Conclusion
Understanding, assessing, and developing PM competence of all project stakeholders
is the missing ingredient in many of today's "improvement" initiatives. PM competence
is not easy to achieve, it is difficult to measure, and competes with other options
that promise to increase competitive edge but in reality don't deliver. And yet,
every participant in every project clearly sees the consequence of project incompetence,
whether on the part of the project manager, resource manager, sponsor, team members,
or other key stakeholders.
Summary
We have presented the background and purpose of our long-used and increasingly
popular PM CompModel. We have shown its use for assessment and development of
program and project managers, plus project staff and stakeholders in a clear project
manager's competence development ladder. We have shown a way to establish the
linkages between classroom training, real-world application, rewards and behaviors,
demonstrated competence, and formal PM certification programs.
We have shown how individuals can use PM CompModel to gain insight into their
readiness to apply for advanced multi-level competence-based certification programs.
We have shown how project teams and enterprises can use it to improve their project
performance. We have also shown one way to bridge the large gap between process
improvement and project performance left by most PM process maturity models.
We believe that the PM CompModel is the way to leap up the ladder, see Figure 4.
Figure 4: Leaping up the ladder
Acknowledgments
I would like to thank the following people for their ideas and comments that
helped improve this paper:
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Interventions:
Training and Coaching