Conceptual levels of competence
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In order to have a fully comprehension of pm-competence,a outline of project-oriented organisations, project management and project management process will be given. Practical application of this theory is also worth demonstrating. | In order to have a fully comprehension of pm-competence,a outline of project-oriented organisations, project management and project management process will be given. Practical application of this theory is also worth demonstrating. | ||
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==Introduction== | ==Introduction== | ||
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* Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase. | * Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase. | ||
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==Detailed definition of pm-competence== | ==Detailed definition of pm-competence== | ||
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==Application(the "pm-competence" model)== | ==Application(the "pm-competence" model)== | ||
| − | [[File:Spider_web_presentation_of_the_organizational_pm-competence.png|400px| | + | [[File:Spider_web_presentation_of_the_organizational_pm-competence.png|400px|thumb|right|top|Figure 4.1 Spider web presentation of the organizational pm-competence ]] |
An instrument for self-assessing and for bench-marking the pm-competences of organizations is the “pm-competence” model. Basis for “pm-competence” is the above described pm-process, with its sub-processes. For the description and the measurement of the pm-competence, a“spider web”(See Figure 4.1),with the axis project start, project controlling, project coordination, management of project discontinuities, project close down and design of pm-process is used.<ref name="pm-approach"> Gareis, R. and Huemann, M., A process-oriented pm-approach, IRNOP III – Conference of the International Research Network on Organizing by Projects, University of Calgary, 6-8 July 1998, pp 365 – 372.</ref> | An instrument for self-assessing and for bench-marking the pm-competences of organizations is the “pm-competence” model. Basis for “pm-competence” is the above described pm-process, with its sub-processes. For the description and the measurement of the pm-competence, a“spider web”(See Figure 4.1),with the axis project start, project controlling, project coordination, management of project discontinuities, project close down and design of pm-process is used.<ref name="pm-approach"> Gareis, R. and Huemann, M., A process-oriented pm-approach, IRNOP III – Conference of the International Research Network on Organizing by Projects, University of Calgary, 6-8 July 1998, pp 365 – 372.</ref> | ||
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For the pm-subprocesses of the spider web the scale “not defined”, “partly defined”, “defined”, and “standardised” is used. A global description of the different competence levels at this scale is shown in Figure 5. | For the pm-subprocesses of the spider web the scale “not defined”, “partly defined”, “defined”, and “standardised” is used. A global description of the different competence levels at this scale is shown in Figure 5. | ||
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==Limitation== | ==Limitation== | ||
Revision as of 23:10, 25 February 2019
Contents |
Abstract
When it comes to the term competence , there is not a consensus definition of it, because a variety of relevant researchers have their own interpretation. No debate would be made to prove which definition is highly recognized, and, to be precise, it mainly refers to project management(pm-) competence in this article. Project management competence can be defined as the capability, to perform the project management process professionally. Pm-competence is not only related to individuals, but also project teams and organisations.[1] For different parties like individuals, project teams and organisations, there are some different characterization. Thus the following article mainly looks into these three aspects:
- pm-competence of individuals: the capability to fulfill all functions specified in the role description.
- pm-competence of project teams: the project management competences of the project team members plus the social knowledge and experience of the team to commonly create the “Big Project Picture” to produce synergies, to solve conflicts, and to ensure learning in the team.
- pm-competence of organisations:
In order to have a fully comprehension of pm-competence,a outline of project-oriented organisations, project management and project management process will be given. Practical application of this theory is also worth demonstrating.
Introduction
Project-oriented organisations
Project Oriented Organization is an organization in which a considerable part of its processes and activities take place in the form of projects. Its organizational structure has elements of matrix organizational structure. In the project-oriented organization, the project manager has full authority to set priorities and manage the work of the people assigned to the project. In the project-oriented organization, projects are a natural part of its operation. [2]
A POO can be defined as an organization that[1]:
• Defines “Management by Projects” as an organizational strategy
• Applies temporary organizations for the performance of complex processes
• Manages a project portfolio of different project types
• Has specific permanent organization structures to provide integrative functions
• Applies the “New Management Paradigm”
• Has an explicit project management culture
• Perceives itself as being project-oriented.
Project management
Project management is an integrative undertaking that requires each project and product process to be appropriately aligned and connected with the other processes to facilitate coordination. Actions taken during one process typically affect that process and other related processes. For example, a scope change typically affects project cost, but it may not affect the communications management plan or level of risk. These process interactions often require trade-offs among project requirements and objectives, and the specific performance trade-offs will vary from project to project and organization to organization. Successful project management includes actively managing these interactions to meet sponsor, customer, and other stakeholder requirements. In some circumstances, a process or set of processes will need to be iterated several times in order to achieve the required outcome. [3]
Project management process
The POO is characterized by specific business processes.
Project management is the core business process of the POO. It consists of the sub-processes project start, project coordination, project controlling, project discontinuity management, and project close down.
The project management process starts with the formal project assignment and ends with the project acceptance by the project owner. [1]
The PMBOK® Guide describes the nature of project management processes in terms of the integration between the processes, their interactions, and the purposes they serve. Project management processes are grouped into five categories known as Project Management Process Groups (or Process Groups)[3]:
- Initiating Process Group. Those processes performed to define a new project or a new phase of an fine a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
- Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.
- Executing Process Group. Those processes performed to complete the work defined in the project management plan to satisfy the project specifications
- Monitoring and Controlling Process Group. Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.
- Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.
Detailed definition of pm-competence
Pm-competence of individuals
The project management competences required by individuals differ according to the project roles to be fulfilled. The following project roles can be performed by individuals: project owner, project manager, project management assistant, project team member, and project contributor. The specific project management functions to be performed, e.g., by a project manager can be described in a role description.
From the role description it is obvious that the project manager requires knowledge and experience not only to apply project management methods, but also to creatively design the project management process.
This ability relates to:
• The selection of the project management methods appropriate for a given project
• The selection of the appropriate communication structures
• The facilitation of the different workshops and meetings
• The selection of the participants for the different workshops and meetings
• The decision to involve a project coach
• The definition of the appropriate form for the project management documentations.
The project management competence of a project manager is the capability to fulfill all functions specified in the role description. Besides the project management knowledge and experience for a given project type, a project manager needs product, company, and industry knowledge. In international projects, cultural awareness and language knowledge are also prerequisites.
Pm-competence of project teams
In order to perform a project successfully, a project team requires competence. The competence of a project team can be defined as the project management competences of the project team members plus the social knowledge and experience of the team to commonly create the “Big Project Picture,” to produce synergies, to solve conflicts, and to ensure learning in the team.
A project team cooperates in workshops and meetings. The application of project plans, such as a work breakdown structure, a schedule, a project environment analysis, etc, have to be understood as tools, to support the communication in the project team.
Pm-competence of organisations
Not only individuals but also organizations have the capability to acquire knowledge and experience and to store it in a “collective mind” (Senge, 1994, Weik & Roberts, 1993). Willke (1998) describes organizational knowledge as hidden in organizational principles, which define the way organizations work. For example, such organizational principles, which define the way projects are managed, are project management procedures, project management templates and standard project plans.
The project management competence of the POO can be described and assessed with a “pm-competence” model (Gareis & Huemann, 1998). This model can be presented in a “spider web,” with the axis project start, project controlling, project coordination, management of project discontinuities, project close down and design of the project management process.
The assessment of the project management competence of an organization is based on an IT-supported questionnaire, with about 80 questions.
The overall project management competence of a POO is presented by the area, resulting of the connection of the project management competence points at the scale of the spider web axes.
Application(the "pm-competence" model)
An instrument for self-assessing and for bench-marking the pm-competences of organizations is the “pm-competence” model. Basis for “pm-competence” is the above described pm-process, with its sub-processes. For the description and the measurement of the pm-competence, a“spider web”(See Figure 4.1),with the axis project start, project controlling, project coordination, management of project discontinuities, project close down and design of pm-process is used.[4]
The spider web presentation has the advantage, that it is a multidimensional presentation of the pm-competence,allowing the different maturities of different pm-sub processes to be visualized. The overall pm-competence of a company or a business unit is presented by the area, resulting of the connection of the pm-competence points at the scale of the spider web axes.
For the pm-subprocesses of the spider web the scale “not defined”, “partly defined”, “defined”, and “standardised” is used. A global description of the different competence levels at this scale is shown in Figure 5.
Limitation
critiques and own opinion regarding how to improve it
Annotated Bibliography
- Gareis, R., Huemann, M. Project Management Competences in the Project-oriented Organisation, 2011--In this paper, an explicit elaboration of pm-competence has been made.
References
- ↑ 1.0 1.1 1.2 Gareis, R., Huemann, M. Project Management Competences in the Project-oriented Organisation, 2011
- ↑ Project Oriented Organization. In: ManagementMania.com [online]. Wilmington (DE) 2011-2019, 08/24/2015 [cit. 02/22/2019]. Available at: https://managementmania.com/en/project-oriented-organization
- ↑ 3.0 3.1 Project Management Institute, Inc. (PMI). (2013). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (5th Edition). (pp. 48). Project Management Institute, Inc. (PMI).
- ↑ Gareis, R. and Huemann, M., A process-oriented pm-approach, IRNOP III – Conference of the International Research Network on Organizing by Projects, University of Calgary, 6-8 July 1998, pp 365 – 372.
