Use of PMI's standard: PM Competency Development Framework
David KnightSenior Project Manager| Arc of MonroeRochester, Ny, United States
I'm curious to know if anyone has used this as a starting point for their evaluation of PM capablility, and what your experiences are in finding a way to evaluate PM (versus Project) success. Saving Changes...
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George JucanManaging Partner| Organizational Perfomance Enablers NetworkWoodbridge, Ontario, Canada
Hi David,
I have to disclose from the beginning that I am not completely impartial to the topic, as I was part of the Core Team leading the PMCDF 2nd Edition (I hope this edition is the one you’re considering). And yes, before the standard was released I performed on myself both the self-assessment and the formal evaluation, as an informal check of the actual applicability of the guide.
I certainly had some surprises with the assessments. While both assessments were reasonably close in indicating strong and weak areas, while performing the formal evaluation I realized that I don’t quite diligently do in real life all that I know I should be doing. Of course there are always excuses (work overload, time pressures etc) for not doing it “by the book”, but I have to admit that it was a real eye-opener. I discovered some areas where I was not that strong as I thought I was - I was compensating with strengths in related areas so it was not that visible until placed under “microscope”.
So I can say from personal experience that it is indeed useful at an individual level. Organizationally, I only know of 2 very large organizations with powerful Project Management practice that are adapting it for their internal assessment and classification (including career advancement) of PMs. I do not have many details on the status of their initiative so I cannot comment further.
Hope it helps,
George Jucan
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Anonymous
I know of some companies who built there internal methodology and processes for measuring project manager competencies around the initial version of PMI's PMCD Framework only to find them "outdated" due to the recent release of the 2nd editon of the PMCD Framework which has incorporated substantial changes.
The same thing has happen to companies built methodologies around the framework of project management processes and terminology contained in the 1996 and 2000 editions of the PMBOK Guide, only to find substantial changes in the 2004 (3rd) edition.
Bottomline, aligning your corporate methodologies and process with PMI standards will most likely require major maintenance and/or revision effort every four years. Saving Changes...
