Project Management

Skill and Knowledge Requirements in an Information Technology Environment

Information Systems Audit and Control Foundation

Publisher. The Information Systems Audit and Control Foundation (ISACF) was created in 1976 to undertake large-scale research efforts to expand the knowledge and value of the IT governance and control field. The role of the foundation is to evaluate the latest guidelines for implementation of emerging technologies and their applications. The research conducted by ISACF not only informs and guides the profession, it also forms the basis of many of the products and servicessuch as education, technical articles and publications, conferences, standards and professional certificationthe association offers members and other constituents. Disclaimer. ISACF and the authors of Project Management: Skill and Knowledge Requirements in an Information Technology Environment have designed this product primarily as an educational resource for information technology control professionals. The Information Systems Audit and Control Foundation makes no claim that use of this product will assure a successful outcome. This product should not be considered inclusive of any proper procedures and tests or exclusive of other procedures and tests that are reasonably directed to obtaining the same results. In determining the propriety of any specific procedure or test, the controls professional should apply his or her own professional judgment to the specific control circumstances presented by the particular systems or information technology environment.

Copyright 2002 by ISACF. Reproduction or storage in any form for commercial purpose is not permitted without ISACFs prior written permission. No other right or permission is granted with respect to this work. All rights reserved. Information Systems Audit and Control Foundation 3701 Algonquin Road, Suite 1010 Rolling Meadows, IL 60008 USA Phone: +1.847.253.1545 Fax: +1.847.253.1443 E-mail: info@isaca.org Web site: www.isaca.org Title: Project Management: Skill and Knowledge Requirements in an Information Technology Environment

Acknowledgements

The Information Systems Audit and Control Association wishes to recognise: The development team, for its leadership of the project Max Shanahan, CISA, FCPA, Max Shanahan & Associates, Australia Ronald Saull, CSP, Investors Group/Great West Life Assurance/London Life, Canada Ken W. Buechler, BSc, EE, P.Eng, Investors Group, Canada Sissel Gjessing, CISA, ErgoSolutions AS, Norway Sal Lupo, Marsh McLennan, USA The expert reviewers, whose comments helped shape the final document Michael Cullen, Arthur Andersen, UK A Rafeq, A Rafeq & Associates, India Akira Matsuo, PricewaterhouseCoopers, Japan Erik Guldentops, Advisor to IT Governance Institute, Belgium Simon Franklin, Sydney K.T. Hwang, Dongguk University, Korea Serge Yablonsky, SYA, France Kellie Paquette, INSI, Canada Gord Tallas, USA Jackie Ormsby, Arthur Andersen, UK Darren Ramsey, Australia Mary Jane Sterne, MJ Sterne & Associates, Canada The ISACA Board of Directors and ISACF Board of Trustees, for their support of the project Robert Roussey, CPA, University of Southern California, USA, International President Marios Damianides, CISA, CA, CPA, Ernst & Young, USA, Vice President Stephen Head, CISA, CPA, CFE, CMA, CPCU, CISSP, Royal/Sun Alliance, USA, Vice President Dean R.E. Kingsley, CISA, CA, Deloitte Touche Tohmatsu, Australia, Vice President Lynn Lawton, CISA, BA, FCA, FIIA, PIIA, KPMG, UK, Vice President Jae Woo Lee, Ph.D., Dongguk University, Korea, Vice President Ronald Saull, CSP, Investors Group/Great West Life Assurance/London Life, Canada, Vice President Johann Tello, CISA, Banco del Istmo, Panama, Vice President Paul A. Williams, FCA, MBCS, Paul Williams Consulting, UK, Past International President Patrick Stachtchenko, CISA, CA, Deloitte & Touche, France, Past International President Emil DAngelo, CISA, Bank of Tokyo-Mitsubishi, USA, Trustee Erik Guldentops, CISA, Belgium, Advisor to IT Governance Institute

TABLE OF CONTENTS

1. INTRODUCTION....................................................................................................... 1 1.1 Project Management.................................................................................................... 1 1.2 Objective of this Guide................................................................................................ 2 1.3 Structure...................................................................................................................... 2 1.4 Scope .......................................................................................................................... 2 1.5 Key Sources ................................................................................................................ 3 2. CONTEXT OF PROJECT MANAGEMENT ........................................................... 4 2.1 Governance of Projects................................................................................................ 4 2.2 The Project Managers Role in Project Governance..................................................... 7 2.3 Project Life Cycle ....................................................................................................... 8 2.4 Maturity of Software Development Processes.............................................................. 8 2.5 Agile Development Practices....................................................................................... 9 2.6 Project Complexity...................................................................................................... 9 3. COMPETENCIES REQUIRED OF PROJECT MANAGERS ................................ 11 3.1 Project Management Knowledge ................................................................................. 11 3.2 Project Management Competencies ............................................................................. 12 3.3 General Management Competencies............................................................................ 31 4. COMPETENCY ASSESSMENT AND DEVELOPMENT ....................................... 39 4.1 Competency Assessment ............................................................................................. 39 4.2 Learning Plan Development ........................................................................................ 40 4.3 Competency Development........................................................................................... 43 ENDNOTES .................................................................................................................... 45 GLOSSARY .................................................................................................................... 46 AppendixCOMPETENCY RATING FORMS........................................................... 51

1. INTRODUCTION
1.1 Project Management
In todays fast-changing and competitive environment, effective project management is crucial to most enterprises. Businesses must be able to quickly and reliably implement new products and introduce organisational changes that enhance and sustain business profitability. 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 project managers. Often, individuals become project managers by accident. They are selectedat bestbecause they have potential, but more often, because they are available. These accidental project managers often are ill equipped to take on this role. Without appropriate knowledge or the expertise gained through experience, it is highly likely 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 on budget, with all features and functions as initially specified. A surprising 46 percent are completed and operational, but are over budget, past the committed delivery date, or offer fewer features and functions than originally specified. An additional 28 percent are cancelled at some point during the development cycle. With the increasing emphasis on project management in business, it is crucial that project managers have the knowledge and skills (competencies) necessary to achieve desired outcomes, and to ensure that appropriate governance mechanisms are in place to provide appropriate 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 of actions that successful employees display to achieve results.

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

1.2 Objective of this Guide

This guide provides an overview of the competencies required to be an effective information technology (IT) project manager and offers guidance on how to develop these competencies. It has been developed because project management is one of the career options for Information Systems Audit and Control Association (ISACA) members, particularly in the areas of business change management and IT systems implementation and management. As Certified Information Systems Auditors (CISAs), many ISACA members are involved in the audit review of projects. As a result, they should have excellent knowledge about project management processes and the governance mechanisms appropriate for IT projects. They also are involved in the management of small projects as part of their day-to-day activities, through the management of audit tasks and other assurance services. This guide will assist ISACA members, as well as those in general management and the IS audit profession, to assess their competency levels in the area of project management and to determine where and how they should develop these skills.

1.3 Structure
This guide consists of four key sections: IntroductionAn introduction to IT project management and the purpose and structure of this document Context of Project ManagementA discussion of some of the factors that affect IT project management Competencies Required of Project ManagersAn outline of the knowledge and skills required of project managers working in an IT environment Competency Assessment and DevelopmentAn approach to self-assessment and development planning to assist in the career planning process. The proposed approach makes 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 is established for an organisation. The broad requirements of a governance framework for projects are discussed in section 2, because the effectiveness of the governance framework and the maturity of its project management framework impact the role and competency requirements of project managers. However, this guide does not specifically

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

Project Management in an IT Environment This guide focuses on project management in an IT environment, while recognising that IT is a complex area involving a variety of project types (e.g., applications development, enterprise architecture planning, and technology infrastructure implementation or change). Because the guide cannot deal with each kind of unique project, the authors have chosen to focus on software applications development. This perspective can be readily 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 involve some elements of IT project management. Effective project managers have an understanding of the special issues that occur when managing the IT aspects of a given project. ISACA members who have work experience as CISAs usually will have acquired the 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 Public Accountants (AICPA), 1999 (www.cpatoolbox.org) National Competency Standards For Project Management, Australian Institute of Project 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 skill areas and behaviour indictors in the appendix, table A, of this guide are based on this publication, which provides a well-regarded specification of project management knowledge requirements. The knowledge areas are summarised here; however, the PMBOK Guide is recommended reading for all aspiring project managers.

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

2. CONTEXT OF PROJECT MANAGEMENT

2.1 Governance of Projects
This guide concentrates on the development of competencies by individual project managers. However, their ability to perform is affected not only by their own skills and knowledge, but also by the maturity of the project management practices of the organisations in which they work.

Corporate governance Corporate governance requires that requires that

Organisations implement control and assurance processes Organisations implement control and assurance processes to ensure that they to ensure that they receive value for money from the investment in projects receive value for money from the investment in projects and risks are managed and risks are managed Monitoring Performance

Evaluation and Approval Processes

Project Oversight Mechanisms

Executive Feedback Mechanisms

Project Management

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 and to the business, and the successful achievement of business benefits Sound project management practices on a day-to-day basis to ensure that the project achieves its objectives Appropriate feedback mechanisms to the executive and the board on progress in meeting business goals.

COBIT 3rd Edition addresses an organisations responsibility for establishing an appropriate strategy for project governance. It states that the business goals of setting priorities and delivering on time, within budget and in line with customer requirements are enabled by the organisation identifying and prioritising projects in line with the operational plan and the adoption and application of sound project management techniques for each project undertaken.3 Project best practice, as identified in COBITs Management Guidelines, names the following critical success factors in an organisations project management environment:4 The value of a project is established in a business case and is approved by the required 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 transparent change process. Effort is focused on ensuring traceability of approved business case objectives to business and systems requirements, and into the design and building of the system. The project system architecture is developed within the context of the enterprise architecture plan and guidelines. The transition from the project team to the operational team is a well-managed process. A system development life cycle methodology has been defined and is used by the organisation. 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.

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

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

Project Management (PM) Maturity

5 Optimised 4 Managed 3 Defined 2 Repeatable 1 Initial

A proven full lifecycle project Methodology implemented and enforced Formal project metrics and lessons learnt PM methodology formally established and communicated Some guidelines, organisation is in the process of learning PM techniques left to project manager

Given the increasing importance of project management to business success and survival, organisations following best practices support the development of project management competencies and practices. Further, implementing effective project governance as part of overall corporate governance processes requires that the organisation put strategies in place to improve project management. As shown in figure 3, a complete project governance environment requires strong management support, organisational policies mandating the use of a formal project management methodology, and in-depth training of project managers. This will ensure that project selection, project management practices and project oversight are effectively carried out.

INCREASED MATURITY

Figure 2: Project Management Maturity

Management Support

Agreed Processes

Training

Organisations implement control and assurance processes Organisations implement control and assurance processes to ensure that they to ensure that they receive value for money from the investment in projects receive value for money from the investment in projects and risks are managed and risks are managed Monitoring Performance

Evaluation and Approval Processes

Project Oversight Mechanisms

Executive Feedback Mechanisms

Project Management

Figure 3: Project Governance Model The development of maturity in project management practices in an organisation requires resources and commitment by senior management. If project management is of importance to the organisation, there should be commitment to the development of project management practices and competencies as a planned activity, managed as with any business change. This includes ensuring there are processes in place to monitor the organisations performance, both in individual projects and in meeting the organisations overall goals.

2.2

The Project Managers Role in Project Governance

Project managers have a major responsibility for project governance. They are responsible 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 familiarise themselves with the complexity and risk associated with the project, while bearing in mind the overall maturity of the organisations project environment. If the project bears risk and/or complexity in excess of their skills and experience, they should do one or more of the following:

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 project manager, while still ensuring success in the project management role. Stretching the manager to the point of failure benefits no one.

Project managers should not undertake a project for which they lack the skills and experience, 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 be successfully completed.

2.3 Project Life Cycle

Project managers in an IT environment require an understanding of system development life cycles and software engineering practices that apply to the type of development with which 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 industry and from country to country. Project managers must be able to recognise the various elements of an IT life cycle and to implement the control processes associated with each step.

2.4 Maturity of Software Development Processes

In an IT project environment, consideration should be given to the maturity of the organisations 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 organisations software processes are believed to improve as the organisation moves up five levels of maturity. Except for level 1, each maturity level is decomposed into several key process areas that indicate the areas in which an organisation should focus to improve its software process. At level 2 (Repeatable), many of 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 8

Software quality assurance Software configuration management

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

2.5 Agile Development Practices

There is some debate over the application of the Capability Maturity Model in all situations. Increasingly, organisations are seeking to fast-track the implementation of systems 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 delivery of new software. Recently, the term agile practices has been adopted as the generic name 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 not necessarily follow the processes envisaged under CMM, but to be effective, they do have to follow distinct processes.

2.6 Project Complexity

Many factors increase the complexity of the management task. These should be considered when addressing the degree of difficulty of the project and the level of project management expertise required to manage the project. There are no hard-and-fast rules about what constitutes a complex project. Table 1 provides an example of a classification in project complexity.

Table 1: Project Complexity Classification

Complexity Team Complexity Classification Simple or routine Team size <10 Medium High Integration Complexity Single platform and application - Team size 10-20 Multiple platforms or - Multiple disciplines applications (1-2 streams) - Team size 25-50 Multiple platforms - Multiple streams and applications - Multiple disciplines - Remotely located - Team size 50+ Multiple platform - Multiple streams and applications - Multiple disciplines - Remotely located Technical Complexity Technological familiarity Technological unfamiliarity Technological uncertainty Technological uncertainty and unfamiliarity Environmental Complexity - Single business unit - Single business process Multiple business units or processes - Multiple business units and processes - Single vendors - Multiple business units and processes - Multiple vendors - Multiple organisations

Very High

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

10

3. COMPETENCIES REQUIRED OF PROJECT MANAGERS

3.1 Project Management Knowledge

Project management is applied across many fields of activity, including such areas as construction, research, software development and the audit profession. While specialist knowledge of information technology practices is required to operate effectively in many IT projects, the knowledge of the principles of project management and the skills needed to apply that knowledge in a project environment are consistent across the various fields of activities. Individuals become increasingly competent project managers as they develop both their knowledge of project management practices and the skills to apply this knowledge in different project environments. Knowledge can be gained through training and reading, as well as practical experience. Skills are developed through the application of knowledge in a range of different practical situations.

Project Management Knowledge and Skills

General Management Skills

IT Knowledge and Practice

Industry Knowledge

Figure 4: The Relationship of Project Management to Other Disciplines

As shown in figure 4, project managers require knowledge and skills beyond project management practices. To operate effectively, it is essential that they have general management skills and knowledge. Increasingly, they also require knowledge of the industry in which they work, and when IT is a significant element of the project, they require knowledge of IT and its management practices. The knowledge and skills required of effective project managers in an IT environment fall into four broad areas: 11

1. Project management competencies. Project managers must be knowledgeable about and able to apply the processes associated with project management. They also must understand how the project management processes interrelate within the context of the project life cycle. 2. Industry competencies. Project managers must have an understanding of the business context in which they operate and be able to implement and manage appropriate project management processes within that context. Since business knowledge varies from industry to industry, this knowledge area is not addressed in this guide. 3. IT management practices competencies. Project managers working in an IT environment need to understand and be able to apply the IT management practices appropriate to their project. This requirement is addressed under each knowledge area in section 3.2. The primary focus is on projects involving software development. 4. General management competencies. Project managers must have the essential management skills required to lead, communicate and negotiate in order to ensure that their projects achieve the desired objectives within the organisation. The general management 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 described in the PMBOK Guide. These knowledge areas are*: Project integration managementThe processes required to ensure that the various elements of the project are properly coordinated. It consists of project plan development, project plan execution and integrated change control. Project scope managementThe processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification and scope change control. Project time managementThe processes required to ensure timely completion of the project. It consists of activity definition, activity sequencing, activity duration estimating, schedule development and schedule control. Project cost managementThe processes required to ensure that the project is completed within the approved budget. It consists of resource planning, cost estimating, cost budgeting and cost control. Project quality managementThe processes required to ensure that the project will 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

12

Project human resources managementThe processes required to make the most effective use of the people involved with the project. It consists of organisational planning, staff acquisition and team development. Project communications managementThe processes required to ensure timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information. It consists of communications planning, information distribution, performance reporting and administrative closure. Project risk managementThe processes concerned with identifying, analysing and responding to project risk. This consists of risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning, and risk monitoring and control. Project procurement managementThe processes required to acquire goods and services from outside the performing organisation. It consists of procurement planning, solicitation planning, solicitation, source selection, contract administration and contract close-out.

Each project will be subject to similar project management processes or phases. As identified in the PMBOK Guide, these are*: Initiating processesAuthorising the project or phase Planning processesDefining and reining objectives and selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address Executing processesCo-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 can be taken when necessary Closing processesFormalising acceptance of the project or phase and bringing it to an orderly end Each of the knowledge areas has sub-activities that are utilised as part of the project management processes. Each of these sub-activities occurs as part of one of the above phases, as shown in table 2. Not all activities occur in each project. The more complex or risky the project, however, the more attention needs to be given to each element.

* Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK
Guide)2000 Edition, Project Management Institute, Inc., 2000, page 30

13

Table 2: Relationship of Processes within Knowledge Areas to Project Management Phases

Initiating Processes Project integration management Project scope management Project time management Planning Processes Core Facilitating Processes Processes Project plan development - Scope planning - Scope definition - Activity definition - Activity sequencing - Activity duration estimating - Schedule development - Resource planning - Cost estimating - Cost budgeting Quality planning - Organisational planning - Staff acquisition Communication planning Risk management planning - Risk planning - Risk identification - Qualitative risk analysis - Quantitative risk analysis - Risk response planning - Procurement planning - Solicitation planning Executing Processes Project plan execution Scope verification Controlling Processes Integrated change control Scope change control Schedule control Closing-out Processes

Initiation

Project cost management

Cost control

Project quality management Project human resources management Project communication management Project risk management

Quality assurance Team development Information distribution

Quality control

Performance reporting Risk monitoring and control

Administrative closure

Project procurement management

- Solicitation - Source selection - Contract administration

Contract closeout

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

14

The balance of this section provides detailed information on each of the nine project management knowledge 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 Definition Project integration involves integrating all elements of the project planning and management processes to ensure that agreed-upon deliverables are achieved within the overall budget and timetable. This requires making tradeoffs between competing objectives (scope, cost, time, quality, etc.) and alternatives to develop and maintain an achievable project plan*. Processes Project integration includes**: Project plan developmentIntegrating and co-ordinating all project plans to create a consistent, coherent document Project plan executionCarrying out the project plan by performing activities included therein Integrated change controlCo-ordinating changes across the entire project Key Knowledge and Skills An effective project manager has the ability to apply the following knowledge and skills when appropriate: Structured approaches for project planning to combine information from other processes. This involves knowledge of the structure of a project plan and how the contents 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 control boards 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

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

15

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 Ramifications An IT project manager must be knowledgeable of the various approaches to system acquisition and implementation, and be able to understand the functionality, cost, time and quality tradeoffs associated with each methodology. Integration of Business and IT One key area of concern is the integration of business with specialist activities. This is partly an issue of resource management, i.e., ensuring that appropriate resources are available when required. However, consideration must be given to the integration of user requirements with the technical constraints of the environment, as well as ensuring coordination of business change activities with the actual delivery of the software or hardware products. In larger projects with a wider mix of skills, specific attention to communication and control is required. Benefit and Risk Analysis in an IT Environment Competent project managers recognise that the success of a project ultimately will be measured by the benefit that the business derives from project outcomes. They work to ensure that effective benefit and risk management processes are adopted that guarantee that a project proceeds only if there are benefits to the business and those benefits are likely to be realised. It is thus important that project initiation include adequate consideration of the feasibility of available options as well as an analysis of costs and benefits. Appropriate control processes, or control gates, with agreed exit criteria, should be established to determine whether the IT project will meet business objectives. This responsibility requires a thorough understanding of business goals, the intended contribution of the IT component and the implications of necessary scope changes, along with effective program reporting and integration processes at the business level. Recommended References Software Project Management, A Practitioners Approach, E. M. Bennatan, McGraw-Hill, 1992 A comprehensive, easy-to-read overview of the software development process

16

Rapid Development: Taming Wild Identification of the various Software Schedules, Steve McConnell, techniques for fast-track systems Microsoft Press, 1996 development, identifying risks and benefits. Excellent basis for understanding various IT projects life cycle approaches and their risks. A Framework for Project and Focus on the project management Program Management Integration, R. role as the integrator of the PMBOK Max Wideman, Project Management knowledge areas Institute, Inc., 1986 Managing the Software Process, For more advanced reading. Watts Watts S. Humphrey, Addison-Wesley Humphrey is one of the founders of Publishing Company, 1989 the Capability Maturity Model (CMM). Provides practical guidelines for implementation of CMM. Information Technology Lifecycle Standards to which software Processes, ISO/IEC 12207, 1997 development projects must comply. These differ from country to country and region to region.

3.2.2 Project Scope Management Definition Project scope management involves activities to define and control what is included in the project and what is out of its scope. This forms the basis of the project plan and underpins the development of other elements of project planning and management. Processes Project scope management includes*: InitiationAuthorising the project or phase Scope planningDeveloping a written scope statement as the basis for future project decisions Scope definitionSubdividing the major project deliverables into smaller, more manageable components Scope verificationFormalising acceptance of the project scope Scope change controlControlling changes to project scope Key Knowledge and Skills An effective project manager has the ability to apply the following knowledge and skills when 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

17

Methods to define products and activities, e.g., work, organisation and product breakdown structures Mechanisms for elicitation, analysis, specification and verification of requirements including: Focus groups Joint application design sessions Context diagrams Prioritisation and validation of requirements Prototypes Requirements traceability matrix Requirement specification Acceptance testing Quality assurance

IT Ramifications An 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 Development The management of scope requires considerable attention in IT projects. The system development life cycle involves a translation from business vision to functional requirements to technical design to system architecture to development and implementation. During each of these phases of development there is the potential for misinterpreting requirements and for accidental or deliberate changes from the original intention. These can lead to the delivery of the wrong product, process changes resulting in 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 risk in IT projects is that the business process changes required to achieve the benefit from the investment in IT are seen as outside of scope. Configuration Management To address these problems, the system development life cycle should follow a standard process of verification and validation back to the original requirements, for both in-house development and acquisition. The process also should involve rigorous change and configuration management practices to ensure that only approved changes are made to original requirements, and that accidental changes are prevented. Adherence to the change control process must be enforced by strict discipline of the development team and subject to independent testing before acceptance by an independent acceptance test team. This requires both control over paper-based documents and computer-based controls over changes to software during development, testing and implementation.

18

Recommended References Software Requirements, Karl E. Wiegers, Microsoft Press, 1999 Project Management Institute Practice Standard for Work Breakdown Structures, Project Management Institute, Inc., 2001 Software Configuration Management, The Changing Image, Marion V. Kelly, McGraw-Hill, 1996 3.2.3 Project Time Management Definition Project 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. Processes Project time management includes*: Activity definitionIdentifying the specific activities that must be performed to produce the various project deliverables Activity sequencingIdentifying and documenting interactivity dependencies Activity duration estimatingEstimating the number of work periods that will be needed to complete individual activities Schedule developmentAnalysing activity sequences, activity durations and resource requirements to create the project schedule Schedule controlControlling changes to the project schedule Key Knowledge and Skills An effective project manager has the ability to apply the following knowledge and skills when 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 or contingency time Approaches for monitoring schedules, including milestones, control points and Go/No-Go decision points in the schedule *Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK Guide)2000
Edition, Project Management Institute, Inc., 2000, Appendix G

A sound basis for understanding requirements management. A common-sense approach with best practices and tips that make this a valuable resource Guidance and universal principles for the initial generation, subsequent development and application of the Work Breakdown Structure (WBS) Program management focus and technical aspects of SCM with practical implementation advice

19

IT Ramifications Time Management Issues in an IT Environment Time 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 Activities In developing the schedule, care must be taken to ensure that appropriate attention is given to supporting activities such as phase planning and review, and quality control activities. This often is neglected in IT projects. Business User Activities Project managers need to ensure that all activities for the user community are planned and estimated. This affects the direct cost of a project, as well as its success or failure, due to inadequately planned user resources. Unfortunately, it is an area that often is overlooked. Recommended References Measures for Excellence, Reliable Software, On Time, Within Budget, Lawrence H. Putman, Ware Myers, Yourdon Press Computing Series, 1992 The Mythical Man Month, Essays on Software Engineering, Frederick P. Brooks, Addison Wesley, 1975 Analysis Bar Charting, John Mulvaney, Management Planning and Control Systems, 1980 Project and Production Scheduling, Quentin W. Fleming, Probus Publishing Co., 1987 Focus on an empirical function relating cost, schedule and system size, based on thousands of actual software projects Full of wisdom about system development processes A simplified approach to the critical path method Basic material on scheduling

20

3.2.4 Project Cost Management Definition Project cost management is the planning and control required to ensure that a project is completed within the approved budget. Processes Project cost management include*: Resource planningDetermining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities Cost estimatingDeveloping an approximation (estimate) of the costs of the resources needed to complete project activities Cost budgetingAllocating the overall cost estimate to individual work activities Cost controlControlling changes to the project budget Key Knowledge and Skills An effective project manager has the ability to apply the following knowledge and skills when 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 point analysis 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 Cost In developing an IT project plan, it is important to consider the environment in which systems are developed. Providing the development staff with support and the correct tools can reduce the overall cost of development. Project managers should ensure the project utilises the most appropriate mix of methodologies, software tools and skills to identify and achieve the most cost-effective project solution. Monitoring Costs Care must be taken to ensure that all elements of cost are included and monitored. This includes hardware and software costs, as well as business area costs associated with the project. Many projects undertaken by internal staff do not track the cost of staff resources. This may result in an inefficient use of resources because staff resources are treated as free during business decisions about the project.
*Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK Guide)2000 Edition, Project Management Institute, Inc., 2000, Appendix G

21

Recommended References Earned Value Project Management Second Edition, Quentin W. Fleming, Joel M. Koppelman, Project Management Institute, Inc., 2000 Cost Estimators Reference Manual, Rodney D. Stewart, John Wiley & Sons, 1995 Measures for Excellence, Reliable Software, On Time, Within Budget, Lawrence H. Putman, Ware Myers, Yourdon Press Computing Series, 1992 Description of earned value project management in its most fundamental form, for application to all projects, of any size and complexity Software estimation and design, to cost techniques Focus on an empirical function relating effort (cost), schedule and system size, based on thousands of actual software projects. The projects cover a huge range of sizes and come from a variety of problem domains.

3.2.5 Project Quality Management Definition Project quality management involves those activities that ensure the project delivers a product or products that satisfies project objectives. This includes the definition of quality policies, objectives and responsibilities, and is implemented by means such as quality planning, quality control, quality assurance and quality improvement, within the quality system. Processes Project quality management includes*: Quality planningIdentifying which quality standards are relevant to the project and determining how to satisfy them Quality assuranceEvaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards Quality controlMonitoring specific project results to determine if they comply with relevant quality standards, and identifying ways to eliminate causes of unsatisfactory performance Key Knowledge and Skills An effective project manager has the ability to apply the following knowledge and skills when 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

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

22

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 Environment Quality management processes exist to ensure that the resultant systems meet business requirements in terms of functionality, quality, integrity, maintainability, supportability and operability. Quality control processes should be progressive in order to detect requirements, design or programming faults as early as possible. Reviews and inspections of developed products will ensure that they meet appropriate standards. The project schedule must include the necessary activities and time to resolve any faults or issues identified during these reviews. This is particularly important during the development phases when reviews of design and code are important to ensuring the robustness of design and construction processes. Responsibility for Quality Under an effective project governance arrangement, the steering committee has an overall responsibility for agreeing on the level of quality required and obtaining assurance that quality objectives are achieved. The responsibility for ensuring that an appropriate quality management system is in place rests with the project manager. Competent project managers ensure that quality control processes are implemented and are applied throughout 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 Out If elements of the project are contracted out (for example, system development or technology acquisition), the responsibility for the quality of outsourced elements rests with the contract organisation, which should ensure the implementation of appropriate quality control and assurance process. The responsibility for overall quality still rests with the project team, which should develop its own quality plan. The plan should outline the activities being undertaken by the customer, including independent assurance processes when appropriate, as well as acceptance testing. Organisational Standards Quality processes need to take into account organisational standards and processes for IT, while implementing processes appropriate to the project and its objectives at the same time. Competent project managers establish a quality culture within the project team. Key

23

issues to consider include quality criteria for adopting items such as formats for common documents (e.g., requirements and screens and other design standards, coding practices) and the quality checks required to achieve these criteria. Recommended References Software Quality, A Framework for Success in Software Development and Support, Joc Sanders, Eugene Curran, Addison Wesley, 1993 A guide to software quality issues and ISO standards for implementers of software systems. Clarifies quality issues in software engineering for both managers and engineers, provides high-level, technical advice on implementing quality systems and summarises clearly the relevant quality standards ISO 9001, 9000-3and 9004-2. Practical information on developing application systems. Provides useful information on quality processes for code development. An advanced book on improved practices in quality Useful guide to issues in usability.

Code Compete, A Practical Handbook of Software Construction, Steve McConnell, Microsoft Press, 1993 Software Inspection, Tom Gilb, Dorothy Graham, Addison-Wesley, 1993 Online Writings on Heuristic Evaluation, Jakob Nielsen, useit.com/papers/heuristic/

3.2.6 Project Human Resources Management Definition Project human resources management involves those processes required to make the most effective 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 outcome of the project. Processes Project human resources management includes*: Organisational planningIdentifying, documenting and assigning project roles, responsibilities and reporting relationships Staff acquisitionGetting the human resources needed assigned to and working on the project Team developmentDeveloping individual and group competencies to enhance project performance

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

24

Key Knowledge and Skills An effective project manager has the ability to apply the following knowledge and skills when 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 Staff The key to successful delivery of systems, software and facilities is the quality and experience of the staff involved. A major challenge for the IT profession is ongoing demand for such staff. It is crucial for the project manager to build teams that capitalise on the available skills and experience through the establishment of appropriate team and supervisory review structures. The importance of team structures and competence of team members increases when fast-track or agile system development methodologies are used. Team Structures Competent project managers ensure that an organisational structure appropriate to the size and complexity of the project is established, and that the team works together effectively to achieve project objectives. This necessitates the implementation of an appropriate project governance structure, and the definition and implementation of team roles and reporting structures. Project managers must understand which skill sets are required of each position, They need to understand that while less skilled individuals may cost less, they may not be competent in a more senior role. Conversely, more expense resources (such as a technical architect) most often are required to ensure successful delivery. The team structure also will depend on the size and complexity of the development process and the skills needed. Organisational structure becomes increasingly important as projects increase in size. Software development teams are generally best organised into small development teams.

25

Planning for Reallocation on Project Completion Appropriate structures and processes should be established to ensure employee reallocation after they complete their duty on the project. Failure to provide this assurance ultimately may result in staff resistance to project assignments. Recommended References Organizing Projects for Success: The Human Aspects of Project Management, Volume One, Vijay K. Verma, Project Management Institute, Inc., 1995 Human Resource Skills for the Project Manager: The Human Aspects of Project Management, Volume Two, Vijay K. Verma, Project Management Institute, Inc., 1996 Managing the Project Team: The Human Aspects of Project Management, Volume Three, Vijay K. Verma, Project Management Institute, Inc., 1997 Peopleware Productive Projects and Teams, 2nd Edition, Tom DeMarco and Timothy Lister, Dorset House Publishing Explains how critical it is to understand the issues of authority, accountability, reliability and responsibility, to gain the commitment of project participants and to delegate effectively Practical guidelines that can be used to develop and implement the human skills appropriate to project management

Emphasis on developing and sustaining the project team throughout the project life cycle Straightforward advice on how to establish effective IT teams

3.2.7 Project Communications Management Definition Project communications management involves the timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information. It provides the critical links among people, ideas and information that are necessary for success within the project team and out to the business*. Processes Project communication involves the following major processes**: Communications planningDetermining the information and communication needs of the stakeholderswho needs what information, when they will need it, and how it will be given to them Information distributionMaking needed information available to project stakeholders in a timely manner Performance reportingCollecting 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)2000 Edition, Project Management Institute, Inc., 2000, page 117 ** Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK Guide)2000 Edition, Project Management Institute, Inc., 2000, Appendix G

26

Administrative closureGenerating, gathering and disseminating information to formalise phase or project completion

Key Knowledge and Skills An effective project manager has the ability to apply the following knowledge and skills when 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 the information 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 Areas Projects involving IT often are perceived as IT projects rather than business projects. It is critical to have adequate communication between the project and the business areas that will be the eventual owners and users of the systems and data. When projects involve a significant level of business change, competent project managers put communication and change management strategies in place to ensure the commitment of key parties to the implementation of change. This should be a planned activity with proposed activities included in a communication or change management strategy. Progress Reporting Competent project managers ensure that there is appropriate reporting to senior management about the progress of the project against its original schedule, so that the impact and risks to the business can be clearly understood and addressed. The project steering or oversight committee should be consulted about the level of reporting they require. In this way, the impact of technical issues is clearly conveyed to non-technical committee members, and there is no confusion about the impact of changes on the project and on the business.

27

Recommended References Powerful Communication Techniques, Collin McKenna, Career Press, 1998 Project Management, A Systems Approach to Planning, Scheduling and Controlling, 6th Edition, Harold Kertzner, John Wiley & Sons, 1998, page 267ff Authoritative guide on how to bridge communications gap A reasonable discussion of issues relating to project communication

3.2.8 Project Risk Management Definition Project risk management is the administration and control of risk elements of the project. It includes the processes concerned with identifying, analysing and responding to project risks, maximising the results of positive events and minimising the consequences of adverse events. Processes Project risk management includes*: Risk management planningDeciding how to approach and plan for the risk management activities for a project Risk identificationDetermining which risks might affect the project and documenting their characteristics Qualitative risk analysisPerforming a qualitative analysis of risk and conditions to prioritise their effects on project objectives Quantitative risk analysisMeasuring the probability and consequences of risks and estimating their implications for project objectives Risk response planningDeveloping procedures and techniques to enhance opportunities and reduce threats to the projects objectives Risk monitoring and controlMonitoring residual risks, identifying new risks, executing risk reduction plans and evaluating their effectiveness throughout the project life cycle Key Knowledge and Skills An effective project manager has the ability to apply the following knowledge and skills when 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 developed that 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)2000 Edition, Project Management Institute, Inc., 2000, Appendix G

28

Risk assessments as part of the day-to-day project management, using tools such as checklists, interviewing and workshops Risk management strategies such as risk reduction, risk monitoring and contingency planning

IT Ramifications Inherent Risks in IT Projects There are risks inherent in any IT project because of the timeframe and complexity. Some risks are external to the project and result from issues such as the potential for changing requirements. Others are internal to the project and may involve staff losses, delays in completion of tasks, problems with technology, etc. In choosing the system development approach, consideration should be given to minimising the risk in achieving business objectives. Go/No-Go Decision Points In more complex projects, the project manager should identify points at which the overall project risk should be reassessed. These are often Go/No-Go decision points for the project or points at which the timetable for implementation should be reviewed. Fast-Track Projects There is an increasing trend toward fast-track system development so that systems are delivered to meet business timetables. Such an approach may involve the risk that poor quality software will be delivered. Applying appropriate quality management processes can mitigate this risk. Recommended References Project and Program Risk Management: A Guide to Managing Project Risks and Opportunities, R. Max Wideman, editor, Project Management Institute, Inc., 1992 Risk Management for Software Projects, Alex Down, Michael Colemen, Peter Absolon, The IBM McGraw-Hill series, 1994 A useful introduction to risk management in a project or program environment

A practical guide to risk management in an IT environment, containing useful techniques for risk assessment, reduction and monitoring

3.2.9 Project Procurement Management Definition Project procurement management is the acquisition of goods and services from suppliers outside the project environment to achieve the project objectives.

29

Processes Project procurement management includes*: Procurement planningDetermining what to procure and when Solicitation planningDocumenting product requirements and identifying potential sources SolicitationObtaining appropriate quotations, bids, offers or proposals, as appropriate Source selectionChoosing from among potential sellers Contract administrationManaging the relationship with the seller Contract close-outCompleting and settlement of the contract, including resolution of any open items Key Knowledge and Skills An effective project manager has the ability to apply the following knowledge and skills when 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 Development There 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 contractSoftware developed under contract by an external organisation
* Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK Guide)2000 Edition, Project Management Institute, Inc., 2000, Appendix G

30

In the last two options, great care must be paid to maintenance and support processes after the initial project completion. The utilisation of MOTS could lead to incompatibility issues with future software release versions, quick obsolescence of the overall package, and/or excessive maintenance costs. Recommended References Management of Project Procurement, Charles L. Huston, McGraw Hill, 1996 A very comprehensive book, written in textbook style with good case studies, questions and class exercises at the end of each chapter. An excellent reference for information on contract pricing, schedules, budget, specifications and the bid and award process. Covers all phases of procurement management, from making the decision to procure a product or service to contract close-out. An excellent source of practical information for any project manager who intends to contract out a portion of work Provides a reasonable overview of issues relating to the acquisition of commercialoff-the-shelf products

Managing Software Acquisition, Open Systems and COTS Products, B. Craig Meyers, Patricia Oberndorf, Addision Wesley, 2001

3.3 General Management Competencies

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

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

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

31

Recommended References Leadership From Within, Peter Urs Bender, Stoddart Publishing Co. Ltd., 1997 Good introduction to leadership. Written in a down-to-earth style that emphasises essential values such as vision, passion, and self-knowledge.

3.3.2 Communication Communicationa two-way exchange of informationis vital to all projects. The person issuing the communication strives to make the information clear, succinct and unambiguous. The person receiving the communication endeavours to make sure the information is understood. Both parties encourage confirming feedback. Communication has 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. In general, 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

Recommended References Powerful Communication Techniques, Collin McKenna, Career Press, 1998 Authoritative guide on how to bridge gaps 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

32

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

Effective project managers are able to make sound and timely decisions within the constraints of the timeframe and information available. The project manager who exercises the following activities has a good chance of consistently making sound decisions: 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

Recommended References Risk and Decision Analysis in Projects Second Edition, John Schuyler, Project Management Institute, Inc., 2001 The New Rational Manager, KepnerTregoe, 1981 Decision analysis is the discipline that helps people choose wisely under conditions of uncertainty. Introduces risk and decision analysis applied to project management. Clarifies how individuals can improve their problem-solving and decision-making skills, and how an organisational system can reflect a more rational approach in these vital areas

3.3.4 Negotiation Negotiating means reaching agreement that satisfies all partiesboth with having an agreement and with the content of the agreement itself.

Effective project managers have skills that ensure that agreements are reached on key project 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

33

Recommended References Getting to Yes: Negotiating Agreement Without Giving In, Fisher, Roger and Ury, Penguin Books, 1991 Influence Without Authority, Allan Chen and David Bradford, John Wiley & Sons, 1991 Proven strategies to come to mutually acceptable agreements in any type of conflict Techniques for managing upward, laterally and downward

3.3.5 Problem Solving Problem solving is a combination of problem identification (what is the problem) and solution assessment (what can be done). Project problems may be technical (e.g., differences of opinion about the project deliverables), managerial (e.g., a functional group not performing according to plan), or interpersonal (e.g., personality or style clashes). Problem solving may lead to decision making when a problem has many possible solutions.

Effective project managers have the skills and ability to define problems, distinguish between causes and symptoms, determine options and make appropriate decisions based 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

Recommended References Involving Others in Problem Solving, Mark Froman, Perry Pascarella, Berrett-Koehler Publishing, 2000 Risk and Decision Analysis in Projects Second Edition, John Schuyler, Project Management Institute, Inc., 2001 Explains how to develop the skills that are key to becoming a successful team leader, with step-by-step facilitation guidelines and proven tips, tools and techniques Decision analysis is the discipline that helps people choose wisely under conditions of uncertainty. Introduces risk and decision analysis applied to project management.

34

The New Rational Manager, KepnerTregoe, 1981

Makes clear how individual managers can improve their problem solving and decision making, and how organisational systems can reflect a more rational approach in these vital areas

3.3.6 Facilitation Facilitation involves assisting progress or making improvements through utilising a set of skills 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 collective experience, take joint action and develop their own group skills.

Effective project managers have the skills, techniques and abilities to help project members and stakeholders work together to come to common agreement on objectives, 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

Recommended References How to Lead Work Teams: Facilitation Skills, Fran Rees, John Wiley & Sons, 2001 Instruction on how to develop the skills that are key to becoming a successful team leader, with step-by-step facilitation guidelines and proven tips, tools and techniques

3.3.7 Coaching and Empowerment Project managers encourage personal and professional growth among members of the project team. This includes coaching and encouraging growth in an individuals chosen functional area.

35

Effective project managers promote the development of skills within their project team by: Insisting on the best that each individual can do Valuing each individuals growth and achievements Knowing each individuals 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

Recommended References How to Lead Work Teams: Facilitation Skills, Fran Rees, John Wiley & Sons, 2001 The Coach: Creating Partnerships for the Competitive Edge, Stowel, Stevens and Starcevich, The Centre for Management and Organisational Effectiveness, 1987 Instruction on how to develop the skills that are key to becoming a successful team leader, with step-by-step facilitation guidelines and proven tips, tools and techniques Motivation of employees by modelling the right behaviours and values

3.3.8 Team Building A team is a group of individuals who depend on each other for success (no one succeeds unless we all succeed). Team building means encouraging and enabling people to work together 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 makes sure everyone has the right to express his/her view, but also adheres to and respects the decisions made.

36

Recommended References Collaborating for Success, John L. Mariotti, Barrette-Koehler, 2000 Cross Functional Teams, Parker and Glenn M. Parker, Jossey-Bass, 1994 Identification of the conditions that lead to a successful collaborative effort Offers concrete advice and inspiration to team members, team leaders and senior management

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 of developing and maintaining good customer relations is that both parties not only accept the project results, but also are enthusiastic about the product and the process. Ownership of the projects outcome is the key goal of customer relations.

Effective project managers: Work to understand the customers 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

Recommended References The Loyalty Effect, Reichheld, Fredrick, Bain and Company, 1996 Analysis of the relationship between corporate profits and employees, customers and investment loyalty

3.3.10 Organisational Effectiveness Organisational effectiveness describes the ability to get things done in a timely and qualitatively effective manner within a wider organisation. It requires an understanding of the organisations formal and informal structures, policies and procedures.

37

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

Recommended References Managing Conflict in Organisations, M. Afzalur Rahim, Quorum Books, 2001 Discussion of the nature and measurement of conflict, and the relationship of conflict to organisational learning and effectiveness

38

4. COMPETENCY ASSESSMENT AND DEVELOPMENT

Now that you understand the knowledge and skills required of a project manager in an IT environment, how do you develop these competencies? This section outlines a process you can use to support your own development as a project manager, regardless whether you 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 project management and general management competencies. You then compare the current proficiency level of each competency with the target proficiency level (where you think you should be or want to be). The difference is your competency gap. Working with your manager and/or mentor, you identify two or three competencies that you will focus on for development. Together, you agree on a learning plan that is realistic and supports your individual learning style. The final step is putting your plan into action, whether it be taking courses, reading, trying new behaviours, taking on challenging assignments or working with a mentor or coach. In order to support your learning, you will require feedback from a knowledgeable individual who has had an opportunity to observe your new skills in action. This individual can be your manager, a peer or your mentor. The important thing is that you have a trusting relationship and that he or she has an understanding of what success looks like, in terms of the competencies you are trying to develop. This document supports the development of project management and general management competencies. The process would be the same, however, for IT management and industry knowledge competencies.

4.1 Competency Assessment

The competency assessment is conducted as a self-evaluation against the project management and general management competencies outlined in this manual. You will be asked to reflect on the specific behaviours (referred to as behavioural indicators) that you demonstrate at work and compare those to the behaviours exhibited by a project manager at the level you are targeting. Consulting and validating your behaviours with others is an optional 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 might want 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. The objective of the assessment is to determine your proficiency level (Advanced Beginner, Competent or Proficient) for each skill area. To assess each project management competency:

39

Read the skill area and 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 when you demonstrated the behavioural indicators for that level. Enter your current proficiency level in the table. Determine the target proficiency level (where you would like/need to be) for each skill area by reviewing the behavioural indicators. Your target level will depend on your organisational standards, the complexity of your projects and the expectations of your manager and your organisation.

Once you have determined your current and target proficiency levels for the skills within each 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 most important or valuable to develop. 4.1.2 Assess Your General Management Competencies

The general management competencies are outlined in the appendix, table B. The objective of the assessment is to determine your proficiency level (Advanced Beginner, Competent or Proficient) for each competency. To assess each general management competency: 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 when you demonstrated the behavioural indicators for that level. Enter your current proficiency level in the table. Determine the target proficiency level for each skill area by reviewing the behavioural indicators. Your target level will depend on your organisational standards, the complexity of your projects and the expectations of your manager and your 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 most important 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 to develop (learning objectives) and what is the best way to go about it (learning activities)? Appendix A, table C, the Learning Plan, is designed to capture your learning objectives and activities. It is important to document this because research shows

40

that we are much more likely to work toward goals that are written down. The learning plan will focus on one or two project management competencies and/or one or two general management competencies that either require development or are of professional or 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 clarity on your learning objectives, you can determine how best to meet these objectives. Your options include such methods as training (informal training such as reading and computer/web-based learning or formal classroom training), developmental assignments, on-the-job coaching or mentoring. Sometimes a developmental plan consists mainly of practising a specific skill or competency and arranging for feedback and coaching as required. The following section provides a number of recommended learning options that may prove of interest when you are developing your learning plan. They include specific courses, 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 project management associations. You will find a full listing of international project management organisations on the International Project Management web site at www.ipma.ch/natassoc.htm. Course topics that would be useful include:7 Project management: tools, principles and practices. Every project manager should attend a project management fundamentals course that teaches basic project planning, estimating and risk analysis techniques. Such a course provides instruction in the skills that are necessary to plan, schedule and control projects of all kinds. Techniques covered should include work breakdown structures, critical path/PERT/GANTT scheduling, earned-value analysis and much more. How to lead, manage and facilitate project teams. Project managers should be familiar with basic management practices such as team building, motivating team members, 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 for managing across organisations when the project manager has all the responsibility and no, or little, direct authority. A course on this topic should teach participants how to complete projects by enlisting support, despite a lack of interest from the rest of the organisation. Business fundamentals. Many project managers have a technical background but lack basic business knowledge. They should be aware of how the business of the organisation functions, how decisions affect the bottom line, and how to run a project as if it were a business in its own right.

41

How to communicate, influence and negotiate effectively. Universally, project managers are faced with a basic problem: they have considerable responsibility and little authority. A program such as this helps managers get things done even when they have no authority. IT systems management fundamentals. Project managers without a background in IT should ensure that they have some understanding in IT systems management concepts. 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 management knowledge area in section 3 of this guide. There is, of course, a range of texts on project management, many addressing similar topics and issues. This guide has tried to identify sources that provide a reasonable coverage of all the issues. In addition, the following are considered to be useful reference material for aspiring project managers. General Project Management, A Systems Approach to Planning, Scheduling and Controlling, 6th Edition, Harold Kertzner, John Wiley & Sons, 1998 A Guide to the Project Management Body of Knowledge (PMBOK Guide)2000 Edition, Project Management Institute, Inc., 2000 Practical Project Management, Michael Dobson, 1996 A comprehensive theoretical overview of issues in project management

A comprehensive reference that describes the sum of knowledge within the profession and outlines issues in project management Provides a pragmatic look at managing simple and moderate projects and covers the basic skills required by project managers

Advanced Concepts Creating an Environment for Successful Projects: The Quest to Manage Project Management, Robert J. Graham, Randall L. Englund, Jossey Bass, 1997 Managing High Intensity Internet Projects, Edward Yourdon, Yourdon Press, 2002 A sound discussion of approaches an organisation can use to improve its business project management practices Covers the challenges of the changing expectations of information technology

42

4.2.3

Web Sites

The following sites provide links to a range of web sites on project management: ISACAs 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 competency development, the real learning takes place on the job. The most effective way to develop as a project manager is to put the competencies into practice, and to get feedback and coaching from your manager or supervisor.

4.3.1

Feedback and Coaching

Feedback should focus on those competencies that you have targeted for development and should include recommendations for improvement. Coaching should focus on helping you gain insight into your specific areas of strength and weakness, and increase your 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 key competency for all managers and supervisors. Coaching is the process of equipping people with the tools, knowledge and opportunities they need to develop themselves and become more effective. At a minimum, all new project managers need to have someone confirm their selfassessment, review their developmental plans, guide them on how to correct problems in the initial plan, and then assist them on an ongoing basis. This is potentially the most effective method to bring project managers to the next level of proficiency.

43

4.3.2

Mentoring

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

44

ENDNOTES
1

Chaos: A Recipe for Success, Standish Group, 1999

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

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

COBIT 3rd Edition, Management Guidelines, PO10 Planning and Organisation, Manage Projects, IT Governance Institute, 2000
5

Process Maturity Profile of the Software Community 2000 Update-SEMA.8.00, Carnegie Mellon University Software Engineering Institute, August 2000
6

Derived from Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK Guide)2000 Edition, 2000, Project Management Institute, Inc. All rights reserved. Materials from this publication have been reproduced with the permission of PMI. Unauthorized reproduction of this material is strictly prohibited.
7

Adapted from The Project Managers Desk Reference, James P. Lewis, McGraw Hill, 1999

45

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

Term Acceptance testing

Definition A formal, predefined test conducted to determine the compliance of the deliverable system with the acceptance criteria A set of dates and costs frozen at the start of the project and used as a basis for comparison as the project progresses The original approved plan (for a project, a work package or an activity) plus or minus approved scope changes. Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement baseline). A review of what others are doing in a specific business area. The activities and methods of those who appear to be particularly successful often are used as examples to be emulated, i.e., they are used as benchmarks. A meeting hosted by the buyer (contracting organisation) to assist prospective bidders in understanding the request for proposal The process of implementing procedures that ensure that proposed changes are properly assessed and, if approved, incorporated into the project plan. Uncontrolled changes are one of the most common causes of delay and failure. A simple model that defines the boundaries and interfaces between the system being developed and entities external to the system. It also identifies the flows of information and materials across these interfaces. The development of a management plan that uses alternative strategies to ensure project success if specified risk events occur A major project milestone at which the project sponsor has the opportunity of exercising a Go/NoGo decision on the continuation of the project into the succeeding phase

Source Reference APM

Baseline

PNG

Baseline

PMK00

Benchmarking

PD-U

Bidder conference

CSM

Change control

PNG

Context diagram

Wiegers

Contingency planning

WST

Control gate

PMIS

46

Decomposition

Desk checking

Earned value analysis

Inspections

Issues management

Joint application design session

Milestone

Organisational responsibility matrix (also called matrix responsibility chart) Precedence diagramming

The process of reducing a project scope into its various elements, resulting in a work breakdown structure Quality review of product requirements, design or code undertaken by an individual working on his own Analysis of project progress wherein the actual money budgeted and spent is compared to the value of the work achieved A formal evaluation technique in which software requirements, design or code are examined in detail by a person or group other than the author to detect faults, violations of development standards and other problems The management of issues that remain unresolved because they are in dispute, are uncertain, lack information, or lack authority or commitment for their resolution An extended, facilitated workshop that involves a collaboration between analysts and customer representatives to produce draft requirements documents A clearly identifiable point in a project or set of activities that commonly denotes a reporting requirement or completion of a key component of a project A chart showing the respective authorities and responsibilities of personnel working in a matrix organisation An activity-oriented system in which activities are displayed in uniform boxes complete with activity number and start, duration and finish dates. The relation between activity boxes is shown by logic connector lines. Lead and lag times also can be shown. More effective than arrow diagramming and easier to revise, update and program on computer. A person who can accurately present the needs of each user class, serve as the voice of the customer for that community and make decisions on its behalf The formal end of a project. It requires the project boards approval.

PD-U

McConnell

WST

IEEE 610.121990

PD-U

Wiegers

OTOB

PD-U

CCCP

Product champion

Wiegers

Project closure

WST

47

Project initiation

Project office

Project plan

Project review Project scope

Project sponsor

Project stakeholder Project steering committee Quality assurance

Quality control

Quality log (also called quality file) Quality plan

The beginning of a project at which point certain management activities are required to ensure that the project is established with clear reference terms and substantial management structure A designated location where the administrative work of the project is conducted and the project management skills (resources) such as cost accounting, estimating, scheduling and public relations, etc., are retained. Usually economically possible only on large projects. A formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, to facilitate communication among stakeholders, and to document approved scope, cost and schedule baselines. An evaluation of current project results or procedures A concise and accurate description of the projects expected end products or deliverables, which meet specified requirements as agreed by the projects stakeholders The executive who manages, administers, monitors, funds and is responsible for the overall project delivery One who has a stake or interest in the outcome of the project A body established to monitor the project and give guidance to the project sponsor or project manager All planned and systematic actions necessary to provide adequate confidence that a product or service will satisfy given requirements for quality The process of monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance Records of quality reviews and technical exceptions procedures of a project A document setting out the specific quality practices, resources and sequence of activities relevant to a particular product, service, contract or project

WST

PD-U

PMK00

NPMT PMGdLns

38

PMGdLns APM ISO 8402 QMPP WST

WST ISO 8402 QMPP

48

Request for information

Request for proposal (also called request for tender) Requirement analysis

Requirement specification

Requirements traceability matrix Requirements verification Statement of work Vision statement

A formal inquiry in the marketplace for PD-U information, typically concerning expressions of interest from and the capacity, capability and availability of contractors to undertake and bid on work described in the solicitation A formal invitation containing a scope of work, SPM 304-9 which seeks a formal response (proposal) describing both methodology and compensation to form the basis of a contract The process of studying user needs to arrive at a IEEE 610.12definition of system, hardware or software 1990 requirements A document that specifies the requirements for a IEEE 610.12system or component, including software. 1990 Typically included are functional requirements, performance requirements, interface requirements, design requirements and development standards. A matrix that links each individual requirement to Wiegers the design and code elements that implement it and the tests that verify it Activities that ensure that requirements are accurate Wiegers and demonstrate the required quality characteristics A narrative description of products or services to be OTOB supplied under contract A statement that summarises the long-term purpose Wiegers and intent for the new product

The following references used in column three of this glossary were the original source of definitions used in Widemans Comparative Glossary of Common Project Management Terms, V. 2.1, 2000. Source ID APM Source APMP Syllabus 2nd Edition, Abridged Glossary of Project Management Terms (Rev.4), abstracted from Association of Project Management (UK), January 2000 Cost Control of Capital Projects, R. Max Wideman, BiTech Publishers Ltd, Richmond, BC, Canada, 1995 IEEE Standard Glossary of Software Engineering Terminology, IEEE Std 610.12-1990 International Organisation for Standardisation, Geneva, Switzerland Nordic Project Management Terminology, NORDNET, Reistad Offset, Oslo, Norway, 1985

CCCP IEEE ISO NPMT

49

OTOB PD-U PMGdLns PMIS PMK00

PNG QMPP SPM VPM WST 38

On Time/On Budget, Sunny Baker and Kim Baker, Prentice Hall, Englewood Cliffs, NJ, USA, 1992 Proposed Definition - Untested Project Management Guidelines (Private BC Corporation), 1995 Project Management Information System (BC Government Project), 1997 A Guide to the Project Management Body of Knowledge (PMBOK Guide)2000 Edition, Project Management Institute, Project Management Institute, Inc., Newtown Square, PA, USA, 2000 Abstracted from Projectnet Glossary, April 1997, on the web site of the UK publication Project Manager Today Quality Management for Projects and Programs, Lew Ireland, Project Management Institute, Newtown Square, PA, USA, 1991 Software Project Management, Milton D. Rosenau, Jr., M.D. Lewin Associates, Los Angeles, CA, USA, 1988 Visualizing Project Management, Kevin Forsberg, John Wiley et al, New York, NY, USA, 1996 Various original authors quoted in Welcom PM Glossary, Project Management Solutions, Internet, 1998 What CEOs must demand to achieve effective project management, Russell D. Archibald, Proceedings, First Ibero American Project Management Forum, 6-7 June 2000

The following references used in the Glossary are in addition to Widemans Comparative Glossary of Common Project Management Terms, V. 2.1,2000. McConnell Wiegers Code Complete, A Practical Handbook of Software Construction, Microsoft Press, 1993 Software Requirements, Karl E. Wiegers, Microsoft Press, 1999

50

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 organisations 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 Level

Target Proficiency Level

Integrated Change Control: Coordinating 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

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

Determines or validates the change impact across the control processes

52

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 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

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 highlevel 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

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

Identifies the projects 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

Uses decomposition techniques to break down the projects 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 projects 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 organisations 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 organisations lessons learned database

53

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency Level

Target Proficiency 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 organisations lessons learned database Determines the scope change impact outside the project

53

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 performed to produce the various project deliverables Activity Sequencing: Identifying and documenting interactivity dependencies

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 organisations standard practises and methodologies

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 organisations standard practises and methodologies

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

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 organisations lessons learned database for use on future projects Verifies underlying assumptions and constraints

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

54

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency Level

Target Proficiency 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 organisations lessons learned database Determines the schedule change impact outside the project

55

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

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 projects timephased 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

56

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency Level

Target Proficiency 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 organisations lessons learned database Determines the cost change impact outside the project

57

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

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

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

58

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

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

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

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

59

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 stakeholderswho needs what information, when they will need it and how it will be given to them Information Distribution: Making needed information available to project stakeholders in a timely manner

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

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 Level

Target Proficiency 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 Risk Identification: Determining which risks might affect the project and documenting their characteristics Qualitative Risk Analysis: Performing a qualitative analysis of risks and conditions to prioritise their effects on project objectives Quantitative Risk Analysis: Measuring the probability and consequences of risks and estimating their implications for project objectives

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

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

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

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

62

Skill Area

Advanced Beginner

Competent

Proficient

Current Proficiency Level

Target Proficiency Level

Risk Response Development: Developing procedures and techniques to enhance opportunities and reduce threats to the projects objectives Risk Response Monitoring and Control: Monitoring residual risks, identifying new risks, executing risk reduction plans and evaluating their effectiveness throughout the project life cycle

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

Implements risk response strategies

Ensures effective implementation of risk response actions Periodically revalidates the qualitative and quantitative risk analysis

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

Proactively identifies new risks that were not previously identified Monitors risk triggers

63

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 Solicitation: Obtaining quotations, bids, offers and proposals as appropriate Source Selection: Choosing from among potential sellers

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

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

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 Level

Target Proficiency 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 Closeout: 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

65

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, multidisciplinary projects Establishes an appropriate sense of urgency and creates a crossfunctional 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

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

Interprets data and arrives at conclusions

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

67

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

Applies a structured approach to problem solving Proactively identifies potential problems and vulnerabilities

Establishes problem-solving and analysis approaches and standards Directs several complex problem-solving efforts concurrently

Collects information from all relevant sources Conducts data gathering Involves others as appropriate Determines appropriateness of collected data Conducts detailed analysis May identify alternative solutions Identifies root cause Makes recommendations for problem resolution and prevention Uses principles learned from past experience to solve current problems 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 Demonstrates extensive knowledge of available resources and content Assesses impact of solution options Tests and validates underlying assumptions Understands the context and impact of problems

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

Determines and understands the goals and objectives Identifies participants

Directs the planning of several complex facilitation meetings concurrently Gets agreement on agenda.

Involves others in planning the meeting Clarifies goals and objectives Summarises and clarifies discussions Keeps discussion on track Synthesises and summarises relevant points from ambiguous discussions Effectively encourages participation of all members when facilitating meetings Manages conflicts and creates win/win situations Maximises participants contributions to develop creative solutions Prevents disruptions Uses the most current presentation media and processes Stays neutral Ensures decisions are democratic Gathers feedback from group and improves the process Secures commitments Summarises results and follow-up requirements

Prepares minutes and actions

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

Provides relevant advice, guidance and information to improve others performance Provides positive reinforcement

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

Establishes and assigns responsibilities for others 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 employees capabilities Encourages risk taking

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

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

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

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

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

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

Organisational Effectiveness

Demonstrates an understanding of the organisations 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

70

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.

71