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- 1 Project Manager Competency Development Framework Third Edition PDF Book Description
Project Manager Competency Development Framework Third Edition PDF Book Description
Building on the framework developed in the previous edition, Project Manager Competency Development Framework – Third Edition extends the framework both vertically (to include program and portfolio managers) and horizontally (to cover continued development for the roles of project/program/portfolio managers). The Project Manager Competency Development (PMCD) Framework – Third Edition: · Aligns with the PMP® Examination Specification · Aligns with the PMBOK® Guide – Sixth Edition · Aligns with The Standard for Program Management – Fourth Edition (pre-publication) · Aligns with The Standard for Portfolio Management – Fourth Edition (pre-publication) · Builds upon the framework from the second edition (knowledge, performance, and personal competencies), in particular the personal competencies · Provides examples of evidence required to demonstrate competence · Recognizes and addresses the need for career development along a continuum of expertise and experience The PMCD Framework is designed so all participants in the project management process are be able to assess their current level of project/program/portfolio management competence.
Purpose of the PMCD Framework [Project Manager Competency Development Framework PDF]
The PMCD Framework is sponsored by the Project Management Institute (PMI), and was first released in 2002. It was developed to provide both individuals and organizations with guidance on how to assess, plan and manage the professional development of a Project Manager.
The primary purpose of the PMCD Framework is to provide a guide for the assessment of Project Manager Competence. It is aimed at a Project Manager who:
- has the necessary practical project management knowledge, skills and experience represented in the Project Management Professional (PMP®) Examination Specification requirements and PMP®Role Delineation Study.
- has demonstrated knowledge competence by recently passing a suitable exam (PMP® or equivalent)
- is able to provide evidence of Performance and Personal competencies identified in the Framework
- is a Project Manager with 3-4 years of experience managing medium-sized or larger projects, and who may be under the guidance and direction of a Program or Portfolio Manager, or Senior Project Manager.
Project Manager Competency Development Framework PDF Target Audience
This framework serves as a reference for project managers and organizations to establish and develop project management competence. This includes, but is not limited to:
- Project managers
- Managers of project managers
- Members of a project management office
- Managers responsible for establishing and developing project manager competence
- Educators teaching project management and other related subjects
- Trainers developing project management educational programs
- Project and program management industry consultants
- Human Resource personnel, organizations and teams
- Senior Management
It may also serve as a guide to less experienced project managers to indicate the competencies to which they should aspire.
What Is Competence?
Competence “…. having requisite or adequate ability or qualities…” (Webster)
Competence can be defined as a cluster of related knowledge, attitude, skills, and other personal characteristics that affect a major part of one’s job, correlates with performance on the job, can be measured against well-accepted standards, and can be improved via training and development.
Major components of competencies include:
When applied to project management, competence is the ability to perform activities within a project environment to expected and recognized standards. Competence can be described as consisting of three separate dimensions:
• Project Management Knowledge Competence – what the project manager knows about project management
• Project Management Performance Competence – what the project manager is able to do or accomplish while applying their project management knowledge
• Personal Competency – how the project manager behaves when performing the project or activity; their attitudes and core personality characteristics
To be recognized as fully competent, an individual would need to be successfully evaluated against each of these dimensions. It would be impossible for project managers to be judged competent if they did not possess the expected combination of knowledge, performance, and personal competence.
Exhibit 3, Dimensions of Competency, identifies how the three dimensions of knowledge, performance, and personal competence are necessary in order for the project manager to accomplish the level of desired organizational project performance.