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INTRODUCTION

The Project Manager Competency Development (PMCD) Framework – Third Edition provides a framework for the definition, assessment, and development of portfolio/program/project manager competency. It defines the key dimensions of competency and identifies those that are most likely to impact performance of managers in the portfolio, program, and project areas. The degree of its impact on management success may vary, depending on factors such as project types and characteristics or organizational context and maturity. The competencies identified by the PMCD Framework – Third Edition have a broad application. The potential differences in the importance of particular competencies, given certain organizational contexts or project types or characteristics, still need to be considered during the application of the PMCD Framework.

The PMCD Framework provides an overall view of the skills and behaviors one would need to develop competence as a portfolio/program/project manager. The framework is comprised of seven sections:

• Section 1 Introduction—Introduces and discusses portfolio/program/project manager competency and an overview of the remaining sections of the PMCD Framework.

• Section 2 Competences Overview—Describes the concepts of personal and performance competences that will be addressed in detail in subsequent sections.

• Section 3 Project Manager Competences—Describes the competences applicable to project managers when leading most projects, most of the time.

• Section 4 Program Manager Competences—Describes the competences applicable to program managers when managing most programs, most of the time.

• Section 5 Portfolio Manager Competences—Describes the competences applicable to portfolio managers when managing most portfolios, most of the time.

• Section 6 Developing Competence as a Portfolio/Program/Project Manager—Discusses the process to acquire and/or enhance competence as a portfolio/program/project manager.

• Section 7 Using the PMCD Framework in an Organization—Provides guidance on how to apply the PMCD Framework in an organizational setting.

Note: Competences are also referred to as units of competence. Each unit of competence consists of one or more elements. Details for each element—performance criteria, sources of evidence, expectations of the portfolio/program/project manager, and examples of the evidence that supports the performance criteria—are contained in appendixes.

Section 1 covers the following topics:

• Purpose of the PMCD Framework (Section 1.1),

• Target audience (Section 1.2),

• What is portfolio/program/project manager competence? (Section 1.3),

• Alignment of the PMCD Framework with Project Management Institute (PMI) publications and standards (Section 1.4),

• Design of the PMCD Framework (Section 1.5),

• Structure of the PMCD Framework (Section 1.6),

• Application of the PMCD Framework (Section 1.7), and

• The PMI Talent Triangle™ and the PMCD Framework (Section 1.8).

1.1 Purpose of the PMCD Framework

The purpose of the Project Manager Competency Development (PMCD) Framework – Third Edition is to provide a framework for the definition, assessment, and development of portfolio/program/project manager competence. It defines the key dimensions of competency and identifies those competencies that are most likely to impact performance of managers in the areas of portfolio, program, and project management. The degree of its impact on management success may vary, depending on factors such as project types and characteristics, or organizational context and maturity. The competences identified by the PMCD Framework – Third Edition have a broad application. The potential differences in the importance of particular competences, given certain organizational contexts or project types or characteristics, still need to be considered during the application of the PMCD Framework. It was developed to provide both individuals and organizations with guidance on how to assess, plan, and manage the professional development of portfolio/program/project managers who have or aspire to have:

• Demonstrated the required knowledge, skills, and experience to manage portfolios, programs, and projects;

• Passed an accredited portfolio/program/project management examination or certification (e.g., the Project Management Professional (PMP)^® or equivalent from a recognized institute); and

• Provided evidence of performance and personal competences as identified in Sections 3, 4, or 5 of the PMCD Framework.

1.2 Target Audience

The PMCD Framework serves as a reference for individuals and organizations to establish and develop portfolio/program/project management competency.

The target audience includes, but is not limited to the following:

• Portfolio/program/project managers,

• Managers of portfolio/program/project managers,

• Members of a portfolio/program/project management office,

• Managers responsible for establishing and developing portfolio/program/project manager competence,

• Portfolio/program/project sponsors,

• Human resource managers,

• Educators teaching portfolio/program/project management and other related subjects,

• Trainers developing portfolio/program/project management educational programs,

• Consultants to the industry of portfolio/program/project management,

• Senior management, and

• Individuals interested in portfolio/program/project management.

1.3 What Is Portfolio/Program/Project Manager Competence?

Competent portfolio/program/project managers consistently apply their management knowledge and personal behaviors to increase the likelihood of delivering portfolios/programs/projects that meet stakeholders’ requirements.

With regard to portfolio/program/project managers, competency is the demonstrated ability to perform activities within a portfolio, program, or project environment that lead to expected outcomes based on defined and accepted standards.

Competency for the portfolio/program/project manager consists of three separate dimensions:

• Knowledge competence. What the portfolio/program/project manager knows about the application of processes, tools, and techniques for portfolio/program/project activities.

• Performance competence. How the portfolio/program/project manager applies portfolio/program/project management knowledge to meet the project requirements.

• Personal competence. How portfolio/program/project managers behave when performing activities within the portfolio/program/project environment, their attitudes, and core personality characteristics.

To be recognized as fully competent, a portfolio/program/project manager needs to satisfy each of the three dimensions described above.

1.3.1 Competencies Addressed by the PMCD Framework

The three dimensions of competency addressed in the PMCD Framework—knowledge, performance, and personal—are demonstrated in different ways:

• Knowledge competence. Can be demonstrated by passing an appropriately credentialed assessment, such as the PMP^® examination or any equivalent international portfolio/program/project manager accreditation. These knowledge competences are detailed in the examination content outlines, for example, the Project Management Professional (PMP)^® Examination Content Outline [1]¹ and are not defined in the PMCD Framework.

• Performance competence. Can be demonstrated by assessing the portfolio/program/project-related actions and outcomes to be considered competent. This is covered in Sections 3 through 5.

• Personal competence. Can be demonstrated by assessing the portfolio/program/project manager's behavior. This is covered in Sections 3 through 5.

Figure 1-1 illustrates the three dimensions for assessing portfolio/program/project managers. As a result of the assessment, the portfolio/program/project manager will better understand the skill development necessary to attain recognition as a competent portfolio/program/project manager. The outer boundaries of the Figure 1-1 are a conceptual representation of a fully competent portfolio/program/project manager. The dark shaded area represents an individual manager's current assessment of competence. The difference between the two areas represents the individual manager's competence development needs for the specific role and/or project. While the minimum level of competence may exist at this point in the initiative, efforts to maintain competence should also be undertaken in each dimension. The PMCD Framework provides the baseline to assess performance and personal competences.

1.3.2 Complementing the PMCD Framework

The PMCD Framework is based upon the principles and processes of A Guide to the Project Management Body of Knowledge (PMBOK^® Guide) [2], The Standard for Program Management [3], and The Standard for Portfolio Management [4]. It describes the generic competencies needed in most portfolios/programs/projects, most organizations, and most industries. As depicted in Figure 1-2, the competences described in Sections 3, 4, and 5 of the PMCD Framework should be used as a foundation for developing an assessment model.

The PMCD Framework does not address industry-specific competency. Individual portfolio/program/project managers or their organizations may choose to supplement the PMCD Framework's generic competencies with additional industry-specific competencies to meet their specific needs, including but not limited to those addressed in the Construction, Government, and Software extensions to the PMBOK^® Guide as well as PMI practice guides and practice standards. In some industries, there may be technical skills that are particularly relevant to that industry or covered by specific domain, regulatory, or legal requirements. For example, an organization primarily involved in conducting information technology projects may require that its portfolio/program/project managers possess a specified level of information technology competence, as well as competence in portfolio/program/project management. In other industries, there may be regulations that require specific training of the portfolio/program/project manager. For example, an organization primarily involved in construction projects may require more knowledge of safety standards. Portfolio/program/project managers need to manage work within the context of their specific industries and organizations.

The assessment model is then complemented by organizational and industry-specific performance requirements. The actual level of achievement of those competences defines the portfolio/program/project manager's competence. Figure 1-2, complementing the PMCD Framework, is a comprehensive representation of the competences that a portfolio/program/project manager is expected to be assessed against.

1.4 Alignment of the PMCD Framework with PMI Publications and Standards

The PMCD Framework aligns with the generally accepted practices promoted by PMI as reflected in corresponding standards and documents created or endorsed by PMI, including but not limited to the following:

• PMBOK^® Guide – Sixth Edition,

• The Standard for Program Management – Third Edition,

• The Standard for Portfolio Management – Third Edition,

• Project Management Professional (PMP)^® Examination Content Outline,

• Program Management Professional (PgMP)^® Examination Content Outline [5],

• Portfolio Management Professional (PfMP)^® Examination Content Outline [6], and

• Other PMI credentials.

The PMCD Framework – Third Edition is also aligned with other PMI publications and standards. Details on the points of alignment are found in Table 1-1.

Table 1-1. Points of Alignment of the PMCD Framework with PMI Resources

PMI Publications/ResourcesA	Key Points of Alignment
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)	Structure, vocabulary, and definitions of the current PMBOK® Guide
PMCD Framework	Structure and philosophy of the PMCD Framework
PMI Lexicon of Project Management Terms [7]	Lexicon for portfolio/program/project management terminology
PMI Combined Standards Glossary [8]	Acronyms and terms identified in the PMI published standards
PMP®, PfMP®, PgMP® Examination Content Outline	Required knowledge described therein (The PMCD Framework refers to the PMP® Examination Content Outline for its definition of knowledge competences)
Organizational Project Management Maturity Model (OPM3®) [9]	Portfolio/program/project manager competence modules
PMI Code of Ethics and Professional Conduct [10]	Statement of the Code of Professional Conduct under which a project manager operates
The Standard for Program Management and The Standard for Portfolio Management	Portfolio and program management are components of both standards
Project Management Professional (PMP)® Role Delineation Study [11]	Research indicating the required knowledge, skills, and other data for the project manager

^A All references to PMI publications and resources refer to the most current version available.

1.5 Design of the PMCD Framework

The PMCD Framework defines the dimensions of performance and personal competence for portfolio, program, and project managers. As previously identified, knowledge competence is not detailed within the PMCD Framework as it is specifically addressed in the various examination content outlines for PMI^® credentials. The intent is to ensure that individuals, their organizations, and associated industry professional bodies apply an appropriate process for the assessment, development, and recognition of competency in portfolio/program/project managers.

The PMCD Framework has been designed to:

• Cover the range of competences the portfolio/program/project manager needs to demonstrate; and

• Apply generically to all portfolio/program/project managers regardless of the nature, type, size, or complexity of portfolios/programs/projects in which they are engaged.

The generic nature of the PMCD Framework is necessary to ensure that:

• Portfolio/program/project management competency in individuals is transferable across industries and organizations; and

• Industries and organizations are able to utilize the PMCD Framework as a basis for the development of industry- and organization-specific competency models.

1.6 Structure of the PMCD Framework

The PMCD Framework breaks the desired competences down into a simple structure. Units of competence represent the highest level and divide the competences into major segments, typically representing a major function or activity. At the next tier are the elements, which describe actions or outcomes that are demonstrable or assessable. Each element is provided with a set of performance criteria, which are the aspects of performance that are regarded as displaying competent performance for an element of competence. Each performance criteria includes a listing of the types of evidence or specific documented proof that the action within the performance criteria has been satisfied. In addition, Sections 3, 4, and 5 of the PMCD Framework use the focus for their structure described in Sections 1.6.1 through 1.6.5. Sources of evidence provided for each performance criteria may not be 100% inclusive, therefore typical examples are shown.

1.6.1 Portfolio/Program/Project Manager Competence

Section 3 covers the performance and personal competences of the project manager. Section 4 covers the performance and personal competences of the program manager. Section 5 covers the performance and personal competences of the portfolio manager.

1.6.2 Units of Competence

Each section on competence consists of a number of elements that reflect the activities in which portfolio/program/project managers are expected to be competent.

1.6.3 Elements

Elements are the fundamental building blocks of competence.

1.6.4 Performance Criteria

Each element is described by performance criteria that specify the actions required to demonstrate competent performance.

1.6.5 Sources of Evidence

Performance criteria are achieved by producing specific proof that the action has been completed. These form the basis upon which competence can be assessed.

1.6.6 Portfolio/Program/Project Manager Expectations

These expectations are what is expected of managers as they perform the task(s) envisioned as part of the performance criteria.

1.6.7 Indicative Minimum Competence Level Required

The expected minimum competence level required for a project manager. The PMCD Framework does not provide this indicative level for program or portfolio managers, as it is not intended to be prescriptive and is for illustrative purposes only. What is included for project managers is an example, though the same principles can be applied to both program and portfolio management. Further details on how to do this can be found in Section 7.9.2. Each organization that adopts the PMCD Framework may choose its own level, based on the types of projects that it has.

1.7 Application of the PMCD Framework

The PMCD Framework provides important guidance to practitioners, employers, and advisors when setting up a competency framework in the workplace. It is important to become comfortable with the contents of the PMCD Framework and what it indicates with regard to portfolio, program, and project manager competency. The PMCD Framework provides a summary of the competences that support portfolio/program/project manager performance.

The PMCD Framework defines competency by identifying performance criteria relative to specific elements of competence. Understanding the individual manager's current capability is essential to establishing a competency baseline. Measuring individual performance against a competency baseline identifies the manager's strengths and development needs. The dimension of personal competence looks at the individual's behavior relative to overall competence in managing portfolios/programs/projects. The goal is to meet or exceed the baseline competency defined by the PMCD Framework.

1.7.1 Employers

For employers, the PMCD Framework provides a multidimensional taxonomy of the actions and behaviors typically required by portfolio/program/project managers in order to fulfill their role within the organization. The PMCD Framework can be used to identify the existing competence of these managers, as well as any gaps that should be addressed. Project type, industry, or technology-specific requirements may be needed to complement the PMCD Framework. The PMCD Framework can be used to determine the competency of individuals who manage projects within the organization.

1.7.2 Practicing Managers

For practicing portfolio/program/project managers, the PMCD Framework provides assistance in determining their own level of competence and areas where further development is required.

1.7.3 Advisor

For advisors to an organization, the PMCD Framework provides a powerful tool to help scan and analyze the existing actions and outcomes within the organization to discover any gaps that may need to be addressed.

1.7.4 Individuals

For individuals who are considering moving into project, program, and/or portfolio management, the PMCD Framework provides a guide to the competences that will be expected of them.

The PMCD Framework provides an assessment process that allows portfolio/program/project managers (or managers of portfolio/program/project managers) to identify their strengths and development needs within the competency framework. It assists in the identification of options for improvement and how to develop and implement a competency development plan.

1.8 The PMI Talent Triangle™ and the PMCD Framework

The PMCD Framework looks at the competency of portfolio, program, and project managers across several different dimensions. PMI considers additional factors that are deemed critical to the successful completion of projects. These factors are embodied in the PMI Talent Triangle™ [12]. This information was derived from PMI research as well as from input from numerous organizations that use project management techniques in their day-to-day operations.

Technical project management, leadership, and strategic and business management make up the talent triangle (covered in additional detail in Section 7). Together with the foundational standards, the PMCD Framework covers technical portfolio/program/project management and leadership in projects/programs/portfolios. Business-specific competencies are defined by organizational setup, industry, and specific tasks.

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¹ The numbers in brackets refer to the list of references at the end of this standard.