The PMCD has great list of personal competencies:
- communicating
- leading
- managing
- cognitive ability
- effectiveness
- professionalism
But how to learn that competencies is not so trivial point. Could you advise any practical guide or learning program for improving personal competencies. or maybe it's a wrong way and you can give a kick in the right direction. Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The problem with personal competencies framework is that when some people read it then think that you have to have all of this. Just in case you have all of those competencies then you are a superman or a superwoman. On the other side, the degree of ability you have into one of another are not specified. On the other side, when you work into a company, you need to stay clear what does mean the competency from them. I saw lot of companies where leadership means to make people work 24 hours for day and the night too. My point is: you need to have the competencies that best applies to your environment. For example, leadership. You do not need to be a leader. You need to be a head of a team and manage them. Inside the team you can have a leader and no problem with that. Other is communication. In a connected world where virtual team is the way to work, face to face communication which is what most of the consultants tried to help you to learn, how much it cares?. So, first of all, understand what you need into your actual environment. Then, learn about human being nature first. Saving Changes...
yes, i agree with your statements, but only partially. It's relatively easy to understand which competencies are relevant and which ones are irrelevant and then reject/adapt irrelevant competencies. But what to do with relevant competencies? They are vague in the PMCDF. if it's possible, i would like to find some practical checklists/techniques/guides which can be used to close gaps in specific competencies from PMCDF. I would like to use them by myself and provide to other project managers in our organization.
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1 reply by Sergio Luis Conte
Jan 04, 2018 4:55 AM
Sergio Luis Conte
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My point is: relevance is tied to environment. What is relevant inside an organization is not into another. To understand relevance you need to understand the environment, mainly culture. You can find a lot of consultants firms that could give you lot of training. Because the organizations where I have the opportunity to work in I received a lot. Most recently "Speed of Trust" from Stephen Covey. But it has no sense to spend time and money if you do not think the training as a mean to get some objectives.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Jan 04, 2018 4:42 AM
Replying to Denis Petronenko
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yes, i agree with your statements, but only partially. It's relatively easy to understand which competencies are relevant and which ones are irrelevant and then reject/adapt irrelevant competencies. But what to do with relevant competencies? They are vague in the PMCDF. if it's possible, i would like to find some practical checklists/techniques/guides which can be used to close gaps in specific competencies from PMCDF. I would like to use them by myself and provide to other project managers in our organization.
My point is: relevance is tied to environment. What is relevant inside an organization is not into another. To understand relevance you need to understand the environment, mainly culture. You can find a lot of consultants firms that could give you lot of training. Because the organizations where I have the opportunity to work in I received a lot. Most recently "Speed of Trust" from Stephen Covey. But it has no sense to spend time and money if you do not think the training as a mean to get some objectives. Saving Changes...
Mahalmadane TouréEngineer| National Headquarters of Geology and Mines of Mali (Bamako)Mali
Actions speak louder than words. The best way to learn is through practice so I think you should try to be a member of the project team anytime you have a chance. At the end of the project try to get feedback of your behavior from stakeholders in order to improve yourself. Good luck and continue to believe in yourself. Saving Changes...
- Hands-on experience
- Coaching from someone who's been there before
- 360 degree feedback to help you understand which areas you need to focus more time on
- Formal training for specific focused areas where you are lacking the theoretical knowledge or models
Kiron
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1 reply by Denis Petronenko
Jan 10, 2018 6:06 AM
Denis Petronenko
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Hi Kiron,
yes, your points are reasonable, but how to use it in practice? For example, let's take "Actively Listens" criteria. How to say that some person is active listener? i would like to remove subjective estimates as much as possible. in this case i need to have clear vision what is "active listener" means. and my vision should be aligned to understanding of "active listener" of other person. what i wanted to find is some reference or guide for all base criterias from PMCD. This guide should add more clarifications to meaning of criterias from PMCD.
There are people who are blessed by some of the competencies naturally but these can be cultivated too. You may find a number of programs which offer different kinds of training, which are not bad. Or you can learn it by reading books or having a coach. But most important part is to practice them because that's how you will be able to polish those skills.
“Winners do not do different things, they do things differently.” Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
I do somehow agree with Kiron - Improving your personal competencies greatly depends on having hands-on experience where you will develop those skills by time. Guidelines, training and so on are good but without experience, there won't be much added value. Saving Changes...
- Hands-on experience
- Coaching from someone who's been there before
- 360 degree feedback to help you understand which areas you need to focus more time on
- Formal training for specific focused areas where you are lacking the theoretical knowledge or models
Kiron
Hi Kiron,
yes, your points are reasonable, but how to use it in practice? For example, let's take "Actively Listens" criteria. How to say that some person is active listener? i would like to remove subjective estimates as much as possible. in this case i need to have clear vision what is "active listener" means. and my vision should be aligned to understanding of "active listener" of other person. what i wanted to find is some reference or guide for all base criterias from PMCD. This guide should add more clarifications to meaning of criterias from PMCD.
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1 reply by Kiron Bondale
Jan 10, 2018 7:49 AM
Kiron Bondale
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Denis -
That's why I highlighted the criticality of coaching and feedback. There is no objective measure for most soft skill competencies so getting feedback from a few trusted sources is a good way to learn if you are improving or where you are falling short.
yes, your points are reasonable, but how to use it in practice? For example, let's take "Actively Listens" criteria. How to say that some person is active listener? i would like to remove subjective estimates as much as possible. in this case i need to have clear vision what is "active listener" means. and my vision should be aligned to understanding of "active listener" of other person. what i wanted to find is some reference or guide for all base criterias from PMCD. This guide should add more clarifications to meaning of criterias from PMCD.
Denis -
That's why I highlighted the criticality of coaching and feedback. There is no objective measure for most soft skill competencies so getting feedback from a few trusted sources is a good way to learn if you are improving or where you are falling short.
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