项目经理能力开发框架(PMCDF)

项目经理能力开发框架(PMCDF)

Use PMCDF… Become a Better Project ManagerPresented by: George Jucan, PMPCore Team member for PMCDF Second EditionProject Management Institute - Southern Ontario Chapter Greater Toronto Information Systems Local Interest Group

项目经理能力开发框架(PMCDF)

PMI StandardsProjects A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Third Edition Construction Extension to the PMBOK® Guide - 2000 Edition Government Extension to the PMBOK® Guide Third Edition Practice Standard for Earned Value Management Practice Standard for Project Configuration Management Practice Standard for Work Breakdown Structures - Second Edition

Programs The Standard for Program Management People Project Manager Competency Development Framework (PMCDF) - Second Edition

Organizations Organizational Project Management Maturity Model (OPM3®) The Standard for Portfolio Management

项目经理能力开发框架(PMCDF)

Alignment with PMI StandardsPMBOK® Guide Third Edition PMP® Role Delineation Study and Career Framework PMCD Framework First Edition

Program/ Portfolio Management Standards

Project Manager Competency Development Framework

Combined Standards Glossary/ PM Lexicon

PMI Code of Professional Conduct OPM3®

PMP® Examination Specification

项目经理能力开发框架(PMCDF)

PMCDF - Second EditionVision:We provide the basis for inpiduals and organizations to raise their competence in Project Management and raise the level of professionalism within PMI

项目经理能力开发框架(PMCDF)

Target Audience Project Managers Managers of project managers Members of a Project Management Office Managers responsible for establishing and developing Project Manager competence Educators teaching project management and other related subjects Trainers developing project management educational programs Consultants in project/program management Human Resource teams Senior Management

项目经理能力开发框架(PMCDF)

PMCDF Overview Provide support to inpiduals and organizations Provide guidance for the assessment of Project Managers who:– Demonstrated necessary project management knowledge by passing a suitable exam (e.g. PMP)– Are able to provide evidence of performance and personal competence– Have 3-4 years of project management experience

Based on a generic project manager (industry agnostic) Supported by data from PMP Examination Specification

项目经理能力开发框架(PMCDF)

Project Management Competence

项目经理能力开发框架(PMCDF)

What is“Competence”? The quality or state of[…] having requisite or adequate ability or qualities. (Merriam-Webster) Having the skills or knowledge to do something well enough to meet a basic standard (Cambridge) The quality or extent of[…] having the necessary skill or knowledge to do something successfully. (Oxford) Competence is a standardized requirement for an inpidual to properly perform a specific job. It encompasses a combination of knowledge, skills and behaviour utilised to improve performance. More generally, competence is the state or quality of being adequately or well qualified, having the a

bility to perform a specific role. (wikipedia)

项目经理能力开发框架(PMCDF)

Project Management CompetenceProject management competence is the demonstrated ability to perform activities within a project environment that leads to expected outcomes based on defined and accepted standards. A competent project manager consistently applies his/her knowledge, skills and personal characteristics to deliver projects that meet stakeholders’ requirements.

项目经理能力开发框架(PMCDF)

Dimensions of PM Competence Knowledge - what the project manager knows about the application of processes, tools and techniques to project activities. Performance - how the project manager applies project management knowledge to meet the project requirements. Personal - how the project manager behaves when performing activities within the project environment; their attitudes and core personality characteristics.

项目经理能力开发框架(PMCDF)

Knowledge Competence What a person knows about project management discipline and how projects should be planned, executed and controlled Required knowledge is defined by the PMP® Examination Specification A project manager demonstrates knowledge by passing passing an appropriately credentialed assessment (e.g. PMP®)

项目经理能力开发框架(PMCDF)

PMCDF Competencies

项目经理能力开发框架(PMCDF)

Performance Competence

项目经理能力开发框架(PMCDF)

Performance Competence What is the person able to do by applying their project management knowledge Project manager’s performance can be demonstrated by assessing project related outcomes The ultimate evidence is successful delivery of projects A competent project manager can provide evidence of compliance with defined performance criteria

项目经理能力开发框架(PMCDF)

Structure5 Units 34 Elements 131 Competence CriteriaOne to one mapping between Competence Criteria and Evidences

项目经理能力开发框架(PMCDF)

AlignmentUnits: Defined by PMP Examination Specification (Performance Domains) Elements: Aligned with the PMP Examination Specification (outcomes the PM should deliver) Criteria: Defined by the PMCDF update team using the 2003 document and the PMP Exam Spec (specific actions to achieve desired outcomes) Evidences: Defined by the PMCDF update team (material results of PM actions)

项目经理能力开发框架(PMCDF)

Units of Performance Competence Initiating: authorize and define the scope of a new project. Planning: define and mature the project scope, develop the projectmanagement plan, and identify and schedule the project activities. management plan to accomplish the project objectives under the project scope statement. planned performance, analyze variances, assess trends to effect process improvements, evaluate possible alternatives and implement appropriate corrective action as needed. product to operations or to close a cancelled project.

Executing: performing the work defined in the project

Monitoring and Controlling: compare actual performance with

Closing: formally terminate a project and transfer the completed

项目经理能力开发框架(PMCDF)

Performance Competence Elements PM Performance CompetenceInitiating a ProjectProject aligned with organization objectives and customer needs Scope stat

ement reflects organization and customer needs and expectations High level risks/ assumptions/ constraints are understood Key stakeholders needs are understood Draft project charter available Project charter approved

Planning a ProjectProject scope agreed to address project deliverables Project schedule developed Cost management plan developed Project Team identified with agreed roles and responsibilities Communication activities approved Quality planned Risk plan approved Change management processes established Materials procured Approved project plan

Executing a ProjectProject goals achieved through effective project plan execution Project stakeholders’ expectations managed successfully Human resources available when required Tasks successfully completed as planned Quality managed Material resources available as required

Monitoring& Controlling a ProjectProject tracked and status communicated to relevant stakeholders Change is managed Quality controlled Risks managed to ensure minimized impact on project outcomes Project team managed Sellers managed

Closing a ProjectProject outcomes accepted by all stakeholders Project formally closed Project resources released Stakeholder perceptions measured and analyzed

项目经理能力开发框架(PMCDF)

Criteria and EvidencesElement

High level risks, assumptions and constraints are understoodPerformance Criteria Types of evidence

.1 Establishes the project’s high level assumptions and Constraints .2 Identifies and analyses the project’s high level risks

Documented assumptions and constraints Documented list of analyzed high level risks reviewed with key stakeholders

Performance Criteria

Types of Evidence

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