Applying the PM Competency Development Framework - Part 2: Managing the Project - PMI-MN Breakfast...

Applying the PM Competency Applying the PM Competency Development FrameworkDevelopment Framework

- Part 2: Managing the Project - - Part 2: Managing the Project -

PMI-MN Breakfast MeetingPMI-MN Breakfast Meeting

February 11, 2003February 11, 2003

Denny Chirhart & Kimberly Johnson, PMPsDenny Chirhart & Kimberly Johnson, PMPs

3M Company3M Company

3M Company3M Company 22

Topics for TodayTopics for Today

Brief Review of the PMI Project Brief Review of the PMI Project Manager Competency Development Manager Competency Development FrameworkFramework

Apply the Framework in the Project Apply the Framework in the Project Managing AreaManaging Area

Explore Some Practical Questions in Explore Some Practical Questions in Managing the ProjectManaging the Project


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


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


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


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


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


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 “ “


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


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


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)


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


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


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


Questions to Examine on Questions to Examine on Managing the ProjectManaging the Project

How do I create a useable system for tracking the How do I create a useable system for tracking the project?project?

How do I ensure that the performance measures are How do I ensure that the performance measures are visible to the Team?visible to the Team?

When do I really have to modify the Plan?When do I really have to modify the Plan? How do I control the changes to the plan without How do I control the changes to the plan without

being considered a roadblock?being considered a roadblock? How do I provide the right amount of information to How do I provide the right amount of information to

my stakeholders?my stakeholders? What is a practical way to collect lessons learned What is a practical way to collect lessons learned

information and make it useful for future projects?information and make it useful for future projects?


How do I create a useable systemHow do I create a useable system for tracking the project? for tracking the project?

Have a solid Project Charter as your Have a solid Project Charter as your foundationfoundation

Plan in a way that can be trackedPlan in a way that can be tracked Pick your Battles – what’s important?Pick your Battles – what’s important? Test Drive it on the TroopsTest Drive it on the Troops Document, Refine, ImplementDocument, Refine, Implement Periodically take stockPeriodically take stock


Example from a 3M Project CharterExample from a 3M Project Charter

TUGBOAT PIT team meetings will be held biweekly and the Project Leader will publish PIT team meeting minutes. All documents will be kept on the ePMg TUGBOAT project database.

Who Reports? To Whom? When? Level of Detail Format?

Project Team Project Leader BI –weekly Detailed Meetings via Written reports

Project Leader Project Team BI - weekly Summary Post to ePMg DB

Project Leader Sponsor(s)? Monthly Detailed Project Status Report Monthly Meeting

Project Leader Signing BU Quarterly Detailed Presentations

Sponsor(s) Signing BU Monthly Highlights Verbal

•Note: This is from the Project Reporting section of the 3M Project Charter documentNote: This is from the Project Reporting section of the 3M Project Charter document


How do I ensure that the performance How do I ensure that the performance measures are visible to the Team?measures are visible to the Team?

Project Team ContractProject Team Contract

• DocumentedDocumented

• BindingBinding

• DefiningDefining


Project Team ContractProject Team Contract

An agreement between and signed by management, sponsor and the project team. It contains all the team deliverables and metrics. Also contained are the team requirements (management deliverables) necessary to achieve their deliverables or metrics. The team keeps going as long as deliverables / metrics are within acceptable range and stop only if out of bounds.


Project Team Contract Project Team Contract ComponentsComponents

CharterCharter Team Planning ProcessTeam Planning Process ContentsContents

• Key Customer RequirementsKey Customer Requirements• Selling PriceSelling Price• Market ShareMarket Share• Factory CostFactory Cost• Unit SalesUnit Sales• Unit AvailabilityUnit Availability• Process CapabilityProcess Capability• NPV/EVANPV/EVA• HR RequirementsHR Requirements• Capital ExpendituresCapital Expenditures• Equipment AvailabilityEquipment Availability

21213M Company3M Company

Project/Program Name _________________________________________________________________Date _________________

Team Deliverables Management Deliverables

1. Mfg. Unit Cost _______ to _______ Personnel _____________________________________________________

2. Project Costs _______________________________ - Development _______ to _______ _______________________________ - Capital Equip. _______ to _______ Equipment ______________________ - Mkt./Sales _______ to _______ _______________________________ - Regulatory _______ to _______ Funding __________ to ___________ - Other _______ to _______ _________________ to ___________ - Other _______ to _______ Facilities _______________________ Total Costs _______ to _______ _______________________________

3. Schedule Partnership(s) (Outside Firm(s) or - U.S. _______ to _______ 3M Division(s) __________________ - Final _______ to _______ _______________________________

4. Unit Forecast - U.S. _______ to _______ - Final _______ to _______

Program Contract

£ Innovationc 3M 2000


Program Contract

Project/Program Name _______________________________________________________________Date ______________

Key Dates Planned Actual Approval Phase I ________ ________ ________ Phase II ________ ________ ________ Phase III ________ ________ ________ Phase IV ________ ________ ________ Phase V ________ ________ ________ Phase VI ________ ________ ________

Revisions Misc.) Date Approval 1. ________ ________ 2. ________ ________ 3. ________ ________ 4. ________ ________ 5. ________ ________ 6. ________ ________

Approvals 1. ____________________ Sponsor: ___________________________________ 2. ____________________ Team Leader _______________________________ 3. ____________________ 4. ____________________ 5. ____________________



Program Contract

5. Average Selling _______ to _______ Price

6. N.P.V. _______ to _______

7. Product Features

8. Assumptions




CharterCharter Team Planning ProcessTeam Planning Process ContentsContents FormatFormat

• Bar/GaugeBar/Gauge• Color CodedColor Coded• Target/ActualTarget/Actual• In Control/Out of BoundsIn Control/Out of Bounds• DatesDates• RevisionsRevisions• Sign Off’sSign Off’s


40 50 60 70 80 90 100

.30 .50 .70 .90

.10 .20 .30 .40

0 2 4 6 8 10 12

1/97 7/97 10/97 1/98

0.5 .75 1.0 1.25 1.50 1.75 2.0

Performance/durability

Program ContractDeliverables Comments/Action

Target In ControlActual Out of Bounds

Neutral

On target

Need to resolve waste issue

On target

Need additional manufacturing output

Improve variability

Legend

Customer Reqmts (% met)

Sell Price ($/yd2)

Factory Cost ($/yd2)

Unit Sales (MM/yr)

Unit Availability (WW)

Process Capability (Cpk)

Team

Improvement in F.C. and schedule required

NPV ($MM)10 12 14 16 18 20 22


Need 2 additional lab by

Program ContractDeliverables Comments/Action

Target In ControlActual Out of Bounds

Neutral

Need 1 additional market by

Negotiate additional time

Conflicting priorities

Move 3 people

Legend

Lab Personnel (each)

Market Personnel (each)

Capital Expenditures ($MM)

Coater Availability (days)

Partnership (% acceptable)

Co-location (%)

Management

0 3 6 9 12 15 18

0 1 2 3 4 5 6

0 1 2 3 4 5 6

10 12 14 16 18 20 22

40 50 60 70 80 90 100

0 10 20 30 40 50 60


£ Innovation£ Innovationc 3M 2000c 3M 20003M 2000



CharterCharter Team Planning ProcessTeam Planning Process ContentsContents FormatFormat Management NegotiationsManagement Negotiations

• PresentPresent• AdjustAdjust• Sign OffSign Off



CharterCharter Team Planning ProcessTeam Planning Process ContentsContents FormatFormat Management NegotiationManagement Negotiation ImplementationImplementation

• MSProjectMSProject• Graphics SoftwareGraphics Software• Risk PlusRisk Plus• Network/GanttNetwork/Gantt• ProactiveProactive


When do I really have to When do I really have to modify the Plan?modify the Plan?

Give it the “Sight” TestGive it the “Sight” Test Set Criteria that warrants modificationSet Criteria that warrants modification Advice on Timing and Review of Advice on Timing and Review of

changes to the Planchanges to the Plan What do I do after the update?What do I do after the update?


Example from a 3M Revised PlanExample from a 3M Revised Plan

TCM Commercialization System Reflective Products and Processed Materials

Project: [ ] ePMg #: [ ] ePMg Stage [Select:]: Overall Project Information

Document Name: TCM Updated Project Plan for Next Stage

Author: [ ] Document Revision (save) Date: 4/19/2002 6:33 PM

-------------------------------------------------------------------------------------------------------------------------------------

Key expectations of this document are: That you update your resource requirements for the next Stage. Reflect any team changes and

changes to the cost involved in the project. That you update the Key Milestone & Deliverables and any anticipated changes to the expected timeline

given what you know now That you note any change to the Risks being experienced or managed on the projects

Which Stage are you preparing this plan for?

1.1. – Resource Requirements for this next Stage List the anticipated resources (people and/or equipment) necessary to complete the next Stage. Include the % of time that each resource will be able to give and/or is needed for (if known). Also include any updates to anticipated costs that will be incurred in this Stage. NOTE: If resources have not changed since the inception of the original Project Plan, you may skip this section. Note that the following changes to personnel are normally experienced and should be planned for during projects:

Stage 1 – Add personnel involved in Marketing Research Stage 2 – Begin to get Lab, Mfg., and other Mktg personnel involved Stage 3 – Add in Materials Control, Cost Accounting, Tech Service, and Sourcing personnel Stage 4 & 5– Above, plus begin to add Sales personnel as appropriate

1.2. – Key Milestone & Deliverable Timeline for this next Stage If they have changed from the original Project Plan, please indicate the key milestones and deliverables that will be involved in completing this next Stage. This is not a chart of all the details of the effort – but rather a high-level tracking mechanism for Business Units to assure that the main milestones and deliverables of the effort are on track and on time. If nothing has changed since the original Project Plan, you may also skip this section.

1.3. - Risk Assessment for this next Stage What is the likelihood of both technical/manufacturing success and market success for this initiative? Have the risks involved in meeting the window of opportunity with a successful product or service changed since the inception of the original Project Plan? Are there specific risks that will need to be managed and tracked in this next Stage? If nothing has changed since your original Risk Assessment in the Project Plan, you may skip this section.

1.4. – Any other Significant Changes to the Project Plan? Please note any other significant changes to the original Project Plan that should be communicated. As with any of the changes in this document, please update your original Project Plan template as appropriate and your MS Project Gantt Chart or Key Milestone & Deliverable Chart (if you have one). If there are no other significant changes, you may skip this section.

== End of TCM Updated Project Plan for Next Stage: Overall Project Information ==


How do I control the changes to the plan How do I control the changes to the plan without being considered a roadblock?without being considered a roadblock?

Change ManagementChange Management

• 3 Key Areas3 Key Areas– Have a way to get the change into the projectHave a way to get the change into the project– Have a way to evaluate it’s impact on Have a way to evaluate it’s impact on

time/cost/qualitytime/cost/quality– Have a mechanism or escalation procedure on Have a mechanism or escalation procedure on

how to make a decision on ithow to make a decision on it• Note: How to make decisions as a team is very Note: How to make decisions as a team is very

IMPORTANT!IMPORTANT!


How do I provide the right amount How do I provide the right amount of information to my stakeholders?of information to my stakeholders?

Know thy “Client/Stakeholder”Know thy “Client/Stakeholder” Determine appropriate level, detail, & Determine appropriate level, detail, &

contentcontent Make format appealing and succinctMake format appealing and succinct Re-assess reporting needs periodicallyRe-assess reporting needs periodically


Example from a 3M Example from a 3M Project Status ReportProject Status Report



Document Name: TCM Project Status Report

Author: [ ] Document Revision (save) Date: 2/22/2002 10:48 AM

-------------------------------------------------------------------------------------------------------------------------------------

0.3.1 – Key Milestone Update:

Document current appraisal of progress against the major milestones of the project based on project plan, including original and revised completion dates, as well as confidence levels/comments.

Key Milestones Status Orig. Plan Finish Date

Revised Plan Finish Date

Actual Completion Date

Confidence Level/ Comments (Confidence Level s/b in 20% increments)

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Status examples include: Not Started, In-Progress, Completed, etc.

0.3.2 - Summary of Accomplishments/Activities for this Month:

Document specific accomplishments of the Team during the reporting period and any other significant activities that the Team was involved with during the reporting period.

[ ]

0.3.3 - Summary Plans for next Month:

Document the specific plans for the next reporting period in enough detail that your readers will understand what the Team is doing and can anticipate any needs that they will have.

[ ]

0.3.4 - Unresolved Issues/Concerns/Roadblocks & Barriers: Document any significant problems or issues encountered or anticipated, their impact on the project and action items (calls for help or assistance) or recommended actions.

[ ]


What is a practical way to collect What is a practical way to collect lessons learned information?lessons learned information?

Capture highlights from periodic Status Capture highlights from periodic Status ReportsReports

Develop/Utilize the “PPR” ConceptDevelop/Utilize the “PPR” Concept• How long do they take?How long do they take?• Who should be invited/required to attend?Who should be invited/required to attend?• How should the session be focused?How should the session be focused?• What do I do with the output?What do I do with the output?


Example from a 3M Example from a 3M Post Project ReviewPost Project Review



Document Name: TCM Post Stage Review

Author: [ ] Document Revision (save) Date: 3/25/2002 10:28 AM

-------------------------------------------------------------------------------------------------------------------------------------

The purpose of this template is to assess the condition of the project after a Stage has been completed. (e.g., what happened?, how well did it happen?, what could/should be done differently, etc.)

Did we meet the Stage’s purpose?

[ ]

Given the previous information, is the Stage complete?

[ ]

What was done well in this Stage?

[ ]

What was done on this Stage that was not value-added?

[ ]

What could have been done better on this Stage?

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Given your collective learning experiences on this Stage, what advice or recommendations would you give to other projects to be more successful in this Stage?

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== End of TCM Post Stage Review: Overall Project Information ==


Wrap Up CommentsWrap Up Comments

Complete “control” while executing a Complete “control” while executing a project is a myth!project is a myth!

Set proper expectations, give people Set proper expectations, give people the information they need, and let the information they need, and let professionals workprofessionals work

Proper communication and well-timed Proper communication and well-timed appreciation do wonders to “manage appreciation do wonders to “manage your project” to successyour project” to success

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