Applying the PM Competency Development Framework - Part 1: Planning the Project - PMI-MN Breakfast...

Applying the PM Competency Applying the PM Competency Development FrameworkDevelopment Framework

- Part 1: Planning the Project - - Part 1: Planning the Project -

PMI-MN Breakfast MeetingPMI-MN Breakfast Meeting

January 14, 2003January 14, 2003

Mike Wold, PMPMike Wold, PMP

Fissure CorporationFissure Corporation

Fissure Corporation - www.fissureFissure Corporation - www.fissure.com.com

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Topics for TodayTopics for Today

Introduce the Five Part SeriesIntroduce the Five Part Series Review the PMI Project Manager Review the PMI Project Manager

Competency Development FrameworkCompetency Development Framework Apply the Framework in the Project Apply the Framework in the Project

Planning AreaPlanning Area Explore Some Practical Issues in Explore Some Practical Issues in

Project PlanningProject Planning


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What is the Five Part Series?What is the Five Part Series?

Five monthly breakfast meeting Five monthly breakfast meeting presentations on the PMI PM presentations on the PMI PM Competency Development FrameworkCompetency Development Framework

Viewed from five perspectivesViewed from five perspectives• Planning the ProjectPlanning the Project

• Managing the ProjectManaging the Project

• Leading the TeamLeading the Team

• Communicating with the CustomerCommunicating with the Customer

• Interfacing with the OrganizationInterfacing with the Organization


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What is the PMI PM Competency What is the PMI PM Competency Development Framework?Development Framework?

Output of standards committee formed Output of standards committee formed in 1998in 1998

Defines Defines key dimensionskey dimensions of project of project manager competence and manager competence and competenciescompetencies that are most likely to that are most likely to impact project manager impact project manager performanceperformance

Source: Source: Project Manager Competency Development Project Manager Competency Development Framework Framework - PMI - 2002 - PMI - 2002


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Why is it important?Why is it important?

Provides specific information useful to Provides specific information useful to project managers and their project managers and their organizations in creating professional organizations in creating professional development plansdevelopment plans

Unlike the PMBOK, it recognizes the Unlike the PMBOK, it recognizes the importance of the “human side” importance of the “human side” competencies of project managerscompetencies of project managers


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PM: Technical vs. Human SidesPM: Technical vs. Human Sides

Technical Skills

Human Skills

Relative Contribution to Project SuccessRelative Contribution to Project Success

PMBOKPMBOK

PMCD FrameworkPMCD Framework


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What is a “competency”?What is a “competency”?

Per Scott Parry (Per Scott Parry (TrainingTraining, June 1998), it is a , June 1998), it is a cluster of related knowledge, attitudes, skills cluster of related knowledge, attitudes, skills and other personal characteristics thatand other personal characteristics that• Affects a Affects a major partmajor part of one’s job of one’s job• Correlates with Correlates with performanceperformance on the job on the job• Can be Can be measuredmeasured against well accepted against well accepted standardsstandards• Can be Can be improvedimproved via training and development via training and development• Can be broken down into Can be broken down into dimensions of dimensions of

competencecompetence


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What are the PM competency What are the PM competency dimensions?dimensions?

Project Management Knowledge Project Management Knowledge • ““What I know and understand”What I know and understand”• Assessment: Knowledge tests (e.g., PMP Test)Assessment: Knowledge tests (e.g., PMP Test)

Project Management PerformanceProject Management Performance• ““What I can demonstrate”What I can demonstrate”• Assessment: Review of work productsAssessment: Review of work products

Personal Competency Personal Competency • ““My core personality characteristics”My core personality characteristics”• Assessment: 360 surveys, peer and self reviewsAssessment: 360 surveys, peer and self reviews


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Is the competency of the PM sufficient Is the competency of the PM sufficient for project success?for project success?

PMI: “In addition to PMI: “In addition to project manager project manager competencecompetence, project success requires , project success requires organizationalorganizational project management project management maturitymaturity and and capabilitycapability “ “


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The Nine PM Knowledge Areas The Nine PM Knowledge Areas (Units of Competence)(Units of Competence)

Project Integration ManagementProject Integration Management Project Scope ManagementProject Scope Management Project Time ManagementProject Time Management Project Cost ManagementProject Cost Management Project Quality ManagementProject Quality Management Project Human Resources ManagementProject Human Resources Management Project Communications ManagementProject Communications Management Project Risk ManagementProject Risk Management Project Procurement ManagementProject Procurement Management


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The Five PM Process Groups The Five PM Process Groups (Competency Clusters)(Competency Clusters)

Initiating ProcessesInitiating Processes Planning ProcessesPlanning Processes Executing ProcessesExecuting Processes Controlling ProcessesControlling Processes Closing ProcessesClosing Processes


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Project Manager Competency

PMCD FrameworkPMCD Framework

Knowledge Competency Personal Competency

Performance Competency

Units of Competence (9 Knowledge Areas)

Competency Clusters (5 PM Processes)

Elements of Competence with Performance Criteria

(62 Elements)

Technical Competencies

Competency Clusters (2-4 per Unit)

Human Competencies

Elements of Competence with Performance Criteria

(19 Elements)

Units of Competence (6 Separate Units)


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The Six Units of Personal The Six Units of Personal Competency with ClustersCompetency with Clusters

Achievement and ActionAchievement and Action• Achievement Orientation, Concern for Order, Achievement Orientation, Concern for Order,

Quality and AccuracyQuality and Accuracy

Helping and Human ServiceHelping and Human Service• Customer Service Orientation, Interpersonal Customer Service Orientation, Interpersonal

UnderstandingUnderstanding

Impact and InfluenceImpact and Influence• Impact and Influence, Organizational Awareness, Impact and Influence, Organizational Awareness,

Relationship BuildingRelationship Building


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Units of Personal Competency Units of Personal Competency (continued)(continued)

ManagerialManagerial• Teamwork and Cooperation, Developing Others, Teamwork and Cooperation, Developing Others,

Team Leadership, Directiveness: Assertiveness Team Leadership, Directiveness: Assertiveness and Use of Positional Powerand Use of Positional Power

CognitiveCognitive• Analytical Thinking, Conceptual ThinkingAnalytical Thinking, Conceptual Thinking

Personal EffectivenessPersonal Effectiveness• Self-control, Self Confidence, Flexibility, Self-control, Self Confidence, Flexibility,

Organizational CommitmentOrganizational Commitment


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Applying the FrameworkApplying the Framework

Determine Applicable Elements and Performance Criteria

Determine Desired Levels of Proficiency

Assess for Strengths and Weakness

Address Gaps in Competence

Track Progress Towards Competence

Interview Competent PM’s for Baseline

Competencies Needed

Testing, 360 Surveys, Peer

Reviews


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Key Project Management Key Project Management Process Groups & DocumentsProcess Groups & Documents

Initiating Processes

Planning Processes

ExecutingProcesses

Controlling Processes

Closing Processes

ProjectCharter

SupportPlans

ProjectPlan

Fissure Corporation, 12751 NicollFissure Corporation, 12751 Nicollet Ave. S., Burnsville, MN 55337et Ave. S., Burnsville, MN 55337

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Planning Sub-ProcessesPlanning Sub-Processes

Break Down Work

WBS

DefineActivities

PlanResources

SequenceActivities

EstimateDuration

Estimate Costs

DevelopSchedule

DevelopBudget

Develop Project Plan

NetworkDiagram

GanttChart

SupportPlanning

Source:PMBOSource:PMBOKK


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An Example: Project Scope An Example: Project Scope Management - InitiatingManagement - Initiating

Competence UnitCompetence Unit: Project Scope Management: Project Scope Management ElementElement: Prepare Project Charter: Prepare Project Charter

Performance CriteriaPerformance Criteria::

1. Develop project charter to formally document and link the 1. Develop project charter to formally document and link the project to ongoing work of organizationproject to ongoing work of organization

2. Define responsibilities of project manager and other 2. Define responsibilities of project manager and other organizational managersorganizational managers

3. Identify how project budget concerns and resource 3. Identify how project budget concerns and resource availability affect the project, and how to interface with availability affect the project, and how to interface with the project sponsor or other organizational managers with the project sponsor or other organizational managers with resource responsibility resource responsibility


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Performance Criteria (continued)Performance Criteria (continued)::

4. Define project phases of project life cycle4. Define project phases of project life cycle

5. Develop primary components of project charter5. Develop primary components of project charter

6. Identify project stakeholders6. Identify project stakeholders

7. Establish project purpose, description, assumptions, 7. Establish project purpose, description, assumptions, and constraintsand constraints

8. Define project business benefits and benefit 8. Define project business benefits and benefit measurementsmeasurements

9. Define critical success factors 9. Define critical success factors


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Assessment ApproachAssessment Approach::

Knowledge Competencies - Demonstrate a Knowledge Competencies - Demonstrate a knowledge knowledge and understandingand understanding of: of:• Inputs to project initiation and development of project scopeInputs to project initiation and development of project scope• Tools and techniques utilized for formulating project scopeTools and techniques utilized for formulating project scope• Outputs of project initiation and scope development - e.g., Outputs of project initiation and scope development - e.g.,

project charter, constraints, and assumptionsproject charter, constraints, and assumptions

Performance Competencies - Demonstrate Performance Competencies - Demonstrate abilityability to: to:• Develop project charterDevelop project charter• Develop business caseDevelop business case


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Practical Issues in Project Practical Issues in Project PlanningPlanning

Why is there so much resistance to Why is there so much resistance to planning?planning?

How much planning is enough?How much planning is enough?

What about these fast cycle projects, e.g., What about these fast cycle projects, e.g., those using agile methodologies? those using agile methodologies?


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Poor Excuses for Not PlanningPoor Excuses for Not Planning

The Time ArgumentsThe Time Arguments ““We’ve got plenty of time to plan later”We’ve got plenty of time to plan later” ““We’re already late in getting started so We’re already late in getting started so

there is no time to plan”there is no time to plan”

The ResponseThe Response Projects fail by the hour and dayProjects fail by the hour and day Pay me now or pay me laterPay me now or pay me later


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Chaos TheoryChaos Theory ““The outside environment is changing so fast The outside environment is changing so fast

it does not make sense to plan.”it does not make sense to plan.”

The ResponseThe Response Without a plan, how do you know how the Without a plan, how do you know how the

environment is impacting your project?environment is impacting your project?


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Living on the EdgeLiving on the Edge ““I can handle any crisis - bring it on.” I can handle any crisis - bring it on.” ““Deep down I really crave some excitement.”Deep down I really crave some excitement.”

The ResponseThe Response Maybe you can, but why should I pay you to Maybe you can, but why should I pay you to

waste company resourceswaste company resources Try skydiving. This is a business!Try skydiving. This is a business!


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The Ostrich SyndromeThe Ostrich Syndrome ““I don’t really want to know.”I don’t really want to know.” ““It’s too early to tell, isn’t it?”It’s too early to tell, isn’t it?”

ResponseResponse It’s your job to know!It’s your job to know! Sorry but the writing is on the wall.Sorry but the writing is on the wall.


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You Can’t Manage What You Can’t MeasureYou Can’t Manage What You Can’t Measure ““Accountability is great, but …”Accountability is great, but …” ““I prefer to be empowered ..”I prefer to be empowered ..”

The ResponseThe Response Unfortunately, accountability comes with the Unfortunately, accountability comes with the

paycheckpaycheck You are empowered. I just want to see some You are empowered. I just want to see some

results - “trust but verify”results - “trust but verify”


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Cornucopia SyndromeCornucopia Syndrome ““We have a lot of time for this project”We have a lot of time for this project” ““The sky’s the limit on this one” The sky’s the limit on this one”

ResponseResponse Is this project the only thing people are ever Is this project the only thing people are ever

going to work on in this organization?going to work on in this organization? You do not have a license to waste resourcesYou do not have a license to waste resources


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Good Reasons Not PlanningGood Reasons Not Planning

Been There, Done ThatBeen There, Done That ““We have done this so many times it is now a We have done this so many times it is now a

routine”routine”

ResponseResponse Are you sure you have this down?Are you sure you have this down? What is the risk if you are wrong?What is the risk if you are wrong? Scale the planning effort to bring it in line with the Scale the planning effort to bring it in line with the

benefitsbenefits


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Good Reasons Not PlanningGood Reasons Not Planning

Business Value ArgumentBusiness Value Argument ““The investment In planning outweighs its The investment In planning outweighs its

benefits.”benefits.”

ResponseResponse Scale the planning effort to bring it in line with Scale the planning effort to bring it in line with

the benefitsthe benefits


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A Vote for Properly Scaled PlansA Vote for Properly Scaled Plans

A good plan today is better than a A good plan today is better than a perfect plan tomorrow. perfect plan tomorrow.

-- George S. Patton-- George S. Patton


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A Strong Argument for PlanningA Strong Argument for Planning

In preparing for battle I have always In preparing for battle I have always found that plans are useless, but found that plans are useless, but planning is indispensable.planning is indispensable. -- Dwight D. Eisenhower-- Dwight D. Eisenhower


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Factors Affecting the Scope of Factors Affecting the Scope of PlanningPlanning

Level of resources involvedLevel of resources involved Criticality of the scheduleCriticality of the schedule Importance of qualityImportance of quality Level of riskLevel of risk Impact of failureImpact of failure Sponsor/organization forgiveness levelSponsor/organization forgiveness level


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Some Guidelines for Some Guidelines for Determining the Scope of Determining the Scope of

PlanningPlanning

NOTE: The Appendix contains NOTE: The Appendix contains some specific guidelines for some specific guidelines for scoping your planning to the scoping your planning to the project needs based on an project needs based on an article from PM Network, article from PM Network, February 1999 by Martin and February 1999 by Martin and TateTate


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Planning Fast Cycle Projects:Planning Fast Cycle Projects:The Agile Manifesto ValuesThe Agile Manifesto Values

Individuals and interactions over processes and Individuals and interactions over processes and toolstools

.. Working software over comprehensive Working software over comprehensive

documentationdocumentation

Customer collaboration over contract negotiationCustomer collaboration over contract negotiation

Responding to change over following a Responding to change over following a planplan


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Some Agile MethodologiesSome Agile Methodologies

Extreme ProgrammingExtreme Programming ScrumScrum Feature Driven DevelopmentFeature Driven Development CrystalCrystal Lean DevelopmentLean Development Adaptive Software DevelopmentAdaptive Software Development


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Some Agile CharacteristicsSome Agile Characteristics

Belief that change is the only constant - be ready to Belief that change is the only constant - be ready to respond to it in your processesrespond to it in your processes

Emphasis on frequent customer feedback - Emphasis on frequent customer feedback - customers often don’t know requirements up frontcustomers often don’t know requirements up front

Up front planning not as important as ability to Up front planning not as important as ability to respond during the processrespond during the process

Little documentationLittle documentation Small iterations - frequent releasesSmall iterations - frequent releases Tight co-located collaborative teamsTight co-located collaborative teams Belief that cost of change does not rise with timeBelief that cost of change does not rise with timeSource: “Agile Software Development” - Capstone project by Kimberly Gerst , June 2002Source: “Agile Software Development” - Capstone project by Kimberly Gerst , June 2002


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Planning in an Agile EnvironmentPlanning in an Agile Environment

Traditional Planning Advocate - Watts HumphreyTraditional Planning Advocate - Watts Humphrey

““With rare exceptions, initial estimates and schedules With rare exceptions, initial estimates and schedules are unacceptable … it is best to reach early are unacceptable … it is best to reach early agreement on the essential functions and to defer the agreement on the essential functions and to defer the rest until later.”rest until later.”

Agile Planning Advocates - Kent Beck & Martin Agile Planning Advocates - Kent Beck & Martin FowlerFowler

““Planning is so valuable and important, so vital, that it Planning is so valuable and important, so vital, that it deserves to go on a little every day, as long as deserves to go on a little every day, as long as development lasts.”development lasts.”


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Agile vs. Traditional ProjectsAgile vs. Traditional ProjectsThe Five “Levers”The Five “Levers”

Traditional ProjectManagement

Agile ProjectManagement

Scope/Requirements Relatively fixed Open to changeResources/Cost Variable FixedSchedule Variable FixedQuality Variable FixedProductivity Relatively fixed Relatively variable


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Planning in the Agile WorldPlanning in the Agile World

Focus planning on ensuring team members are Focus planning on ensuring team members are working on most important work remainingworking on most important work remaining

Planning must serve to coordinate effort among team Planning must serve to coordinate effort among team members: business decision makers and technical members: business decision makers and technical team membersteam members

Work will never go according to plan - when it does Work will never go according to plan - when it does not, revisit the two points abovenot, revisit the two points above

Use plans to focus efforts, not to attempt to control Use plans to focus efforts, not to attempt to control eventsevents

Planning must be honestPlanning must be honest

Source: Kent Beck & Martin Fowler, Source: Kent Beck & Martin Fowler, Planning Extreme ProgrammingPlanning Extreme Programming, 2001, 2001


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SummarySummary

The PMI Project Manager Capability Development (PMCD) The PMI Project Manager Capability Development (PMCD) Framework is a useful tool for individuals and organizations to Framework is a useful tool for individuals and organizations to create development planscreate development plans

The PMCD Framework should be scaled to the needs of the The PMCD Framework should be scaled to the needs of the individual and organizationindividual and organization

There are poor excuses and legitimate reasons for not There are poor excuses and legitimate reasons for not planningplanning

The amount of planning needed is driven by variables such as The amount of planning needed is driven by variables such as risk levels, impact of failure, etc.risk levels, impact of failure, etc.

The biggest barrier to acceptance of planning is blind The biggest barrier to acceptance of planning is blind adherence to “one size fits all” philosophyadherence to “one size fits all” philosophy

Planning is alive and well in fast cycle projectsPlanning is alive and well in fast cycle projects


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AppendixAppendix

Some guidelines for scoping your Some guidelines for scoping your planning to the project needsplanning to the project needs


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PlanningPlanning

Do you need clear direction for your project? Is it Do you need clear direction for your project? Is it important to know what the sponsor expects from important to know what the sponsor expects from the project? the project? Complete a charterComplete a charter..

Does the customer or sponsor need to know what Does the customer or sponsor need to know what will be produced? Does the team need to know will be produced? Does the team need to know what it will produce as the final deliverable? what it will produce as the final deliverable? Write Write a scope descriptiona scope description..

Do you need to ensure the quality of the final Do you need to ensure the quality of the final deliverable? Do you need to break the final deliverable? Do you need to break the final deliverable down into more manageable chunks? deliverable down into more manageable chunks? Define interim deliverablesDefine interim deliverables..

From PM Network, February 1999, Martin and Tate


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PlanningPlanning

Do you want to be sure everyone is clear on what is the Do you want to be sure everyone is clear on what is the responsibility of the project and what is not the responsibility of the project and what is not the responsibility of the project? Do you want to avoid any responsibility of the project? Do you want to avoid any misunderstanding about where the project begins and misunderstanding about where the project begins and where it ends? where it ends? Define scope boundariesDefine scope boundaries..

Do you need to structure the project? Do you need to Do you need to structure the project? Do you need to make sure every part of the project work has been make sure every part of the project work has been assigned to someone? assigned to someone? Do a subproject work Do a subproject work breakdownbreakdown..

Do you need want to prevent potential problems? Do you need want to prevent potential problems? Do a Do a risk assessmentrisk assessment.. From PM Network, February 1999, Martin and Tate


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PlanningPlanning

Will anyone outside or inside the project team need to Will anyone outside or inside the project team need to review or approve any of the interim deliverables review or approve any of the interim deliverables before they are issued/delivered? before they are issued/delivered? Make a list of Make a list of reviews and approvals requiredreviews and approvals required..

Do you need to issue status reports on the project to Do you need to issue status reports on the project to keep the sponsor, customer and other stakeholder keep the sponsor, customer and other stakeholder informed on how the project is progressing? informed on how the project is progressing? Make a Make a list of status reports requiredlist of status reports required..

Do you need to assure that you have the right people Do you need to assure that you have the right people on the team? Do you need to ensure that all on the team? Do you need to ensure that all stakeholder interests are represented on the project? stakeholder interests are represented on the project? Review team compositionReview team composition..



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PlanningPlanning

Do you need to communicate the schedule (big Do you need to communicate the schedule (big picture)? picture)? Do a milestone scheduleDo a milestone schedule..

Will you need to track the progress of the final Will you need to track the progress of the final deliverable? Do you need to know when the hands-deliverable? Do you need to know when the hands-off from one person to another will occur? Do you off from one person to another will occur? Do you want to assure that the customer’s requirements want to assure that the customer’s requirements be met? be met? Create a deliverables scheduleCreate a deliverables schedule..

Do you have relatively inexperienced people doing Do you have relatively inexperienced people doing the work? Is this a project that you haven’t done the work? Is this a project that you haven’t done before? before? Create an activity scheduleCreate an activity schedule..



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PlanningPlanning

Is there a need to estimate how much staff effort Is there a need to estimate how much staff effort will be required to complete the project? will be required to complete the project? Do a staff Do a staff effort estimateeffort estimate

.. Do you need to track staff effort during the Do you need to track staff effort during the

execution phase? execution phase? Do a staff effort forecastDo a staff effort forecast..

Is there a need to estimate how much money will Is there a need to estimate how much money will be spent? be spent? Do a spending estimateDo a spending estimate..

Do you need to track expenses during the Do you need to track expenses during the execution phase? execution phase? Do a spending forecastDo a spending forecast..


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