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by Project Management Institute
Project Manager Competency Development Framework – Third Edition
Cover Page
Title Page
Copyright Page
Table of Contents
List of Tables and Figures
Preface
1. Introduction
1.1. Purpose of the PMCD Framework
1.2. Target Audience
1.3. What is Portfolio/Program/Project Manager Competence?
1.3.1. Competencies Addressed by the PMCD Framework
1.3.2. Complementing the PMCD Framework
1.4. Alignment of the PMCD Framework with PMI Publications and Standards
1.5. Design of the PMCD Framework
1.6. Structure of the PMCD Framework
1.6.1. Portfolio/Program/Project Manager Competence
1.6.2. Units of Competence
1.6.3. Elements
1.6.4. Performance Criteria
1.6.5. Sources of Evidence
1.6.6. Portfolio/Program/Project Manager Expectations
1.6.7. Indicative Minimum Competence Level Required
1.7. Application of the PMCD Framework
1.7.1. Employers
1.7.2. Practicing Managers
1.7.3. Advisor
1.7.4. Individuals
1.8. The PMI Talent Triangle™ and the PMCD Framework
2. Competences Overview
2.1. Purpose of Performance and Personal Competences
2.1.1. Performance Competences
2.1.2. Personal Competences
2.2. Structure of Performance and Personal Competences
2.2.1. Performance Competences
2.2.2. Personal Competences
2.3. Structure of Elements of Competence
2.3.1. Performance Competences
2.3.2. Personal Competences
2.3.3. Project Manager Indicative Competence Requirement
2.4. Project Versus Program Versus Portfolio Management
2.4.1. The Relationship between Project and Program Management
2.4.2. The Relationship between Program and Portfolio Management
2.5. Typical Development Paths
2.5.1. Project Managers
2.5.2. Program and Portfolio Managers
3. Project Manager Competences
3.1. Project Manager Performance Competences
3.2. Units of Personal Competence
4. Program Manager Competences
4.1. Program Manager Performance Competences
4.2. Program Manager Personal Competences
5. Portfolio Manager Competences
5.1. Portfolio Manager Performance Competences
5.2. Portfolio Manager Personal Competences
6. Develop Competence as a Portfolio, Program, or Project Manager
6.1. Step 1—Review Requirements
6.1.1. Organizational Requirements and Culture
6.1.1.1. Examples
6.1.2. Role Definition and Requirements
6.1.2.1. Examples
6.1.3. Personal Expectations
6.1.3.1. Examples
6.1.4. Assessment Criteria
6.1.4.1. Knowledge Expectation
6.1.4.2. Performance Expectation
6.1.4.3. Personal Behavior Expectation
6.2. Step 2—Assess Competencies
6.2.1. Assessment Detail and Rigor
6.2.2. Assessment Process
6.2.3. Assessment Tools
6.2.3.1. Input-Based Assessment
6.2.3.2. Output-Based Assessment
6.2.4. Assessment at an Organizational Level
6.3. Step 3—Prepare Competency Development Plan
6.3.1. Ways of Addressing Development Needs
6.3.1.1. Experiential Learning
6.3.1.2. Formal Learning
6.3.1.3. Nonformal Learning
6.3.2. Competence-Based Development
6.3.3. Define Development Goals and Competency Development Plan
6.4. Step 4—Implement Competency Development Plan
6.4.1. Completion of the Planned Activities
6.4.2. Monitor the Execution of the Plan
6.4.3. Support for the Plan
6.4.4. Evaluate the Execution of the Plan
6.5. Summary
7. Using the PMCD Framework in an Organization
7.1. Overview
7.2. Application of the PMCD Framework
7.3. Assess Readiness for Deployment
7.4. Performance Review
7.5. Promotion Process
7.6. Recruitment
7.7. Implementation
7.7.1. Sponsorship
7.7.2. Country and Political Factors
7.7.3. Communication and Awareness
7.7.4. Maturity Assessment
7.7.5. Mentoring and Coaching
7.7.6. Training and Development
7.7.7. Reflective Journals
7.7.8. Culture
7.7.9. Key Performance Indicators
7.7.10. Continuous Improvement
7.8. Piloting the Critical Success Factors
7.9. Examples of Application
7.9.1. Mapping Project Management Competences to Organizational Positions
7.9.2. Mapping PMCD Framework Codes to Organizational Job Codes
7.9.3. Mapping Project Management Competences to Organization Training and Development
7.9.4. Mapping Individuals to Competences within the Organization
7.9.5. Obtaining Feedback to Assess Competences
7.9.6. Collating Competence Ratings within the Organization
7.10. Summary
Appendix X1. Third Edition Changes
X1.1. About this Appendix
X1.2. Objectives
X1.3. Approach
X1.4. Changes
Appendix X2. Contributors to the Project Manager Competency Development Framework – Third Edition
X2.1. PMCD Framework Core Committee
X2.2. PMCD Framework Subcommittees
X2.3. Subject Matter Expert Reviewers
X2.4. PMI Project Management Standards Program Member Advisory Group
X2.5. Production Staff
Appendix X3. Project Manager
X3.1. Units of Project Manager Performance Competence
X3.1.1. Project Integration
X3.1.2. Project Scope Management
X3.1.3. Project Time Management
X3.1.4. Project Cost Management
X3.1.5. Project Quality Management
X3.1.6. Project Human Resource Management
X3.1.7. Project Communications Management
X3.1.8. Project Risk Management
X3.1.9. Project Procurement Management
X3.1.10. Project Stakeholder Management
X3.2. Units of Project Manager Personal Competence
X3.2.1. Communicating
X3.2.2. Leading
X3.2.3. Managing
X3.2.4. Cognitive Ability
X3.2.5. Effectiveness
X3.2.6. Professionalism
Appendix X4. Program Manager
X4.1. Units of Program Manager Performance Competence
X4.1.1. Program Strategic Alignment
X4.1.2. Program Benefits Management
X4.1.3. Program Stakeholder Management
X4.1.4. Program Governance
X4.1.5. Program Life Cycle Management
X4.1.6. Program Scope Management
X4.1.7. Program Time Management
X4.1.8. Program Financial Management
X4.1.9. Program Quality Management
X4.1.10. Program Resource Management
X4.1.11. Program Communications Management
X4.1.12. Program Risk Management
X4.1.13. Program Procurement Management
X4.2. Units of Program Manager Personal Competence
X4.2.1. Communicating
X4.2.2. Leading
X4.2.3. Managing
X4.2.4. Cognitive Ability
X4.2.5. Effectiveness
X4.2.6. Professionalism
X4.3. Units of Portfolio Manager Performance Competence
X4.3.1. Portfolio Strategic Management
X4.3.2. Portfolio Governance Management
X4.3.3. Portfolio Performance Management
X4.3.4. Portfolio Communication Management
X4.3.5. Portfolio Risk Management
X4.3.6. Portfolio Stakeholder Management
X4.4. Units of Portfolio Manager Personal Competence
X4.4.1. Communicating
X4.4.2. Leading
X4.4.3. Managing
X4.4.4. Cognitive Ability
X4.4.5. Effectiveness
X4.4.6. Professionalism
References
Glossary
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Preface
LIST OF TABLES AND FIGURES
Figure 1-1.
PMCD Framework
Dimensions of Competence
Figure 1-2.
Complementing the
PMCD Framework
Figure 2-1.
Example of a Performance Competence Element
Figure 6-1.
Competence Development Process
Figure 6-2.
Review Requirements: Inputs, Tools and Techniques, and Outputs
Figure 6-3.
Assess Competences: Inputs, Tools and Techniques, and Outputs
Figure 6-4.
Prepare Competency Development Plan: Inputs, Tools and Techniques, and Outputs
Figure 6-5.
Example Section of a Competency Development Plan
Figure 6-6.
Implement Competency Development Plan: Inputs, Tools and Techniques, and Outputs
Figure 7-1.
Talent Triangle™
Figure 7-2.
Example of Mapping
PMCD Framework
Codes to Organizational Job Codes
Figure 7-3.
Example of Mapping Competences to Training and Development Needs
Table 1-1.
Points of Alignment of the
PMCD Framework
with PMI Resources
Table 2-1.
Competence Level Scale for Project Managers
Table 2-2.
Comparative Overview of Project, Program, and Portfolio Management
Table 3-1.
PMBOK
®
Guide
Knowledge Areas and Processes
Table 3-2.
Elements of Project Manager Personal Competence
Table 4-1.
Program Manager—Units of Performance Competence
Table 4-2.
Program Manager—Units of Personal Competence
Table 5-1.
Portfolio Manager—Units of Performance Competence
Table 5-2.
Portfolio Manager—Units of Personal Competence
Table 6-1.
Example Structure for General Development Activities
Table 7-1.
Details to Describe Project, Program, and Portfolio Levels
Table 7-2.
Example of Mapping Competences to Organizational Roles
Table 7-3.
Mapping Individuals to Competences Within the Organization
Table 7-4.
Example of Feedback to Assess Competences
Table 7-5.
Example of Employees’ Competence Ratings
Table X3-1.
Project Integration—Project Manager Performance Competence
Table X3-2.
Project Scope Management—Project Manager Performance Competence
Table X3-3.
Project Time Management—Project Manager Performance Competence
Table X3-4.
Project Cost Management—Project Manager Performance Competence
Table X3-5.
Project Quality Management—Project Manager Performance Competence
Table X3-6.
Project Human Resource Management—Project Manager Performance Competence
Table X3-7.
Project Communications Management—Project Manager Performance Competence
Table X3-8.
Project Risk Management—Project Manager Performance Competence
Table X3-9.
Project Procurement Management—Project Manager Performance Competence
Table X3-10.
Project Stakeholder Management—Project Manager Performance Competence
Table X3-11.
Communicating—Units of Personal Competence
Table X3-12.
Leading—Units of Personal Competence
Table X3-13.
Managing—Units of Personal Competence
Table X3-14.
Cognitive Ability—Units of Personal Competence
Table X3-15.
Effectiveness—Units of Personal Competence
Table X3-16.
Professionalism—Units of Personal Competence
Table X4-1.
Program Strategic Alignment—Program Manager Performance Competence
Table X4-2.
Program Benefits Management—Program Manager Performance Competence
Table X4-3.
Program Stakeholder Management—Program Manager Performance Competence
Table X4-4.
Program Governance—Program Manager Performance Competence
Table X4-5.
Program Life Cycle Management—Program Manager Performance Competence
Table X4-6.
Program Scope Management—Program Manager Performance Competence
Table X4-7.
Program Time Management—Program Manager Performance Competence
Table X4-8.
Program Financial Management—Program Manager Performance Competence
Table X4-9.
Program Quality Management—Program Manager Performance Competence
Table X4-10.
Program Resource Management—Program Manager Performance Competence
Table X4-11.
Program Communications Management—Program Manager Performance Competence
Table X4-12.
Program Risk Management—Program Manager Performance Competence
Table X4-13.
Program Procurement Management—Program Manager Performance Competence
Table X4-14.
Communicating—Program Manager Personal Competence
Table X4-15.
Leading—Program Manager Personal Competence
Table X4-16.
Managing—Program Manager Personal Competence
Table X4-17.
Cognitive Ability—Program Manager Personal Competence
Table X4-18.
Effectiveness—Program Manager Personal Competence
Table X4-19.
Professionalism—Program Manager Personal Competence
Table X4-20.
Portfolio Strategic Management—Portfolio Manager Performance Competence
Table X4-21.
Portfolio Governance Management—Portfolio Manager Performance Competence
Table X4-22.
Portfolio Performance Management—Portfolio Manager Performance Competence
Table X4-23.
Portfolio Communication Management—Portfolio Manager Performance Competence
Table X4-24.
Portfolio Risk Management—Portfolio Manager Performance Competence
Table X4-25.
Portfolio Stakeholder Management—Portfolio Manager Performance Competence
Table X4-26.
Communicating—Portfolio Manager Personal Competence
Table X4-27.
Leading—Portfolio Manager Personal Competence
Table X4-28.
Managing—Portfolio Manager Personal Competence
Table X4-29.
Cognitive Ability—Portfolio Manager Personal Competence
Table X4-30.
Effectiveness—Portfolio Manager Personal Competence
Table X4-31.
Professionalism—Portfolio Manager Personal Competence
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