Project Management Competency: Practical Observations (Part I)

 

Today's project environment is dynamic, fast-paced and enormously complex. The need for new products and services requires companies to have execution capability that is fast, reliable and of high quality. This is driving executives to implement project management competency programs to deliver strategic projects.

A consistent theme in the project management community is promoting project management to a profession. For project management to become a profession itself, measuring competency beyond test certification and years of experience must be in the forefront of the discussion. This is driving project management leaders to develop more reliable, measurable competency models.  

The PMP certification provides a means to measure a project manager's knowledge, but not their unique capabilities, behaviors or values. How these project management principles are applied and what actions and behaviors are employed or exhibited is likely to have a great impact on the outcome. This is the heart of the competency issue.

The definition of project management competency has evolved from producing desired results, delivering products and services on time, within budget and according to specifications. In other words, getting the job done--to a more robust definition including knowledge, performance related skills, behaviors and attitudes.

PMI's Project Management Competency…

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