the needs for which it was undertaken. It consists of quality planning,quality assurance and quality control.

* Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK®

Guide)—2000 Edition, Project Management Institute, Inc., 2000, Appendix G

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• Project human resources management—The processes required to make the mosteffective use of the people involved with the project. It consists of organisational planning,staff acquisition and team development.

• Project communications management—The processes required to ensure timely andappropriate generation, collection, dissemination, storage and ultimate disposition of projectinformation. It consists of communications planning, information distribution, performancereporting and administrative closure.

• Project risk management—The processes concerned with identifying, analysing andresponding to project risk. This consists of risk management planning, risk identification,qualitative risk analysis, quantitative risk analysis, risk response planning, and riskmonitoring and control.

• Project procurement management—The processes required to acquire goods andservices from outside the performing organisation. It consists of procurement planning,solicitation planning, solicitation, source selection, contract administration and contractclose-out.

Each project will be subject to similar project management processes or phases. As identified in thePMBOK® Guide, these are*:

• Initiating processes—Authorising the project or phase• Planning processes—Defining and reining objectives and selecting the best of the

alternative courses of action to attain the objectives that the project was undertaken toaddress

• Executing processes—Co-ordinating people and other resources to carry out the plan• Controlling processes— Ensuring that project objectives are met by monitoring and

measuring progress regularly to identify variances from plan so that corrective action canbe taken when necessary

• Closing processes—Formalising acceptance of the project or phase and bringing it to anorderly end

Each of the knowledge areas has sub-activities that are utilised as part of the projectmanagement processes. Each of these sub-activities occurs as part of one of the abovephases, as shown in table 2. Not all activities occur in each project. The more complex orrisky the project, however, the more attention needs to be given to each element.


Guide)—2000 Edition, Project Management Institute, Inc., 2000, page 30

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Table 2: Relationship of Processes within Knowledge Areasto Project Management Phases

Planning ProcessesInitiatingProcesses Core

ProcessesFacilitatingProcesses

ExecutingProcesses

ControllingProcesses

Closing-outProcesses

Projectintegrationmanagement

Project plandevelopment

Project planexecution

Integratedchangecontrol

Project scopemanagement

Initiation - Scopeplanning- Scopedefinition

Scopeverification

Scopechangecontrol

Project timemanagement

- Activitydefinition- Activitysequencing- Activitydurationestimating- Scheduledevelopment

Schedulecontrol

Project costmanagement

- Resourceplanning- Costestimating- Costbudgeting

Cost control

Project qualitymanagement

Quality planning Qualityassurance

Qualitycontrol

Project humanresourcesmanagement

- Organisationalplanning- Staff acquisition

Teamdevelopment

Projectcommunicationmanagement

Communicationplanning

Informationdistribution

Performancereporting

Administrativeclosure

Project riskmanagement

Riskmanagementplanning

- Risk planning- Risk identification- Qualitative riskanalysis- Quantitative riskanalysis- Risk responseplanning

Riskmonitoringand control

Projectprocurementmanagement

- Procurementplanning- Solicitationplanning

- Solicitation- Sourceselection- Contractadministration

Contract close-out

(Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—2000Edition, Project Management Institute, Inc., 2000, figure 3-9)

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The balance of this section provides detailed information on each of the nine project managementknowledge areas of the PMBOK® Guide, including:• Definition or succinct explanation of the knowledge area• Sub-processes taken directly from the PMBOK® Guide• Key knowledge and skills required to fulfil the requirements of a particular knowledge area• IT ramifications and specific considerations in an IT environment• Recommended reference sources of authority or knowledge, for those who require further

study

3.2.1 Project Integration Management

DefinitionProject integration involves integrating all elements of the project planning andmanagement processes to ensure that agreed-upon deliverables are achieved within theoverall budget and timetable. This requires making tradeoffs between competingobjectives (scope, cost, time, quality, etc.) and alternatives to develop and maintain anachievable project plan*.

ProcessesProject integration includes**:• Project plan development—Integrating and co-ordinating all project plans to create

a consistent, coherent document• Project plan execution—Carrying out the project plan by performing activities

included therein• Integrated change control—Co-ordinating changes across the entire project

Key Knowledge and SkillsAn effective project manager has the ability to apply the following knowledge and skillswhen appropriate:• Structured approaches for project planning to combine information from other

processes. This involves knowledge of the structure of a project plan and how thecontents are derived in the other processes

• Risk and quality management strategies appropriate to the selected methodology• An overall change management system that co-ordinates change across the entire

project, including configuration management, impact assessment and change controlboards

• Planning and control procedures to apply in project environments including:− Project steering committee− Project roles such as project sponsors, stakeholders and product champions− Project start-up meetings


Guide)—2000 Edition, Project Management Institute, Inc., 2000, page 41** Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK®

Guide)—2000 Edition, Project Management Institute, Inc., 2000, Appendix G

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− Phase planning and review processes− Project management information systems− Project reporting techniques− Project review meetings− Performance management techniques− Project management techniques such as control gates and Go/No-Go decision

points− Issues management− Baseline plans− Change control board and change control review process− Project assurance role(s) and mechanism(s)

IT RamificationsAn IT project manager must be knowledgeable of the various approaches to systemacquisition and implementation, and be able to understand the functionality, cost, timeand quality tradeoffs associated with each methodology.

Integration of Business and ITOne key area of concern is the integration of business with specialist activities. This ispartly an issue of resource management, i.e., ensuring that appropriate resources areavailable when required. However, consideration must be given to the integration of userrequirements with the technical constraints of the environment, as well as ensuring co-ordination of business change activities with the actual delivery of the software orhardware products. In larger projects with a wider mix of skills, specific attention tocommunication and control is required.

Benefit and Risk Analysis in an IT EnvironmentCompetent project managers recognise that the success of a project ultimately will bemeasured by the benefit that the business derives from project outcomes. They work toensure that effective benefit and risk management processes are adopted that guaranteethat a project proceeds only if there are benefits to the business and those benefits arelikely to be realised. It is thus important that project initiation include adequateconsideration of the feasibility of available options as well as an analysis of costs andbenefits. Appropriate control processes, or control gates, with agreed exit criteria, shouldbe established to determine whether the IT project will meet business objectives. Thisresponsibility requires a thorough understanding of business goals, the intendedcontribution of the IT component and the implications of necessary scope changes, alongwith effective program reporting and integration processes at the business level.

Recommended References

Software Project Management, APractitioner’s Approach, E. M.Bennatan, McGraw-Hill, 1992

A comprehensive, easy-to-readoverview of the softwaredevelopment process

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Rapid Development: Taming WildSoftware Schedules, Steve McConnell,Microsoft Press, 1996

Identification of the varioustechniques for fast-track systemsdevelopment, identifying risks andbenefits. Excellent basis forunderstanding various IT projects lifecycle approaches and their risks.

A Framework for Project andProgram Management Integration, R.Max Wideman, Project ManagementInstitute, Inc., 1986

Focus on the project managementrole as the integrator of the PMBOKknowledge areas

Managing the Software Process,Watts S. Humphrey, Addison-WesleyPublishing Company, 1989

For more advanced reading. WattsHumphrey is one of the founders ofthe Capability Maturity Model(CMM). Provides practical guidelinesfor implementation of CMM.

Information Technology LifecycleProcesses, ISO/IEC 12207, 1997

Standards to which softwaredevelopment projects must comply.These differ from country to countryand region to region.

3.2.2 Project Scope Management

DefinitionProject scope management involves activities to define and control what is included inthe project and what is out of its scope. This forms the basis of the project plan andunderpins the development of other elements of project planning and management.

ProcessesProject scope management includes*:

• Initiation—Authorising the project or phase• Scope planning—Developing a written scope statement as the basis for future

project decisions• Scope definition—Subdividing the major project deliverables into smaller, more

manageable components• Scope verification—Formalising acceptance of the project scope• Scope change control—Controlling changes to project scope

Key Knowledge and SkillsAn effective project manager has the ability to apply the following knowledge and skillswhen appropriate:• Organisational processes for formally authorising a project, including the

establishment of an oversight steering committee• The format of vision and scope statements

*Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—2000 Edition, Project Management Institute, Inc., 2000, Appendix G

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• Methods to define products and activities, e.g., work, organisation and productbreakdown structures

• Mechanisms for elicitation, analysis, specification and verification of requirementsincluding:− Focus groups− Joint application design sessions− Context diagrams− Prioritisation and validation of requirements− Prototypes− Requirements traceability matrix− Requirement specification− Acceptance testing− Quality assurance

IT RamificationsAn IT project manager also needs to have knowledge and skills in:• Software requirements specification formats• The practices of change control, both for project activities and software products

during the various life cycle phases, including system release

Potential for Scope Changes in IT DevelopmentThe management of scope requires considerable attention in IT projects. The systemdevelopment life cycle involves a translation from business vision to functionalrequirements to technical design to system architecture to development andimplementation. During each of these phases of development there is the potential formisinterpreting requirements and for accidental or deliberate changes from the originalintention. These can lead to the delivery of the wrong product, process changes resultingin a failure to deliver functionality as required or additional time and cost requirements.

The process of scope definition determines what is out of scope for the project. One riskin IT projects is that the business process changes required to achieve the benefit from theinvestment in IT are seen as outside of scope.

Configuration ManagementTo address these problems, the system development life cycle should follow a standardprocess of verification and validation back to the original requirements, for both in-housedevelopment and acquisition. The process also should involve rigorous change andconfiguration management practices to ensure that only approved changes are made tooriginal requirements, and that accidental changes are prevented. Adherence to thechange control process must be enforced by strict discipline of the development team andsubject to independent testing before acceptance by an independent acceptance test team.This requires both control over paper-based documents and computer-based controls overchanges to software during development, testing and implementation.

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Software Requirements, KarlE. Wiegers, Microsoft Press,1999

A sound basis for understanding requirementsmanagement. A common-sense approach withbest practices and tips that make this a valuableresource

Project Management InstitutePractice Standard for WorkBreakdown Structures, ProjectManagement Institute, Inc.,2001

Guidance and universal principles for the initialgeneration, subsequent development andapplication of the Work Breakdown Structure(WBS)

Software ConfigurationManagement, The ChangingImage, Marion V. Kelly,McGraw-Hill, 1996

Program management focus and technicalaspects of SCM with practical implementationadvice

3.2.3 Project Time Management

DefinitionProject time management is the administration and control of the finite resource of time,and includes the development and oversight of a project schedule and plan.

ProcessesProject time management includes*:

• Activity definition—Identifying the specific activities that must be performed toproduce the various project deliverables

• Activity sequencing—Identifying and documenting interactivity dependencies• Activity duration estimating—Estimating the number of work periods that will

be needed to complete individual activities• Schedule development—Analysing activity sequences, activity durations and

resource requirements to create the project schedule• Schedule control—Controlling changes to the project schedule

Key Knowledge and SkillsAn effective project manager has the ability to apply the following knowledge and skillswhen appropriate:• Mechanisms for identifying project milestones and activities, including

decomposition and activity templates• The use of automated tools to establish project schedules• The use of techniques such as precedence diagramming, etc.• Methods for estimating activity duration, including the use of experienced estimators,

development of “rule of thumb” estimation techniques, and the use of reserve orcontingency time

• Approaches for monitoring schedules, including milestones, control points andGo/No-Go decision points in the schedule

• *Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—2000Edition, Project Management Institute, Inc., 2000, Appendix G

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IT Ramifications

Time Management Issues in an IT EnvironmentTime management in an IT environment, as with all projects, requires continual attention.Common areas of concern are:• Initial deadlines that may be set prior to the commencement of the project without

adequate consideration of the time required• Time lost during project initiation because of lack of effective project management

during this phase and ambiguous project scope• Variations in time requirements for individual tasks according to managers’ skills and

the development environment in which they operate• Delays caused by the use of new technology or inclusion of difficult requirements• Time required to build up project staff and resources• Time required to define user resources and gain commitment by senior management• The need for contingency planning and practices to cope with unpredictable events

Supporting ActivitiesIn developing the schedule, care must be taken to ensure that appropriate attention isgiven to supporting activities such as phase planning and review, and quality controlactivities. This often is neglected in IT projects.

Business User ActivitiesProject managers need to ensure that all activities for the user community are planned andestimated. This affects the direct cost of a project, as well as its success or failure, due toinadequately planned user resources. Unfortunately, it is an area that often is overlooked.


Measures for Excellence, ReliableSoftware, On Time, Within Budget,Lawrence H. Putman, Ware Myers,Yourdon Press Computing Series, 1992

Focus on an empirical function relatingcost, schedule and system size, basedon thousands of actual softwareprojects

The Mythical Man Month, Essays onSoftware Engineering, Frederick P.Brooks, Addison Wesley, 1975

Full of wisdom about systemdevelopment processes

Analysis Bar Charting, JohnMulvaney, Management Planning andControl Systems, 1980

A simplified approach to the criticalpath method

Project and Production Scheduling,Quentin W. Fleming, ProbusPublishing Co., 1987

Basic material on scheduling

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3.2.4 Project Cost Management

DefinitionProject cost management is the planning and control required to ensure that a project iscompleted within the approved budget.

ProcessesProject cost management include*:

• Resource planning—Determining what resources (people, equipment, materials)and what quantities of each should be used to perform project activities

• Cost estimating—Developing an approximation (estimate) of the costs of theresources needed to complete project activities

• Cost budgeting—Allocating the overall cost estimate to individual workactivities

• Cost control—Controlling changes to the project budget

Key Knowledge and SkillsAn effective project manager has the ability to apply the following knowledge and skillswhen appropriate:• The relationship between cost, quality and schedule and the risk to cost that can result

from changes to quality and schedule• Mechanisms for estimating resources and cost, including work breakdown structures,

bottom-up estimation using expert judgment, and parametrics such as function pointanalysis and resource rates

• The use of computerised tools for cost and schedule estimation• A cost management plan to indicate how cost variances will be managed• Mechanisms for cost monitoring and control, including cost baseline and performance

measurement reports

IT Ramifications

Impact of the Development Environment on Project CostIn developing an IT project plan, it is important to consider the environment in whichsystems are developed. Providing the development staff with support and the correcttools can reduce the overall cost of development. Project managers should ensure theproject utilises the most appropriate mix of methodologies, software tools and skills toidentify and achieve the most cost-effective project solution.

Monitoring CostsCare must be taken to ensure that all elements of cost are included and monitored. Thisincludes hardware and software costs, as well as business area costs associated with theproject. Many projects undertaken by internal staff do not track the cost of staffresources. This may result in an inefficient use of resources because staff resources aretreated as “free” during business decisions about the project.

*Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—2000Edition, Project Management Institute, Inc., 2000, Appendix G

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Earned Value Project ManagementSecond Edition, Quentin W. Fleming,Joel M. Koppelman, ProjectManagement Institute, Inc., 2000

Description of earned value projectmanagement in its most fundamentalform, for application to all projects, ofany size and complexity

Cost Estimators Reference Manual,Rodney D. Stewart, John Wiley &Sons, 1995

Software estimation and design, tocost techniques

Measures for Excellence, ReliableSoftware, On Time, Within Budget,Lawrence H. Putman, Ware Myers,Yourdon Press Computing Series, 1992

Focus on an empirical functionrelating effort (cost), schedule andsystem size, based on thousands ofactual software projects. The projectscover a huge range of sizes and comefrom a variety of problem domains.

3.2.5 Project Quality Management

DefinitionProject quality management involves those activities that ensure the project delivers aproduct or products that satisfies project objectives. This includes the definition of qualitypolicies, objectives and responsibilities, and is implemented by means such as qualityplanning, quality control, quality assurance and quality improvement, within the qualitysystem.

ProcessesProject quality management includes*:

• Quality planning—Identifying which quality standards are relevant to the projectand determining how to satisfy them

• Quality assurance—Evaluating overall project performance on a regular basis toprovide confidence that the project will satisfy the relevant quality standards

• Quality control—Monitoring specific project results to determine if they complywith relevant quality standards, and identifying ways to eliminate causes ofunsatisfactory performance

Key Knowledge and SkillsAn effective project manager has the ability to apply the following knowledge and skillswhen appropriate:• The components of a quality management system, including quality control and

quality assurance and the responsibilities for each• Generally accepted quality standards, such as ISO 9000


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• Best practice in quality management, including the need for:− Quality plans− Quality standards for each stage of the life cycle, including such items as standard

templates for deliverables, design, build and usability standards− Reviews, walkthroughs and inspections− Testing practices− Quality log

IT Ramifications

Quality Management in an IT EnvironmentQuality management processes exist to ensure that the resultant systems meet businessrequirements in terms of functionality, quality, integrity, maintainability, supportabilityand operability.

Quality control processes should be progressive in order to detect requirements, design orprogramming faults as early as possible. Reviews and inspections of developed productswill ensure that they meet appropriate standards. The project schedule must include thenecessary activities and time to resolve any faults or issues identified during thesereviews. This is particularly important during the development phases when reviews ofdesign and code are important to ensuring the robustness of design and constructionprocesses.

Responsibility for QualityUnder an effective project governance arrangement, the steering committee has an overallresponsibility for agreeing on the level of quality required and obtaining assurance thatquality objectives are achieved. The responsibility for ensuring that an appropriate qualitymanagement system is in place rests with the project manager. Competent projectmanagers ensure that quality control processes are implemented and are appliedthroughout the project life cycle. Deviations in quality, both in process and deliverables,are identified early so that appropriate action can be taken.

Impact of Contracting OutIf elements of the project are contracted out (for example, system development ortechnology acquisition), the responsibility for the quality of outsourced elements restswith the contract organisation, which should ensure the implementation of appropriatequality control and assurance process. The responsibility for overall quality still restswith the project team, which should develop its own quality plan. The plan should outlinethe activities being undertaken by the customer, including independent assuranceprocesses when appropriate, as well as acceptance testing.

Organisational StandardsQuality processes need to take into account organisational standards and processes for IT,while implementing processes appropriate to the project and its objectives at the sametime. Competent project managers establish a quality culture within the project team. Key

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issues to consider include quality criteria for adopting items such as formats for commondocuments (e.g., requirements and screens and other design standards, coding practices)and the quality checks required to achieve these criteria.


Software Quality, A Framework forSuccess in Software Development andSupport, Joc Sanders, Eugene Curran,Addison Wesley, 1993

A guide to software quality issuesand ISO standards for implementersof software systems. Clarifiesquality issues in softwareengineering for both managers andengineers, provides high-level,technical advice on implementingquality systems and summarisesclearly the relevant quality standardsISO 9001, 9000-3and 9004-2.

Code Compete, A Practical Handbook ofSoftware Construction, Steve McConnell,Microsoft Press, 1993

Practical information on developingapplication systems. Provides usefulinformation on quality processes forcode development.

Software Inspection, Tom Gilb, DorothyGraham, Addison-Wesley, 1993

An advanced book on improvedpractices in quality

Online Writings on Heuristic Evaluation,Jakob Nielsen, useit.com/papers/heuristic/

Useful guide to issues in usability.

3.2.6 Project Human Resources Management

DefinitionProject human resources management involves those processes required to make the mosteffective use of the people involved in a project. These include all project stakeholders:sponsors, customers, individual contributors and others who have a stake in the outcomeof the project.

ProcessesProject human resources management includes*:

• Organisational planning—Identifying, documenting and assigning project roles,responsibilities and reporting relationships

• Staff acquisition—Getting the human resources needed assigned to and workingon the project

• Team development—Developing individual and group competencies to enhanceproject performance


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Key Knowledge and SkillsAn effective project manager has the ability to apply the following knowledge and skillswhen appropriate:• The roles, responsibilities and skill sets of the project manager and other key project

members, for example, technical and business team leaders• The strengths and weaknesses of alternative team structures• An organisational responsibility matrix to show respective responsibilities• A staffing management plan showing when human resources are required, with

supporting details such as job descriptions and training requirements• The processes for staff recruitment, procurement and reassignment once their project

activities have ceased• Techniques for delegating, motivating, coaching, mentoring and other subjects related

to dealing with individuals• Techniques for team building, conflict management and other subjects related to

dealing with groups and teams

IT Ramifications

Quality of StaffThe key to successful delivery of systems, software and facilities is the quality andexperience of the staff involved. A major challenge for the IT profession is ongoingdemand for such staff. It is crucial for the project manager to build teams that capitaliseon the available skills and experience through the establishment of appropriate team andsupervisory review structures. The importance of team structures and competence of teammembers increases when fast-track or “agile” system development methodologies areused.

Team StructuresCompetent project managers ensure that an organisational structure appropriate to thesize and complexity of the project is established, and that the team works togethereffectively to achieve project objectives. This necessitates the implementation of anappropriate project governance structure, and the definition and implementation of teamroles and reporting structures.

Project managers must understand which skill sets are required of each position, Theyneed to understand that while less skilled individuals may cost less, they may not becompetent in a more senior role. Conversely, more expense resources (such as a technicalarchitect) most often are required to ensure successful delivery.

The team structure also will depend on the size and complexity of the developmentprocess and the skills needed. Organisational structure becomes increasingly important asprojects increase in size. Software development teams are generally best organised intosmall development teams.

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Planning for Reallocation on Project CompletionAppropriate structures and processes should be established to ensure employeereallocation after they complete their duty on the project. Failure to provide thisassurance ultimately may result in staff resistance to project assignments.


Organizing Projects for Success: TheHuman Aspects of Project Management,Volume One, Vijay K. Verma, ProjectManagement Institute, Inc., 1995

Explains how critical it is to understandthe issues of authority, accountability,reliability and responsibility, to gain thecommitment of project participants andto delegate effectively

Human Resource Skills for the ProjectManager: The Human Aspects ofProject Management, Volume Two,Vijay K. Verma, Project ManagementInstitute, Inc., 1996

Practical guidelines that can be used todevelop and implement the human skillsappropriate to project management

Managing the Project Team: TheHuman Aspects of Project Management,Volume Three, Vijay K. Verma, ProjectManagement Institute, Inc., 1997

Emphasis on developing and sustainingthe project team throughout the projectlife cycle

Peopleware Productive Projects andTeams, 2nd Edition, Tom DeMarco andTimothy Lister, Dorset HousePublishing

Straightforward advice on how toestablish effective IT teams

3.2.7 Project Communications Management

DefinitionProject communications management involves the timely and appropriate generation,collection, dissemination, storage and ultimate disposition of project information. Itprovides the critical links among people, ideas and information that are necessary forsuccess within the project team and out to the business*.

ProcessesProject communication involves the following major processes**:

• Communications planning—Determining the information and communicationneeds of the stakeholders—who needs what information, when they will need it,and how it will be given to them

• Information distribution—Making needed information available to projectstakeholders in a timely manner

• Performance reporting—Collecting and disseminating performance information.This includes status reporting, progress measurement and forecasting.

*Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—2000Edition, Project Management Institute, Inc., 2000, page 117** Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—2000Edition, Project Management Institute, Inc., 2000, Appendix G

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• Administrative closure—Generating, gathering and disseminating information toformalise phase or project completion

Key Knowledge and SkillsAn effective project manager has the ability to apply the following knowledge and skillswhen appropriate:• Assessment of the communication requirements of various stakeholders• Issues that need to be addressed in a communications management plan. These

include:− The structure for filing project information, both in paper-based systems and

electronic records management systems− A distribution structure for key information (e.g., status reports, technical

documentation, schedule, problem reports) and a method for distributing theinformation to various members of the project structure

− Appropriate formats for the various key documents• Techniques for communicating effectively within a project environment• Mechanisms for retrieval and distribution of information• Mechanisms for performance reporting, including status and progress reporting, using

such techniques as:− Performance review meetings− Variance analysis− Trend analysis− Earned value analysis

• The frequency, duration and format of steering committees and project team meetings

IT Ramifications

Communication between Project and Business AreasProjects involving IT often are perceived as IT projects rather than business projects. It iscritical to have adequate communication between the project and the business areas thatwill be the eventual owners and users of the systems and data.

When projects involve a significant level of business change, competent project managersput communication and change management strategies in place to ensure the commitmentof key parties to the implementation of change. This should be a planned activity withproposed activities included in a communication or change management strategy.

Progress ReportingCompetent project managers ensure that there is appropriate reporting to seniormanagement about the progress of the project against its original schedule, so that theimpact and risks to the business can be clearly understood and addressed. The projectsteering or oversight committee should be consulted about the level of reporting theyrequire. In this way, the impact of technical issues is clearly conveyed to non-technicalcommittee members, and there is no confusion about the impact of changes on the projectand on the business.

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Powerful Communication Techniques,Collin McKenna, Career Press, 1998

Authoritative guide on how to bridgecommunications gap

Project Management, A SystemsApproach to Planning, Scheduling andControlling, 6th Edition, HaroldKertzner, John Wiley & Sons, 1998,page 267ff

A reasonable discussion of issuesrelating to project communication

3.2.8 Project Risk Management

DefinitionProject risk management is the administration and control of risk elements of the project.It includes the processes concerned with identifying, analysing and responding to projectrisks, maximising the results of positive events and minimising the consequences ofadverse events.

ProcessesProject risk management includes*:

• Risk management planning—Deciding how to approach and plan for the riskmanagement activities for a project

• Risk identification—Determining which risks might affect the project anddocumenting their characteristics

• Qualitative risk analysis—Performing a qualitative analysis of risk andconditions to prioritise their effects on project objectives

• Quantitative risk analysis—Measuring the probability and consequences of risksand estimating their implications for project objectives

• Risk response planning—Developing procedures and techniques to enhanceopportunities and reduce threats to the project’s objectives

• Risk monitoring and control—Monitoring residual risks, identifying new risks,executing risk reduction plans and evaluating their effectiveness throughout theproject life cycle

Key Knowledge and SkillsAn effective project manager has the ability to apply the following knowledge and skillswhen appropriate:• Risk management in the context of the project life cycle. This includes:

− Explicit assessment of risk during project initiation. In this way, a project strategy(e.g., timetable, phasing of deliverables, technology to be used) can be developedthat can reduce the risk

− Ongoing risk monitoring throughout the life of the project

* Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—2000Edition, Project Management Institute, Inc., 2000, Appendix G

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• Risk assessments as part of the day-to-day project management, using tools such aschecklists, interviewing and workshops

• Risk management strategies such as risk reduction, risk monitoring and contingencyplanning

IT Ramifications

Inherent Risks in IT ProjectsThere are risks inherent in any IT project because of the timeframe and complexity. Somerisks are external to the project and result from issues such as the potential for changingrequirements. Others are internal to the project and may involve staff losses, delays incompletion of tasks, problems with technology, etc. In choosing the system developmentapproach, consideration should be given to minimising the risk in achieving businessobjectives.

Go/No-Go Decision PointsIn more complex projects, the project manager should identify points at which the overallproject risk should be reassessed. These are often Go/No-Go decision points for theproject or points at which the timetable for implementation should be reviewed.

Fast-Track ProjectsThere is an increasing trend toward fast-track system development so that systems aredelivered to meet business timetables. Such an approach may involve the risk that poorquality software will be delivered. Applying appropriate quality management processescan mitigate this risk.


Project and Program Risk Management: AGuide to Managing Project Risks andOpportunities, R. Max Wideman, editor,Project Management Institute, Inc., 1992

A useful introduction to risk managementin a project or program environment

Risk Management for Software Projects,Alex Down, Michael Colemen, PeterAbsolon, The IBM McGraw-Hill series,1994

A practical guide to risk management inan IT environment, containing usefultechniques for risk assessment, reductionand monitoring

3.2.9 Project Procurement Management

DefinitionProject procurement management is the acquisition of goods and services from suppliersoutside the project environment to achieve the project objectives.

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ProcessesProject procurement management includes*:

• Procurement planning—Determining what to procure and when• Solicitation planning—Documenting product requirements and identifying

potential sources• Solicitation—Obtaining appropriate quotations, bids, offers or proposals, as

appropriate• Source selection—Choosing from among potential sellers• Contract administration—Managing the relationship with the seller• Contract close-out—Completing and settlement of the contract, including

resolution of any open items

Key Knowledge and SkillsAn effective project manager has the ability to apply the following knowledge and skillswhen appropriate:• Methods for seeking the service or product to be acquired and their use, including the

use of:− Statements of work− Requests for tender− Requests for proposals− Requests for information

• Techniques for soliciting responses, including:− Bidder conferences− Advertising

• Methods for evaluating procurement responses, including:− Evaluation criteria− Financial capability evaluations− Reference checks− Benchmarking

• Processes for contract negotiations• Processes for contract administration

IT Ramifications

Options for Software Acquisition and DevelopmentThere are many options for software acquisition in addition to in-house development.These include:• Commercial-off-the-shelf (COTS)—Commercially available “fit for purpose”

software that has been developed for a broad spectrum of commercial users• Modified-off-the-shelf (MOTS)—A software product that already is developed and

available, usable either as is or with modification and provided by the supplier,purchaser acquirer or a third party

• Software developed under contract—Software developed under contract by anexternal organisation

* Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—2000Edition, Project Management Institute, Inc., 2000, Appendix G

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In the last two options, great care must be paid to maintenance and support processesafter the initial project completion. The utilisation of MOTS could lead to incompatibilityissues with future software release versions, quick obsolescence of the overall package,and/or excessive maintenance costs.


Management of Project Procurement,Charles L. Huston, McGraw Hill, 1996

A very comprehensive book, written intextbook style with good case studies,questions and class exercises at the end ofeach chapter. An excellent reference forinformation on contract pricing,schedules, budget, specifications and thebid and award process. Covers all phasesof procurement management, frommaking the decision to procure a productor service to contract close-out. Anexcellent source of practical informationfor any project manager who intends tocontract out a portion of work

Managing Software Acquisition, OpenSystems and COTS Products, B. CraigMeyers, Patricia Oberndorf, AddisionWesley, 2001

Provides a reasonable overview of issuesrelating to the acquisition of commercial-off-the-shelf products

3.3 General Management Competencies

While much of the knowledge and skills required by project managers may be unique toproject management, there also is overlap with other management disciplines. Inparticular, project managers require general management competencies that enable themto be effective in planning, organising, staffing and controlling an ongoing area ofoperations.

3.3.1 Leadership

Leadership involves motivating and inspiring others to maintain their commitment in theface of daunting project challenges. It also includes helping others see the larger contextof their everyday work.

Effective project managers demonstrate leadership by establishing direction,communicating the project vision by words and deeds, and motivating others toovercome barriers to change.

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Leadership From Within, Peter Urs Bender,Stoddart Publishing Co. Ltd., 1997

Good introduction to leadership.Written in a down-to-earth style thatemphasises essential values such asvision, passion, and self-knowledge.

3.3.2 Communication

Communication—a two-way exchange of information—is vital to all projects. Theperson issuing the communication strives to make the information clear, succinct andunambiguous. The person receiving the communication endeavours to make sure theinformation is understood. Both parties encourage confirming feedback. Communicationhas many dimensions:• Written and oral• Content and emotional context• Formal (e.g., reports, briefings) and informal (e.g., memos, ad hoc conversations)• Internal (within the organisation) and external (with customers, media, the public)

Effective project managers ensure that communication, both oral and written, is clear,succinct and unambiguous and appropriately targeted to its intended audience. Ingeneral, an effective project manager:• Listens with empathy• Expresses ideas clearly• Expresses feelings and convictions with consideration for the thoughts and

feelings of others• Confirms what was said and heard• Chooses the form and timing of the message appropriately for the intended

audience• Creates professional quality communication instruments


Powerful Communication Techniques, CollinMcKenna, Career Press, 1998

Authoritative guide on how to bridgegaps in communications

3.3.3 Decision Making

Decision making means making the best choice from among available alternatives.Decisions can be “acquired” (from the customer, the team and other managers) as well as

33

made. Decision making has a time element to it—the best alternative may not be the rightdecision if it is made too early or too late.

Effective project managers are able to make sound and timely decisions within theconstraints of the timeframe and information available. The project manager whoexercises the following activities has a good chance of consistently making sounddecisions:• Using a structured approach for all significant decisions• Seeking and listening to both facts and opinions• Making decisions when needed (neither too early nor too late)• Delegating decisions when appropriate• Escalating decisions when appropriate• Documenting important decisions• Following up to ensure decisions are implemented


Risk and Decision Analysis in ProjectsSecond Edition, John Schuyler, ProjectManagement Institute, Inc., 2001

Decision analysis is the discipline that helpspeople choose wisely under conditions ofuncertainty. Introduces risk and decisionanalysis applied to project management.

The New Rational Manager, Kepner-Tregoe, 1981

Clarifies how individuals can improve theirproblem-solving and decision-making skills,and how an organisational system can reflecta more rational approach in these vital areas

3.3.4 Negotiation

Negotiating means reaching agreement that satisfies all parties—both with having anagreement and with the content of the agreement itself.

Effective project managers have skills that ensure that agreements are reached on keyproject factors such as scope, cost and schedule outcomes. These skills include:• Preparing appropriately and sufficiently for negotiations• Exploring stakeholders interests in a thorough way• Working to find the best among many options• Using objective criteria to evaluate proposed agreements• Forging compliance-prone commitments• Dealing well with aggressive negotiators• Negotiating changes to baseline plans that preserve working relationships

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Getting to Yes: Negotiating AgreementWithout Giving In, Fisher, Roger andUry, Penguin Books, 1991

Proven strategies to come to mutuallyacceptable agreements in any type ofconflict

Influence Without Authority, AllanChen and David Bradford, John Wiley& Sons, 1991

Techniques for managing upward,laterally and downward

3.3.5 Problem Solving

Problem solving is a combination of problem identification (what is the problem) andsolution assessment (what can be done). Project problems may be technical (e.g.,differences of opinion about the project deliverables), managerial (e.g., a functionalgroup not performing according to plan), or interpersonal (e.g., personality or styleclashes). Problem solving may lead to decision making when a problem has manypossible solutions.

Effective project managers have the skills and ability to define problems, distinguishbetween causes and symptoms, determine options and make appropriate decisionsbased on available facts. This includes:• Using a structured approach for all significant problems• Looking for the root cause, not only symptoms• Encouraging innovative and creative solutions• Involving the team and the customer in problem solving• Asking perceptive questions• Ensuring concurrence on the solution is agreed to by all parties• Following up to ensure the problem remains solved• Documenting problems solved and lessons learned


Involving Others in Problem Solving,Mark Froman, Perry Pascarella,Berrett-Koehler Publishing, 2000

Explains how to develop the skills that arekey to becoming a successful team leader,with step-by-step facilitation guidelinesand proven tips, tools and techniques

Risk and Decision Analysis in ProjectsSecond Edition, John Schuyler, ProjectManagement Institute, Inc., 2001

Decision analysis is the discipline thathelps people choose wisely underconditions of uncertainty. Introduces riskand decision analysis applied to projectmanagement.

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The New Rational Manager, Kepner-Tregoe, 1981

Makes clear how individual managers canimprove their problem solving anddecision making, and how organisationalsystems can reflect a more rationalapproach in these vital areas

3.3.6 Facilitation

Facilitation involves assisting progress or making improvements through utilising a set ofskills that promotes discussion and debate designed to arrive at an agreed-upon outcome.It often is directed toward helping diverse groups of people learn from their collectiveexperience, take joint action and develop their own group skills.

Effective project managers have the skills, techniques and abilities to help projectmembers and stakeholders work together to come to common agreement onobjectives, strategies and approaches. Effective project managers:• Use a structured approach to ensure a project is handled in the easiest, most

efficient manner• Work with all involved and empower others with a sense of ownership of specific

tasks• Speak their mind in a professional manner• Manage diverse groups• Use knowledge, experience and quality thinking to manage conflicts• Enhance collaboration and understanding among participants• Think creatively, with the ability to seek win/win solutions


How to Lead Work Teams: FacilitationSkills, Fran Rees, John Wiley & Sons,2001

Instruction on how to develop the skillsthat are key to becoming a successful teamleader, with step-by-step facilitationguidelines and proven tips, tools andtechniques

3.3.7 Coaching and Empowerment

Project managers encourage personal and professional growth among members of theproject team. This includes coaching and encouraging growth in an individual’s chosenfunctional area.

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Effective project managers promote the development of skills within their project team by:• Insisting on the best that each individual can do• Valuing each individual’s growth and achievements• Knowing each individual’s personal and professional goals• Delegating work appropriately for the person and the situation• Ensuring that the person has the resources needed to carry out work assigned• Giving prompt feedback on performance, praising good work or offering assistance• Mutually agreeing on criteria to be used in performance reviews


How to Lead Work Teams: FacilitationSkills, Fran Rees, John Wiley & Sons,2001

Instruction on how to develop the skills that arekey to becoming a successful team leader, withstep-by-step facilitation guidelines and proventips, tools and techniques

The Coach: Creating Partnerships forthe Competitive Edge, Stowel, Stevensand Starcevich, The Centre forManagement and OrganisationalEffectiveness, 1987

Motivation of employees by modelling the rightbehaviours and values

3.3.8 Team Building

A team is a group of individuals who depend on each other for success (“no one succeedsunless we all succeed”). Team building means encouraging and enabling people to worktogether in order to accomplish project objectives.

Competent project managers take appropriate action to build an effective team by:• Defining the team, including all relevant stakeholders• Sharing management responsibilities with the team• Talking about process as well as results• Surfacing and dealing with conflicts• Insisting on the best the team can do• Calling attention to team achievements• Developing good team players• Building teams that see themselves as teams• Inspiring discipline rather than enforcing it• Working hard to achieve consensus on all major decisions.*

*Consensus decisions often are hard, if not impossible, to reach. In such situations, the project manager makessure everyone has the right to express his/her view, but also adheres to and respects the decisions made.

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Collaborating for Success, John L.Mariotti, Barrette-Koehler, 2000

Identification of the conditions that lead toa successful collaborative effort

Cross Functional Teams, Parker andGlenn M. Parker, Jossey-Bass, 1994

Offers concrete advice and inspiration toteam members, team leaders and seniormanagement

3.3.9 Customer Relations

Customer relations involve representing the organisation or project team to an external(or internal) customer and representing the customer to the organisation. The benefit ofdeveloping and maintaining good customer relations is that both parties not only acceptthe project results, but also are enthusiastic about the product and the process. Ownershipof the project’s outcome is the key goal of customer relations.

Effective project managers:• Work to understand the customer’s point of view• Advocate appropriately for the customer within the organisation• Advocate appropriately for the organisation to the customer• Make themselves accessible, available and responsive to customers• Seek customer feedback about project performance• Create mutual interest in repeat business• Show respect for the customer at all times


The Loyalty Effect, Reichheld,Fredrick, Bain and Company, 1996

Analysis of the relationship betweencorporate profits and employees,customers and investment loyalty

3.3.10 Organisational Effectiveness

Organisational effectiveness describes the ability to get things done in a timely andqualitatively effective manner within a wider organisation. It requires an understanding ofthe organisation’s formal and informal structures, policies and procedures.

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Effective project managers:• Know who to go to for help• Win approval of requests for support• Show respect for individuals regardless of position• Maintain a network of contacts from whom to get assistance• Know which resources are scarce and manage them carefully• Are well educated regarding core businesses of the organisation• Know the organisational structure of the department and the company• Know and adhere to standard project management methodology


Managing Conflict in Organisations,M. Afzalur Rahim, Quorum Books,2001

Discussion of the nature and measurementof conflict, and the relationship of conflictto organisational learning andeffectiveness

39

4. COMPETENCY ASSESSMENT AND DEVELOPMENT

Now that you understand the knowledge and skills required of a project manager in an ITenvironment, how do you develop these competencies? This section outlines a processyou can use to support your own development as a project manager, regardless whetheryou are a novice or an experienced project manager who would like to refine your skills.

The process begins with an assessment of the current proficiency level of your projectmanagement and general management competencies. You then compare the currentproficiency level of each competency with the target proficiency level (where you thinkyou should be or want to be). The difference is your competency gap. Working with yourmanager and/or mentor, you identify two or three competencies that you will focus on fordevelopment. Together, you agree on a learning plan that is realistic and supports yourindividual learning style. The final step is putting your plan into action, whether it betaking courses, reading, trying new behaviours, taking on challenging assignments orworking with a mentor or coach. In order to support your learning, you will requirefeedback from a knowledgeable individual who has had an opportunity to observe yournew skills in action. This individual can be your manager, a peer or your mentor. Theimportant thing is that you have a trusting relationship and that he or she has anunderstanding of what success looks like, in terms of the competencies you are trying todevelop.

This document supports the development of project management and generalmanagement competencies. The process would be the same, however, for IT managementand industry knowledge competencies.

4.1 Competency Assessment

The competency assessment is conducted as a self-evaluation against the projectmanagement and general management competencies outlined in this manual. You will beasked to reflect on the specific behaviours (referred to as behavioural indicators) that youdemonstrate at work and compare those to the behaviours exhibited by a project managerat the level you are targeting. Consulting and validating your behaviours with others is anoptional activity and may provide additional insight into your developmental needs.Completing the self-assessment for the first time will not be a quick activity. You mightwant to divide this work into a few sessions.

4.4.1 Assess Your Project Management Competencies

The project management competencies are outlined in the appendix, tables A1 to A9. Theobjective of the assessment is to determine your proficiency level (Advanced Beginner,Competent or Proficient) for each skill area. To assess each project managementcompetency:

40

• Read the skill area and the behavioural indicators for each proficiency level todetermine your current level. You should be able to think of at least two recentexamples of when you demonstrated the behavioural indicators for that level. Enteryour current proficiency level in the table.

• Determine the target proficiency level (where you would like/need to be) for eachskill area by reviewing the behavioural indicators. Your target level will depend onyour organisational standards, the complexity of your projects and the expectations ofyour manager and your organisation.

Once you have determined your current and target proficiency levels for the skills withineach competency:• Review and confirm your assessment results with your manager or project

management mentor.• Identify one or two project management competencies that you will focus on for

development. Select the competencies with the largest gap or those that are mostimportant or valuable to develop.

4.1.2 Assess Your General Management Competencies

The general management competencies are outlined in the appendix, table B. Theobjective of the assessment is to determine your proficiency level (Advanced Beginner,Competent or Proficient) for each competency. To assess each general managementcompetency:• Review the behavioural indicators for each proficiency level to determine your

current level. You should be able to think of at least two recent examples of whenyou demonstrated the behavioural indicators for that level. Enter your currentproficiency level in the table.

• Determine the target proficiency level for each skill area by reviewing thebehavioural indicators. Your target level will depend on your organisationalstandards, the complexity of your projects and the expectations of your manager andyour organisation.

Once you have determined the current and target proficiency levels for each competency:• Review and confirm your assessment results with your manager or project

management mentor.• Identify one or two general management competencies that you will focus on for

development. Select the competencies with the largest gap or those that are mostimportant or valuable to develop.

4.2 Learning Plan Development

The next step is to develop a plan of action. Ask yourself: “What exactly do I want todevelop (learning objectives) and what is the best way to go about it (learningactivities)?” Appendix A, table C, the Learning Plan, is designed to capture yourlearning objectives and activities. It is important to document this because research shows

41

that we are much more likely to work toward goals that are written down. The learningplan will focus on one or two project management competencies and/or one or twogeneral management competencies that either require development or are of professionalor personal interest to you.

For each competency you plan to develop, begin by identifying your learning objectives:what specifically will you do differently as a result of the learning? Once you have clarityon your learning objectives, you can determine how best to meet these objectives. Youroptions include such methods as training (informal training such as reading andcomputer/web-based learning or formal classroom training), developmental assignments,on-the-job coaching or mentoring. Sometimes a developmental plan consists mainly ofpractising a specific skill or competency and arranging for feedback and coaching asrequired.

The following section provides a number of recommended learning options that mayprove of interest when you are developing your learning plan. They include specificcourses, reading, web sites and other learning activities.

4.2.1 Courses

There are many courses offered by a range of sources, including local chapters of projectmanagement associations. You will find a full listing of international project managementorganisations on the International Project Management web site atwww.ipma.ch/natassoc.htm.

Course topics that would be useful include:7

• Project management: tools, principles and practices. Every project manager shouldattend a project management fundamentals course that teaches basic project planning,estimating and risk analysis techniques. Such a course provides instruction in theskills that are necessary to plan, schedule and control projects of all kinds.Techniques covered should include work breakdown structures, criticalpath/PERT/GANTT scheduling, earned-value analysis and much more.

• How to lead, manage and facilitate project teams. Project managers should befamiliar with basic management practices such as team building, motivating teammembers, developing effective project teams, and dealing with senior managers,contributing department managers and other stakeholders.

• Organisational issues. A project manager should be aware of techniques formanaging across organisations when the project manager has all the responsibilityand no, or little, direct authority. A course on this topic should teach participants howto complete projects by enlisting support, despite a lack of interest from the rest of theorganisation.

• Business fundamentals. Many project managers have a technical background butlack basic business knowledge. They should be aware of how the business of theorganisation functions, how decisions affect the bottom line, and how to run a projectas if it were a business in its own right.

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• How to communicate, influence and negotiate effectively. Universally, projectmanagers are faced with a basic problem: they have considerable responsibility andlittle authority. A program such as this helps managers get things done even whenthey have no authority.

• IT systems management fundamentals. Project managers without a background in ITshould ensure that they have some understanding in IT systems managementconcepts.

• Other valuable course topics. These include risk management, contract management,quality management and basic accounting principles.

4.2.2 Reading

Recommended reading references have been provided for each project managementknowledge area in section 3 of this guide. There is, of course, a range of texts on projectmanagement, many addressing similar topics and issues. This guide has tried to identifysources that provide a reasonable coverage of all the issues. In addition, the following areconsidered to be useful reference material for aspiring project managers.

General

Project Management, A Systems Approachto Planning, Scheduling and Controlling,6th Edition, Harold Kertzner, John Wiley &Sons, 1998

A comprehensive theoretical overview ofissues in project management

A Guide to the Project Management Body ofKnowledge (PMBOK® Guide)—2000 Edition,Project Management Institute, Inc., 2000

A comprehensive reference that describesthe sum of knowledge within the professionand outlines issues in project management

Practical Project Management, MichaelDobson, 1996

Provides a pragmatic look at managingsimple and moderate projects and coversthe basic skills required by projectmanagers

Advanced Concepts

Creating an Environment for SuccessfulProjects: The Quest to Manage ProjectManagement, Robert J. Graham, RandallL. Englund, Jossey Bass, 1997

A sound discussion of approaches anorganisation can use to improve itsbusiness project management practices

Managing High Intensity InternetProjects, Edward Yourdon, YourdonPress, 2002

Covers the challenges of the changingexpectations of information technology

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4.2.3 Web Sites

The following sites provide links to a range of web sites on project management:• ISACA’s K-NET: www.isaca.org/gir/girMenu.cfm• Project Management Institute: www.pmi.org• WWW-Guide to Project Management Research Sites:

www.fek.umu.se/irnop/projweb.html.

4.2.4 Other Learning Activities

Other learning and development activities include:• Becoming part of a network through e-mail connections, company conferences,

outside conferences and the World Wide Web• Attending forums on specific practices and gaining the ability to share best practices• Researching and reading books, articles and monographs on project and general

management topics and practices• Joining professional bodies that focus on supporting project managers

4.3 Competency Development

While reading and education are an important component of your competencydevelopment, the real learning takes place on the job. The most effective way to developas a project manager is to put the competencies into practice, and to get feedback andcoaching from your manager or supervisor.

4.3.1 Feedback and Coaching

Feedback should focus on those competencies that you have targeted for developmentand should include recommendations for improvement. Coaching should focus onhelping you gain insight into your specific areas of strength and weakness, and increaseyour ability to self-correct and apply your learning to new areas of project management.Many organisations are beginning to realise that the ability to coach staff is a keycompetency for all managers and supervisors. Coaching is the process of equippingpeople with the tools, knowledge and opportunities they need to develop themselves andbecome more effective.

At a minimum, all new project managers need to have someone confirm their self-assessment, review their developmental plans, guide them on how to correct problems inthe initial plan, and then assist them on an ongoing basis. This is potentially the mosteffective method to bring project managers to the next level of proficiency.

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4.3.2 Mentoring

Ideally, organisations will have a mentoring program that provides aspiring projectmanagers with a source of guidance and a sounding board as they develop skills. If yourorganisation does not have one, proactively seek guidance from senior professionals inyour organisation or join a professional association.

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ENDNOTES

1Chaos: A Recipe for Success, Standish Group, 1999

2COBIT 3rd Edition, Control Objectives for Information and related Technology, ITGovernance Institute, 2000

2COBIT 3rd Edition, Control Objectives for Information and related Technology, ITGovernance Institute, 2000

2COBIT 3rd Edition, Management Guidelines, PO10 Planning and Organisation, ManageProjects, IT Governance Institute, 2000

5Process Maturity Profile of the Software Community 2000 Update-SEMA.8.00,Carnegie Mellon University Software Engineering Institute, August 2000

6Derived from Project Management Institute, A Guide to the Project Management Bodyof Knowledge (PMBOK® Guide)—2000 Edition, 2000, Project Management Institute,Inc. All rights reserved. Materials from this publication have been reproduced with thepermission of PMI. Unauthorized reproduction of this material is strictly prohibited.

7Adapted from The Project Manager’s Desk Reference, James P. Lewis, McGraw Hill,1999

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GLOSSARY

The major source for the following table is Wideman's Comparative Glossary ofCommon Project Management Terms, V. 2.1, 2000. The original source references(column three) are found below this table.

Term Definition SourceReference

Acceptance testing A formal, predefined test conducted to determinethe compliance of the deliverable system with theacceptance criteria

APM

Baseline A set of dates and costs frozen at the start of theproject and used as a basis for comparison as theproject progresses

PNG

Baseline “The original approved plan (for a project, a workpackage or an activity) plus or minus approvedscope changes. Usually used with a modifier (e.g.,cost baseline, schedule baseline, performancemeasurement baseline).”

PMK00

Benchmarking A review of what others are doing in a specificbusiness area. The activities and methods of thosewho appear to be particularly successful often areused as examples to be emulated, i.e., they are usedas “benchmarks.”

PD-U

Bidder conference A meeting hosted by the buyer (contractingorganisation) to assist prospective bidders inunderstanding the request for proposal

CSM

Change control The process of implementing procedures thatensure that proposed changes are properly assessedand, if approved, incorporated into the project plan.Uncontrolled changes are one of the most commoncauses of delay and failure.

PNG

Context diagram A simple model that defines the boundaries andinterfaces between the system being developed andentities external to the system. It also identifies theflows of information and materials across theseinterfaces.

Wiegers

Contingency planning The development of a management plan that usesalternative strategies to ensure project success ifspecified risk events occur

WST

Control gate A major project milestone at which the projectsponsor has the opportunity of exercising a Go/No-Go decision on the continuation of the project intothe succeeding phase

PMIS

47

Decomposition The process of reducing a project scope into itsvarious elements, resulting in a work breakdownstructure

PD-U

Desk checking Quality review of product requirements, design orcode undertaken by an individual working on hisown

McConnell

Earned value analysis Analysis of project progress wherein the actualmoney budgeted and spent is compared to the valueof the work achieved

WST

Inspections A formal evaluation technique in which softwarerequirements, design or code are examined in detailby a person or group other than the author to detectfaults, violations of development standards andother problems

IEEE 610.12-1990

Issues management The management of issues that remain unresolvedbecause they are in dispute, are uncertain, lackinformation, or lack authority or commitment fortheir resolution

PD-U

Joint application designsession

An extended, facilitated workshop that involves acollaboration between analysts and customerrepresentatives to produce draft requirementsdocuments

Wiegers

Milestone A clearly identifiable point in a project or set ofactivities that commonly denotes a reportingrequirement or completion of a key component of aproject

OTOB

Organisationalresponsibility matrix(also called matrixresponsibility chart)

A chart showing the respective authorities andresponsibilities of personnel working in a matrixorganisation

PD-U

Precedencediagramming

An activity-oriented system in which activities aredisplayed in uniform boxes complete with activitynumber and start, duration and finish dates. Therelation between activity boxes is shown by logicconnector lines. Lead and lag times also can beshown. More effective than arrow diagrammingand easier to revise, update and program oncomputer.

CCCP

Product champion A person who can accurately present the needs ofeach user class, serve as the voice of the customerfor that community and make decisions on itsbehalf

Wiegers

Project closure The formal end of a project. It requires the projectboard’s approval.

WST

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Project initiation The beginning of a project at which point certainmanagement activities are required to ensure thatthe project is established with clear reference termsand substantial management structure

WST

Project office A designated location where the administrativework of the project is conducted and the projectmanagement skills (resources) such as costaccounting, estimating, scheduling and publicrelations, etc., are retained. Usually economicallypossible only on large projects.

PD-U

Project plan “A formal, approved document used to guide bothproject execution and project control. The primaryuses of the project plan are to document planningassumptions and decisions, to facilitatecommunication among stakeholders, and todocument approved scope, cost and schedulebaselines.”

PMK00

Project review An evaluation of current project results orprocedures

NPMT

Project scope A concise and accurate description of the project’sexpected end products or deliverables, which meetspecified requirements as agreed by the project’sstakeholders

PMGdLns

Project sponsor The executive who manages, administers, monitors,funds and is responsible for the overall projectdelivery

38

Project stakeholder One who has a stake or interest in the outcome ofthe project

PMGdLns

Project steeringcommittee

A body established to monitor the project and giveguidance to the project sponsor or project manager

APM

Quality assurance All planned and systematic actions necessary toprovide adequate confidence that a product orservice will satisfy given requirements for quality

ISO 8402QMPP

Quality control The process of monitoring specific project resultsto determine if they comply with relevant qualitystandards and identifying ways to eliminate causesof unsatisfactory performance

WST

Quality log (also calledquality file)

Records of quality reviews and technical exceptionsprocedures of a project

WST

Quality plan A document setting out the specific qualitypractices, resources and sequence of activitiesrelevant to a particular product, service, contract orproject

ISO 8402QMPP

49

Request for information A formal inquiry in the marketplace forinformation, typically concerning expressions ofinterest from and the capacity, capability andavailability of contractors to undertake and bid onwork described in the solicitation

PD-U

Request for proposal(also called request fortender)

A formal invitation containing a scope of work,which seeks a formal response (proposal)describing both methodology and compensation toform the basis of a contract

SPM 304-9

Requirement analysis The process of studying user needs to arrive at adefinition of system, hardware or softwarerequirements

IEEE 610.12-1990

Requirementspecification

A document that specifies the requirements for asystem or component, including software.Typically included are functional requirements,performance requirements, interface requirements,design requirements and development standards.

IEEE 610.12-1990

Requirementstraceability matrix

A matrix that links each individual requirement tothe design and code elements that implement it andthe tests that verify it

Wiegers

Requirementsverification

Activities that ensure that requirements are accurateand demonstrate the required quality characteristics

Wiegers

Statement of work A narrative description of products or services to besupplied under contract

OTOB

Vision statement A statement that summarises the long-term purposeand intent for the new product

Wiegers

The following references used in column three of this glossary were the original source ofdefinitions used in Wideman’s Comparative Glossary of Common Project ManagementTerms, V. 2.1, 2000.

Source ID SourceAPM APMP Syllabus 2nd Edition, Abridged Glossary of Project

Management Terms (Rev.4), abstracted from Association of ProjectManagement (UK), January 2000

CCCP Cost Control of Capital Projects, R. Max Wideman, BiTechPublishers Ltd, Richmond, BC, Canada, 1995

IEEE IEEE Standard Glossary of Software EngineeringTerminology, IEEE Std 610.12-1990

ISO International Organisation for Standardisation, Geneva, Switzerland

NPMT Nordic Project Management Terminology, NORDNET, ReistadOffset, Oslo, Norway, 1985

50

OTOB On Time/On Budget, Sunny Baker and Kim Baker, Prentice Hall,Englewood Cliffs, NJ, USA, 1992

PD-U Proposed Definition - Untested

PMGdLns Project Management Guidelines (Private BC Corporation), 1995

PMIS Project Management Information System (BC Government Project),1997

PMK00 A Guide to the Project Management Body of Knowledge (PMBOK®

Guide)—2000 Edition, Project Management Institute, ProjectManagement Institute, Inc., Newtown Square, PA, USA, 2000

PNG Abstracted from Projectnet Glossary, April 1997, on the web site ofthe UK publication Project Manager Today

QMPP Quality Management for Projects and Programs, Lew Ireland, ProjectManagement Institute, Newtown Square, PA, USA, 1991

SPM Software Project Management, Milton D. Rosenau, Jr., M.D. LewinAssociates, Los Angeles, CA, USA, 1988

VPM Visualizing Project Management, Kevin Forsberg, John Wiley et al,New York, NY, USA, 1996

WST Various original authors quoted in Welcom PM Glossary, ProjectManagement Solutions, Internet, 1998

38 “What CEOs must demand to achieve effective project management,”Russell D. Archibald, Proceedings, First Ibero American ProjectManagement Forum, 6-7 June 2000

The following references used in the Glossary are in addition to Wideman’s ComparativeGlossary of Common Project Management Terms, V. 2.1,2000.

McConnell Code Complete, A Practical Handbook of Software Construction,Microsoft Press, 1993

Wiegers Software Requirements, Karl E. Wiegers, Microsoft Press, 1999

APPENDIX: COMPETENCY RATING FORMS Table A: Project Management Skills A 1. Project Integration Management: Which of the following best describes your current level of proficiency?

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level Project Plan Development: Taking the results of other planning processes and putting them into a consistent, coherent document

Develops integrated project plan for simple or routine projects using the planning outputs from the other processes Follows the defined project plan development methodology Establishes a project performance baseline as a reference point to measure project performance

Develops integrated project plan for medium to high complexity projects using the planning outputs from the other processes Utilises project management information systems to support project plan development

Develops integrated project plan for high to very high complexity projects using the planning outputs from the other processes Participates in the tailoring of the project plan development methodology Uses lessons learned from previous projects to verify assumptions and assess alternatives identified during project plan development

Project Plan Execution: Carrying out the project plan by performing activities outlined

Uses the project plan to monitor and guide project execution for simple or routine projects Monitors overall project performance against the performance measurement baseline Logs and monitors corrective actions from the other control processes Implements an informal work authorisation process for the project Periodically conducts project level status review meetings with team members and for customers

Uses the project plan to monitor and guide project execution for medium to high complexity projects Validates effectiveness of corrective actions Implements a formal work authorisation process to ensure timely and co-ordinated work execution Co-ordinates the technical and team interfaces that exist in a project to ensure a totally integrated execution Conducts project start-up meetings to kick off project plan execution Utilises the project management information system to support project execution

Uses the project plan to monitor and guide project execution for high to very high complexity projects Uses the performing organisation’s project steering committee for escalation, support and guidance Implements a formal project authorisation process to ensure timely and co-ordinated project execution Co-ordinates external vendor and organisational interfaces that exist on a project to ensure a totally integrated execution Periodically conducts status review meetings with other project managers

* Knowledge areas taken from Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—2000 Edition, Project Management Institute, Inc., 2000

51

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Target Proficiency

Level Level Integrated Change Control: Co-ordinating changes across the entire project

Obtains change approval from higher project authorities Logs changes that impact the performance measurement baseline Integrates approved changes into the project plan for execution Updates the performance measurement baseline to reflect approved changes

Obtains the required organisational and customer approval for changes Validates if the change has occurred Utilises a change control system to facilitate change administration Determines or validates the change impact across the control processes

Uses the performing organisation’s change control boards (or equivalent) for change approval Documents the causes for the change and corrective actions in the organisation’s lessons learned database Determines the change impact outside the project

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A 2. Project Scope Management: Which of the following best describes your current level of activity?

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level Initiation: Committing the organisation to begin the next phase of the project

Reviews the business need and the product description Confirms project authorisation with a higher authority

Prepares the project charter to document the business need and high-level product description and link to the organisation objectives Obtains project authorisation from higher authorities

Verifies the business need and product description and link to the organisation objectives Participates in the project selection process

Scope Planning: Developing a written scope statement as the basis for future project decisions

Works with higher project authorities to identify project objectives, approaches and deliverables Prepares a project scope statement to document the project’s purpose, objectives, product description and deliverables

Identifies the project’s objective, approaches and major deliverables Identifies and documents project assumptions and constraints

Prepares a formal scope management plan that defines how scope changes will be identified, classified and integrated into the project scope

Scope Definition: Subdividing the major project deliverables into smaller, more manageable components

Uses work breakdown templates from a previous project as the basis for scope definition for simple or routine projects Establishes a scope baseline as a reference point to measure scope performance

Uses decomposition techniques to break down the project’s major deliverables into manageable work components for medium to high complexity projects Defines work descriptions and measurable work results for each work component

Uses decomposition techniques to break down the project’s major deliverables into manageable work components for high to very high complexity projects Defines standard work breakdown templates for use on future projects Verifies the work breakdown against the performing organisation’s standard practises and methodologies

Scope Verification: Formalising acceptance of the project scope

Verifies major deliverables and work results were completed correctly and satisfactorily Obtains customer acceptance of the major deliverables or work results

Uses inspection techniques such as reviews, audits and walkthroughs to ensure that deliverables and work results were completed correctly and satisfactorily Documents customer acceptance of the major deliverables and work results

Documents scope variances and their causes in the organisation’s lessons learned database

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Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Target Proficiency

Level Level Scope Change Control: Controlling changes to project scope

Obtains scope change approval from higher project authorities Logs scope changes and identifies impacts to the performance measurement baseline Integrates approved scope changes into the project plan for execution Updates the scope baseline to reflect approved scope changes

Obtains the required organisational and customer approval for changes Validates if the scope change has occurred Utilises a change control system to facilitate change control administration Determines or validates the scope change impact across the other control processes Ensures techniques such as configuration management are used to control changes to the product scope

Documents the causes for the scope change and corrective actions in the organisation’s lessons learned database Determines the scope change impact outside the project

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A 3. Project Time Management: Which of the following best describes your current level of activity?

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level Activity Definition: Identifying the specific activities that must be per-formed to produce the various project deliverables

Uses activity templates from a previous project as the basis for activity definition

Uses decomposition techniques to divide the work breakdown components into activities Defines descriptions for each activity to define how the activity is to be accomplished

Defines standard activity templates for use on future projects Verifies the defined activities against the performing organisation’s standard practises and methodologies

Activity Sequencing: Identifying and documenting interactivity dependencies

Uses activity network templates from a previous project as the basis for activity sequencing Creates activity network diagrams Uses manual techniques to sequence activities Identifies and integrates activity leads, lags or constraints

Defines the logical relationships (dependencies) for each activity Uses network diagramming techniques such as precedence and arrow diagramming methods Uses the project management information system to automate activity sequencing

Defines standard activity network for use on future projects Verifies the defined activity sequencing against the performing organisation’s standard practises and methodologies

Activity Duration Estimating: Estimating the number of work periods that will be needed to complete individual activities

Determines duration for each activity using team expert judgment as a basis of estimate Identifies and communicates schedule risks to higher project authorities

Verifies activity duration estimates using analogies to previous similar work Assesses activity schedule risks and applies appropriate duration contingencies

Documents actual and estimated activity durations into the organisation’s lessons learned database for use on future projects Verifies underlying assumptions and constraints

Schedule Development: Analysing activity sequences, activity durations and resource requirements to create the project schedule

Determines early and late start and finish dates for all activities using appropriate schedule analysis techniques (i.e., CPM, PERT, etc.) for simple or routine projects Identifies the schedule critical path and looks for ways to minimise its effect Establishes a schedule baseline as a reference point to measure schedule performance

Determines early and late start and finish dates for all activities using appropriate schedule analysis techniques (i.e., CPM, PERT, etc.) for medium to high complexity projects Uses appropriate schedule-crashing techniques to reduce schedule Determines and integrates milestones, control points, imposed dates and Go/No-Go decision points into the schedule. Performs resource levelling based on actual resource availability Applies schedule reserves Uses the project management information system to automate schedule analysis

Determines early and late start and finish dates for all activities using appropriate schedule analysis techniques (i.e., CPM, PERT, etc.) for high to very high complexity projects Verifies the project schedule using analogies to previous similar projects Conducts simulations to analyse schedule scenarios using techniques such as Monte Carlo analysis Prepares a formal schedule management plan that defines how schedule changes will be identified, classified and integrated into the project schedule

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Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Target Proficiency

Level Level Schedule Control: Controlling changes to the project schedule

Establishes and uses informal methods of measuring task progress Periodically monitors and reports on variance between actual and planned progress to higher project authority for remedial action Conducts variance analysis and recommends corrective action to higher authorities Obtains schedule change approval from higher project authorities Updates the baseline project schedule to reflect approved schedule changes Logs schedule changes and identifies impacts to the performance measurement baseline

Establishes and uses objective quantitative methods of measuring task progress Periodically monitors and reports on variance between actual and planned progress Periodically performs forecasts to completion using estimates of remaining effort on tasks Conducts variance analysis and determines appropriate corrective actions Uses the project management information system to facilitate schedule control Obtains the required organisational and customer approval for schedule changes Validates if the schedule change has occurred Utilises a change control system to facilitate schedule change control administration Determines or validates the schedule change impact across the other control processes

Establishes and uses earned value methods of measuring task progress Periodically monitors and reports on variance and trends between actual and planned progress Documents the causes for the schedule change and corrective actions in the organisation’s lessons learned database Determines the schedule change impact outside the project

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A 4. Project Cost Management: Which of the following best describes your current level of activity?

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level Resource Planning: Determining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities

Determines the physical resources needed to complete the activities for simple or routine projects Uses judgment or historical information as a basis of estimate

Determines the resources needed to complete the activities for medium to high complexity projects Uses the historical information as a basis of estimate Determines and complies with organisational resource policies

Determines the resources needed to complete the activities for high to very high complexity projects Verifies the resource planning using independent expert reviews

Cost Estimating: Developing an approximation (estimate) of the costs of the resources needed to complete project activities

Determines the cost of resources for simple or routine projects Uses the bottom-up estimating technique Uses judgment or historical information as a basis of estimate Identifies and communicates cost risks to higher project authorities

Determines the cost of resources for medium to high complexity projects Uses the bottom-up or analogous estimating techniques Uses historical information as a basis of estimate Identifies and considers alternative approach to optimise costs Assesses cost risks and applies contingencies

Determines the cost of resources for high to very high complexity projects Uses the bottom-up, analogous or parametric modelling estimating techniques Verifies the project cost estimate using independent expert reviews and alternate estimating techniques

Cost Budgeting: Allocating the overall cost estimate to individual work items

Allocates the overall project cost estimates to the individual work components or activities Establishes a cost baseline as a reference point to measure cost performance

Maps the allocated costs against time to develop the project’s time-phased budget Establishes budget reserves Uses the project management information system to automate cost allocation and time phasing

Verifies the project budgets using analogies to previous similar projects Prepares a formal cost management plan that defines how cost changes will be identified, classified and integrated into the cost budgeting

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Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Target Proficiency

Level Level Cost Control: Controlling changes to the project budget

Establishes and uses informal methods for cost control Periodically monitors and reports on cost variance between actual and budgeted costs to higher project authority Conducts cost variance analysis and recommends corrective action to higher authorities Obtains cost change approval from higher project authorities Updates the baseline cost to reflect approved schedule changes Logs cost changes and identifies impacts to the performance measurement baseline

Uses time phased budgeting techniques to control costs Periodically monitors and reports on variance between actual cost and planned cost Periodically performs forecasts to completion using estimates of remaining effort on tasks Conducts variance analysis and determines appropriate corrective actions Uses the project management information system to facilitate cost control Obtains the required organisational and customer approval for cost changes Validates if the cost change has occurred Utilises a change control system to facilitate cost change control administration Determines or validates the cost change impact across the other control processes

Uses earned value cost analysis techniques to control costs Periodically monitors and reports on variance and trends between actual costs and earned value cost Documents the causes for the cost change and corrective actions in the organisation’s lessons learned database Determines the cost change impact outside the project

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A 5. Project Quality Management: Which of the following best describes your current level of activity?

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level Quality Planning: Identifying which quality standards are relevant to the project and determining how to satisfy them

Recognises the concepts behind quality management and applies the broad principles effectively when following an agreed-upon project plan

Is able to identify which quality standards are relevant to projects of varying complexity and to determine how to satisfy them within the project environment Has a sound understanding the range of review and inspection processes that can be applied through project life cycles Develops a Quality Plan

Promotes the concept of quality within projects of varying complexity and ensures that appropriate action is taken to ensure quality is achieved

Quality Assurance: Evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards

Maintains records and documentation required to demonstrate compliance with agreed-upon standards

Ensures that the results of project activities and product performance are subject to appropriate quality checks during the project life cycle, to ensure compliance with agreed-upon quality standards Ensures that results of quality checks are documented and that appropriate remedial action is taken in regard to identified defects

Oversees the implementation of an appropriate quality management system to enable effective management and communication of quality issues and outcomes

Quality Control: Monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance

Assists in monitoring the performance of the project in meeting quality goals

Monitors the performance of the project in achieving quality goals and initiates actions to address in areas of poor performance

Seeks to improve the quality management approaches adopted within the organisation

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A 6. Project Human Resources Management: Which of the following best describes your current level of activity?

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level Organisational Planning: Identifying, documenting and assigning project roles, responsibilities and reporting relationships

Identifies roles and responsibilities within a defined framework .

Develops the project organisation and structure to optimise alignment of individual and group skills with project tasks, as agreed with the higher authority

Develops the project organisation and structure to optimise alignment of individual and group skills with project tasks

Staff Acquisition: Getting the needed human resources assigned to and working on the project

Requests staff for the identified project roles and applies them to the project work

Determines resource requirements for individual tasks, with guidance from the stakeholders and higher project authority, to establish a basis for staffing levels Recruits and/or allocates internal staff, as directed by the higher project authority, to meet the skill requirements for the project life cycle

Determines resource requirements for individual tasks, with guidance from the stakeholders, to establish a basis for staffing levels Recruits and/or allocates internal staff, as agreed with the higher project authority, to meet the skill requirements for the project life cycle

Team Development: Developing individual and group skills to enhance the project

Identifies training and development required to maximise the effectiveness of the team

Identifies, plans and implements ongoing training and development of project team members, as required and approved by the higher project authority, to achieve project objectives

Identifies, plans and implements ongoing training and development of project team members, as required, to achieve project objectives

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A 7. Project Communication Management: Which of the following best describes your current level of activity?

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level Communication Planning: Determining the information and communication needs of the stakeholders—who needs what information, when they will need it and how it will be given to them

Contributes to the communication plan

Understands the full range of communications that can be used in the project context, including the role of a project management information system, progress reports and records of meetings. This involves analyses of requirements and development of a communication plan. Understands the reporting requirements of the different stages of the project and ensures that reporting reflects those requirements

Understands the application of communications management in a range of different environments and has the ability to use oral communication strategies to meet changing requirements Ensures that the reporting mechanisms are appropriate to the project complexity and context

Information Distribution: Making needed information available to project stakeholders in a timely manner

Contributes to the communication with stakeholders about the progress of the project Records information about the project and contributes to the distribution of information

Guides the implementation of communication strategies appropriate for medium to large projects. This includes project management information system and progress reports. Implements appropriate project information systems, including status reporting, progress reporting and forecasting Ensures that appropriate records are maintained for the project

Oversees the implementation of effective strategies for communication with stakeholders in large complex projects. This includes establishing strategies appropriate for the project to ensure that stakeholders are kept appropriately informed and that there is adequate record of meetings and decision making. Manages the implementation of appropriate project information systems, which include status reporting, progress reporting and forecasting Implements performance monitoring tools and techniques Ensures that appropriate records are maintained for the project

Performance Reporting: Collecting and disseminating performance information. This includes status reporting, progress measurement and forecasting.

Drafts reports on project status

Consolidates project status reports and summarises the overall status for key stakeholder review

Reviews and assesses project reports and takes appropriate action to address issues

60

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Target Proficiency

Level Level Administrative Closure: Generating, gathering and disseminating information to formalise phase or project completion

Assists with the review of project outcomes against original project objectives

Reviews project outcomes against original project objectives Acquires, documents and communicates project acceptance

Identifies and documents lessons learned and improvement recommendations for application in future projects

61

A 8. Project Risk Management: Which of the following best describes your current level of activity?

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level Risk Management Planning: Deciding how to approach and plan the risk management activities for the project

Conducts high level risk management planning and documents the high-level risk management plan in project chartering process

Conducts risk management planning sessions for a project Documents a risk management plan as part of the project plan

Conducts risk management planning for a program or multiple projects Formally documents a risk management plan Applies lessons learnt from previous projects

Risk Identification: Determining which risks might affect the project and documenting their characteristics

Identifies obvious potential problems

Identifies potential problems and vulnerabilities Identifies potential problems across all elements of the project

Identifies potential problems across projects Identifies opportunities

Qualitative Risk Analysis: Performing a qualitative analysis of risks and conditions to prioritise their effects on project objectives

Assigns risk ratings (high, medium and low) based on an overall qualitative assessment Prioritises risks for response

Assigns a risk rating (high, medium and low) based on a qualitative probability and impact assessment Prioritises risks for quantitative analysis and response development

Tests and validates underlying assumptions Defines the qualitative risk threshold for the project

Quantitative Risk Analysis: Measuring the probability and consequences of risks and estimating their implications for project objectives

Numerically quantifies the probability and impact for the prioritised risk from qualitative risk analysis Prioritises risks for response development

Tests and validates underlying assumptions Establishes the cost and schedule reserves for the prioritised risk

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Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Target Proficiency

Level Level Risk Response Development: Developing procedures and techniques to enhance opportunities and reduce threats to the project’s objectives

Recommends risk response strategies

Uses principles learned from past experience to facilitate risk response Collaborates with team members to identify and evaluate several risk response alternatives Selects the most appropriate risk response strategies (avoidance, mitigation, transference or acceptance) and implements them

Draws on seemingly unrelated experiences to creatively respond to unique and/or complex risks Identifies and effectively implements risk contingency strategies

Risk Response Monitoring and Control: Monitoring residual risks, identifying new risks, executing risk reduction plans and evaluating their effectiveness throughout the project life cycle

Implements risk response strategies

Ensures effective implementation of risk response actions Periodically revalidates the qualitative and quantitative risk analysis Proactively identifies new risks that were not previously identified

Periodically revalidates the effectiveness of the risk response strategies Revalidates underlying assumptions Monitors risk triggers

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A 9. Project Procurement Management: Which of the following best describes your current level of activity?

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level Procurement Planning: Determining what to procure and when

Leads the team in the development of the product and procurement requirements for small procurements (simple requisitions, low risk)

Identifies the project requirements that will be satisfied through procurement actions, for approval by the higher project authority Guides the development of the product and procurement requirements for routine procurements (off-the-shelf products or services, time and materials)

Identifies the project requirements that will be satisfied through procurement actions Guides the development of the product and procurement requirements for complex procurements (e.g., large, developmental, fixed price, high risk, and/or critical path) Defines and refines the procurement and contract strategies with approval from the appropriate procurement and legal authorities

Solicitation Planning: Documenting product requirements and identifying potential sources

Gathers and evaluates information on potential suppliers and makes recommendations to higher project authorities

Investigates established sources of supply to determine their ability of fulfilling the procurement requirements Implements established selection processes, and develops the selection criteria

Identifies and evaluates potential sources of supply capable of fulfilling the procurement requirements Develops selection processes and selection criteria

Solicitation: Obtaining quotations, bids, offers and proposals as appropriate

With guidance, works with the team to develop tendering and contractual documentation

With guidance, develops and communicates requests for information or proposals to stakeholders and potential suppliers

Develops and communicates requests for information and proposals to stakeholders and potential suppliers

Source Selection: Choosing from among potential sellers

Participates in evaluation of vendor responses against agreed-upon selection criteria

Evaluates the vendor responses against agreed-upon selection criteria Participates in contract negotiations with preferred vendors.

Leads contract negotiations with preferred vendors

64

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Target Proficiency

Level Level Contract Administration: Managing the relationship with the seller

Supports the maintenance of procurement information to ensure the reporting, confidentiality and audit requirements are met Supports the receipt, reconciliation and recording of procured supplies and services to facilitate payment

Reviews supplier progress and scope against the contracted procurement requirements and project objectives Identifies procurement issues and makes recommendations to higher project authorities for resolution Implements agreed-upon changes to accommodate changing situations throughout the project life cycle

Integrates the supplier project plan into the master project plan Monitors supplier progress, risk, cost and scope and reports on variances against the plan to the project stakeholders and the supplier Conducts ongoing analyses to assess variances and to determine appropriate response strategies Implements changes to accommodate changing situations throughout the project life cycle

Contract Close-out: Completing and settling the contract, including resolution of any open items

Assists with the review of project outcomes to determine effectiveness of procurement management approaches

Reviews project outcomes to determine effectiveness of procurement management approaches Identifies and documents procurement management issues and improvement recommendations for application in future projects

Reviews project outcomes to determine effectiveness of procurement management approaches Identifies and documents procurement management issues and improvement recommendations for application in future projects

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Table B: General Management Skills Which of the following best describes your current level of activity?

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level

Leadership

Under supervision, identifies and prioritises the work required in small to medium projects Works well with minimal supervision within a team to achieve objectives Accepts change

Identifies and prioritises the work required in medium to large-scale projects Ensures team members are aware of short- and long-term objectives and can work without supervision to achieve these objectives Identifies resistance to change and strives to alleviate fear

Facilitates the identification and prioritisation of work required to achieve intermediate and long-term goals in large, multi-disciplinary projects Establishes an appropriate sense of urgency and creates a cross-functional team to work on change issues Espouses and sustains change Addresses resistance. Designs rewards and recognition systems to encourage and support new behaviours.

Communication Presentations

Takes an active role in preparing presentations Communicates information clearly, concisely, logically and with confidence Studies effective presentation and speaking techniques Demonstrates flexibility in adjusting to different environments and changes in expectations

Takes a leading role in preparing and making presentations and speeches Establishes group rapport Uses effective presentation techniques in making formal presentations Diplomatically handles complex topics, varied audiences, difficult questions, objectives, unexpected situations, etc. Serves as a speaker when called upon on project management matters

Provides leadership in establishing the tone, style, and content of the presentation Incorporates business and personal experiences to enhance the communication of ideas, intentions and values to others Serves as key spokesperson for the organisation in project matters

66

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level

Business Writing

Uses proper grammar and appropriate style and tone Organises material logically, writes clearly and concisely to convey facts in a constructive manner Drafts quality reports, correspondence, memos, presentation materials and proposals

Drafts problem and issues memos documenting facts, points of contention, research completed, other perspectives and conclusions reached Writes clear, concise and effective communications related to sensitive business matters and complex issues Develops creative and innovative ways to enhance written communications using graphics Edits quickly and efficiently

Ensures communications are timely, relevant and accurate, and communicates on a “need to know” basis to those who have the authority and responsibility to act Uses graphics in ways that motivate action

Decision Making

Develops basic research skills Identifies and utilises internal and external research resources Gathers, organises, and summarises data Establishes logical connections among diverse data to clarify problems and opportunities Performs appropriate risk identification/qualifications Interprets data and arrives at conclusions

Analyses complex and abstract transactions Assimilates data from different sources and data types Presents data in ways that support decision making. Finds key elements in complex data Recognises when additional expertise is needed Has a view and is not afraid to take a stand

Builds new analytical frameworks and approaches Drives the decision-making process Demonstrates thorough understanding of all perspectives related to an issue Detects performance gaps between actual results and ideas, and finds ways to close them Demonstrates a complete understanding of corporate governance

Negotiation

Identifies good negotiation and persuasion skills through observation and training Recognises different negotiation and persuasion styles Presents own point of view, using credible information to support position Discusses issues with supervisors in a factual, non-emotional manner

Identifies potential attributes of a win-win conclusion Applies sound negotiating tactics to gain support for point of view and influences others to act upon recommendations Presents point of view and leads individual(s) to a win/win conclusion Presents controversial issues to others in a factual yet persuasive manner Identifies relative importance of issues to each party and gains agreement

Sets and maintains the parameters and tone for the negotiation process Adapts to situations at hand and handles them from the appropriate perspective Interprets where to draw the line on positions, when compromise is appropriate and how to interpret the resolution Identifies and eliminates obstacles in complex, tense situations

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Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level

Problem Solving

With guidance, applies a structured approach to problem solving Identifies the obvious problems based on symptoms Conducts data gathering Determines appropriateness of collected data May identify alternative solutions Makes recommendations for problem resolution and prevention Uses principles learned from past experience to solve current problems

Applies a structured approach to problem solving Proactively identifies potential problems and vulnerabilities Collects information from all relevant sources Involves others as appropriate Conducts detailed analysis Identifies root cause Collaborates with team members to identify and evaluate several solution alternatives Selects or facilitates the most appropriate solution and implements it Draws on seemingly unrelated experiences to creatively analyse and solve a unique problem

Establishes problem-solving and analysis approaches and standards Directs several complex problem-solving efforts concurrently Understands the context and impact of problems Tests and validates underlying assumptions Assesses impact of solution options Demonstrates extensive knowledge of available resources and content

Facilitation

Identifies objectives and prepares agendas for meetings Understands the goals and objectives Ensures an appropriate meeting environment Demonstrates understanding of methods and processes for facilitating meetings Assists other trained facilitators in the conduct of the meeting Prepares minutes and actions

Determines and understands the goals and objectives Identifies participants Involves others in planning the meeting Clarifies goals and objectives Summarises and clarifies discussions Keeps discussion on track Maximises participants contributions to develop creative solutions Uses the most current presentation media and processes Ensures decisions are democratic Secures commitments Summarises results and follow-up requirements

Directs the planning of several complex facilitation meetings concurrently Gets agreement on agenda. Synthesises and summarises relevant points from ambiguous discussions Effectively encourages participation of all members when facilitating meetings Manages conflicts and creates win/win situations Prevents disruptions Stays neutral Gathers feedback from group and improves the process

68

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level

Coaching and Empowerment

Sometimes provides advice and guidance to others Sometimes provides feedback to others Establishes and assigns responsibilities for others

Provides relevant advice, guidance and information to improve others’ performance Provides positive reinforcement Provides balanced, constructive (positive and negative) feedback Participates in or conducts performance appraisals Uses a goal-setting model to establish clear goals and objectives Gives employees the power and authority they need to accomplish goals and objectives independently Sets goals and empowers according to the employee’s capabilities Encourages risk taking

Develops and nurtures mentor and counselor relationships with other managers and staff Uses corrective feedback to change behaviour Mentors staff on goal setting, delegation and empowerment

Team Building

Clearly communicates the purpose and objective of the project to the team Recognises the skills that make an effective team member Ensures the team is adequately supported Listens actively Celebrates and recognises team successes

Sets realistic team expectations and clearly communicates the purpose and objectives of the project to the team Identifies roles and team members Creates a diverse team from all impacted areas of the organisation Ensures senior management advocacy Builds consensus across functional areas about team goals, actions, tactics, milestones and required resources Encourages a clear, open and responsive communication strategy Defines specific ways in which to celebrate and recognise team successes

Sets measurable objectives Assesses the skills and talents of the members to identify and leverage their strengths Facilitates team development of individuals with divergent values, personalities and roles Establishes trust and respect among team members Fosters team identity Motivates and inspires the team Establishes a clear, open and responsive communication strategy Uses project objectives to measure team success and reinforce members’ value to the team

69

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency

Level

Target Proficiency

Level

Customer Relations

Assists with new customer opportunities Meets customer requirements Shows due respect for the customer at all times Maximises the benefits realised from the relationship Validates that requirements are met

Identifies and develops opportunities to create mutually beneficial relationships with suppliers and other organisations (internal and external) Creates mutual interest in repeat business Ensures customer requirements and expectations are met Advocates appropriately for the customer within the organisation Advocates appropriately for the organisation to the customer Manages the relationship between the organisation and the customer Seeks customer feedback about project performance

Participates in the development of strategic partnerships with other business suppliers, and with complementary and competitive organisations Oversees the continuing relationship between the organisation and the customer Identifies and implements improvements in customer relations

Organisational Effectiveness

Demonstrates an understanding of the organisation’s structure and the inter-relationships among functional areas Demonstrates an understanding of the policies and procedures across the organisation Deals effectively with other organisations

Proposes improvements in operational efficiency and participates in design and implementation Proposes improvements in organisation polices and procedures, and participates in their implementation Uses an understanding of polices and procedures to effectively get things done in the organisation Develops effective working relationships across the organisation

Recommends improvements to upper management and encourages their adoption Continually promotes opportunities for improvements to upper management and encourages adoption Promotes cross-functional understanding and maintenance of cross-functional relationships

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Table C: Learning Plan Learning Plan: ______________________________________________________________________________________ Date: __________________________ Competency: _________________________________________________________________________________________________________________________ Performance Objectives and Behavioural

Indicators List the performance objective for this competency and the behavioural indicators (e.g., what you will do differently, how you will measure success, etc.)?

Support Required Describe the support you will need to meet your performance objective (e.g., training, mentoring, opportunities to practice, new software, time, a model, someone to give you feedback, reading material, conference, user group, etc.).

Potential Barriers List the potential barriers to meeting this performance objective. Develop an action item to address each barrier.

Action Plan Describe the action(s) you will commit to taking to meet this performance objective.

Date Put a date beside each action item.

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bspm isaca project management - skills and knowledge requirements in an it environment 2002

Documents

project governance

vice president paul

vice president dean

control foundation isacf

vice president ronald

control association

project managementskill

vice president lynn