how do you spot a professional project manager? thomas docker professional development board 15 th...
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How do you spot a professional project manager?
Thomas Docker
Professional Development Board15th September, 2005
Professional
“A professional is someone who can do hisbest work when he doesn’t feel like it.”
Alistair Cooke
project manager
A safe pair of hands
Professional
A picture of the professionProjects time boxed resource-capped operational critical
Profile behaviours skills tasks responsibilities
Research by CITI and Penn State University, 1990
Characteristics profiles
Pro
ject
per
form
ance
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What makes them good?
Personal integrity Decisive Charismatic
Personal traits
What makes them good?
Personal skills
Communication and presentation Managing clients Planning and control
What makes them good?
Personal tasks
Negotiations Paperwork – project documentation Staff management and development
What makes them good?
Personal responsibilities
Client relationships Monitoring and reporting Staffing – resource profiling and acquisition
SkillsBenchmarking
profilees
benchmark group
Traits
Tasks
KASE – dimensions of interest
Attitudes & behaviours
Skills & competence
Knowledge
Experience Attitudes & behaviours
Skills & competence
Knowledge
Experience
Skills & competence
Knowledge
Experience
Knowledge
Attitudes &behaviours
Skills
Experience
Mapping APM qualifications to KASEIC APMP PQ CPM ?
K
A
S
EIPMA
Level DIPMA
Level CIPMA
Level BIPMA
Level A
Lots
Some
Competencies
“Competencies are behaviours that individuals demonstrate when undertaking job-relevant tasks
effectively within a given organisational context.”
Whiddett & Hollyforde
Integrated model
Knowledge
Skills (represented by
qualifications and
experience)
Demonstrable performance
Core personality
characteristics
Output competencies
Personal competencies
Input competencies
CompetenceAtt
rib
ute
ba
se
d i
nfe
ren
ce
of
co
mp
ete
nc
e
Pe
rfo
rma
nc
e
ba
se
din
fere
nc
e o
f c
om
pe
ten
ce
The ability to perform the activitieswithin an occupational area to the levels of performance expected
in employment
The core personality characteristics underlying a
person’s capability to do a job
The knowledge and understanding,skills and abilities, that a person
brings to a job
Lynn Crawford
Performance and accreditation
There is no direct relationship between how well project managers perform against
standards for knowledge and the use of practices, and how well they are perceived to
perform by their supervisors.
Lynn Crawford
Painting by numbers?
ID Activity Q1 Q2 Q3
1 Paint the pink bits
2 Paint the brown bits
3 Paint the background
4 …
5 …
Joined up writing
K
KaSeKASE
Career paths
Continuing professional development
The future
Questions & Answers
Thank you