Project Management Competency Framework - Revision history

Tkokotas at 13:30, 20 December 2018

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	As suggested in literature, the profession of being a project manager is often called the accidental profession (see for example Pinto et al.<ref name="accidentalprof">Pinto, J. K., Kharbanda, O. P., ''Lessons for an Accidental Profession'', (1995) - '''Annotation:''' This article has been a highly influential article for 15 years. It describes project management as an accidental profession, and introduces tools to become a better project manager.</ref>) This covers the fact that there is a clear tendency of project managers being employed on behalf of their academic qualifications or the expectations for their future success as a project manager, rather than their experience as project managers.<ref name="stillaccidentalprof" />		As suggested in literature, the profession of being a project manager is often called the accidental profession (see for example Pinto et al.<ref name="accidentalprof">Pinto, J. K., Kharbanda, O. P., ''Lessons for an Accidental Profession'', (1995) - '''Annotation:''' This article has been a highly influential article for 15 years. It describes project management as an accidental profession, and introduces tools to become a better project manager.</ref>) This covers the fact that there is a clear tendency of project managers being employed on behalf of their academic qualifications or the expectations for their future success as a project manager, rather than their experience as project managers.<ref name="stillaccidentalprof" />
	[[File:Pmimember.PNG\|right\|thumb\|350px\|Figure 1~~<ref name="figur">~~: The evolution in number of members of PMI worldwide, from 1969 to 2008 ]]		[[File:Pmimember.PNG\|right\|thumb\|350px\|Figure 1: The evolution in number of members of PMI worldwide, from 1969 to 2008 ]]

	But as discussed by Ranf,<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011) - '''Annotation:''' Article discussing the change in project management from a technological specialization to a strategic business specialization.</ref> time is changing. Figure 1<ref name="figur">Lecture slides MEP 1.2 from the course 42429 Projektledelse Aug 15, DTU - '''Annotation:''' Slide with figure from pmi.org.</ref> shows the evolution of number of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organizations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.		But as discussed by Ranf,<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011) - '''Annotation:''' Article discussing the change in project management from a technological specialization to a strategic business specialization.</ref> time is changing. Figure 1<ref name="figur">Lecture slides MEP 1.2 from the course 42429 Projektledelse Aug 15, DTU - '''Annotation:''' Slide with figure from pmi.org.</ref> shows the evolution of number of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organizations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.

Tkokotas at 13:28, 20 December 2018

2018-12-20T13:28:15Z

← Older revision		Revision as of 13:28, 20 December 2018
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	As suggested in literature, the profession of being a project manager is often called the accidental profession (see for example Pinto et al.<ref name="accidentalprof">Pinto, J. K., Kharbanda, O. P., ''Lessons for an Accidental Profession'', (1995) - '''Annotation:''' This article has been a highly influential article for 15 years. It describes project management as an accidental profession, and introduces tools to become a better project manager.</ref>) This covers the fact that there is a clear tendency of project managers being employed on behalf of their academic qualifications or the expectations for their future success as a project manager, rather than their experience as project managers.<ref name="stillaccidentalprof" />		As suggested in literature, the profession of being a project manager is often called the accidental profession (see for example Pinto et al.<ref name="accidentalprof">Pinto, J. K., Kharbanda, O. P., ''Lessons for an Accidental Profession'', (1995) - '''Annotation:''' This article has been a highly influential article for 15 years. It describes project management as an accidental profession, and introduces tools to become a better project manager.</ref>) This covers the fact that there is a clear tendency of project managers being employed on behalf of their academic qualifications or the expectations for their future success as a project manager, rather than their experience as project managers.<ref name="stillaccidentalprof" />
	[[File:Pmimember.PNG\|right\|thumb\|350px\|Figure 1: The evolution in number of members of PMI worldwide, from 1969 to 2008]]		[[File:Pmimember.PNG\|right\|thumb\|350px\|Figure 1<ref name="figur">: The evolution in number of members of PMI worldwide, from 1969 to 2008 ]]

	But as discussed by Ranf,<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011) - '''Annotation:''' Article discussing the change in project management from a technological specialization to a strategic business specialization.</ref> time is changing. Figure 1<ref name="figur">Lecture slides MEP 1.2 from the course 42429 Projektledelse Aug 15, DTU - '''Annotation:''' Slide with figure from pmi.org.</ref> shows the evolution of number of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organizations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.		But as discussed by Ranf,<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011) - '''Annotation:''' Article discussing the change in project management from a technological specialization to a strategic business specialization.</ref> time is changing. Figure 1<ref name="figur">Lecture slides MEP 1.2 from the course 42429 Projektledelse Aug 15, DTU - '''Annotation:''' Slide with figure from pmi.org.</ref> shows the evolution of number of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organizations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.

Tkokotas at 15:37, 18 December 2018

2018-12-18T15:37:38Z

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			''Developed by Sarah Groot Shapel''


	==Summary==		==Summary==
	In literature, many things have been written about project management and the best practice hereof. Various standards exist with the aim of describing the field, and a long list of terms and processes are defined and described. All the standards aim to prepare a project manager to give him the highest chances of achieving success with his projects. It seems that even though each standard differ from the others, they tend to have a similar perspective on the best practice of the subject.		In literature, many things have been written about project management and the best practice hereof. Various standards exist with the aim of describing the field, and a long list of terms and processes are defined and described. All the standards aim to prepare a project manager to give him the highest chances of achieving success with his projects. It seems that even though each standard differ from the others, they tend to have a similar perspective on the best practice of the subject.

S152093 at 23:15, 28 September 2015

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	A clear tendency is that more and more business knowledge is required, which tends to cut down on the required area-specific technological knowledge.		A clear tendency is that more and more business knowledge is required, which tends to cut down on the required area-specific technological knowledge.

	If one were to judge only on behalf of what the different standards mention as necessary qualifications, then area-specific knowledge does not play an important role. But by taking this as a fact, one has to bear in mind that these standards have an agenda. At the end of the day, they make money the more people get certified within their framework. Thereby there is a natural interest in being as broad as possible, in order to approach as many future project managers as possible.		If one were to judge only on behalf of what the different standards on project management mention as necessary qualifications, then area-specific knowledge does not play an important role. But by taking this as a fact, one has to bear in mind that these standards have an agenda. At the end of the day, they make money the more people get certified within their framework. Thereby there is a natural interest in being as broad as possible, in order to approach as many future project managers as possible.

	The lack of ~~this~~ can either be seen as a part of the definition of the project manager's competencies. But it can also be seen as a limitation to the standards in general. It depends on what view one has on project management.		The lack of defined area-specific knowledge in the standards can either be seen as a part of the definition of the project manager's competencies. But it can also be seen as a limitation to the standards in general. It depends on what view one has on project management.

	Throughout the whole article, there has not been made any distinctions on how close or far the project manager is to hes project team. A discussion on how the distance to the project team would affect the manager's ideal competencies would have been useful, although outside of the scope of this article.		Throughout the whole article, there has not been made any distinctions on how close or far the project manager is to hes project team. A discussion on how the distance to the project team would affect the manager's ideal competencies would have been useful, although outside of the scope of this article.

S152093 at 23:07, 28 September 2015

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	[[File:Pmimember.PNG\|right\|thumb\|350px\|Figure 1: The evolution in number of members of PMI worldwide, from 1969 to 2008]]		[[File:Pmimember.PNG\|right\|thumb\|350px\|Figure 1: The evolution in number of members of PMI worldwide, from 1969 to 2008]]

	But as discussed by Ranf,<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011) - '''Annotation:''' Article ~~discussion~~ the change in project management from a technological specialization to a strategic business specialization.</ref> time is changing. Figure 1<ref name="figur">Lecture slides MEP 1.2 from the course 42429 Projektledelse Aug 15, DTU</ref> shows the evolution of number of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organizations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.		But as discussed by Ranf,<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011) - '''Annotation:''' Article discussing the change in project management from a technological specialization to a strategic business specialization.</ref> time is changing. Figure 1<ref name="figur">Lecture slides MEP 1.2 from the course 42429 Projektledelse Aug 15, DTU - '''Annotation:''' Slide with figure from pmi.org.</ref> shows the evolution of number of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organizations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.

	Traditionally, project managers were valued for their technological knowledge that they could apply within a certain project. Having business knowledge was an advantage, but not a requirement. Now, on the other hand, project managers are valued for the business knowledge, and technological knowledge is an advantage.		Traditionally, project managers were valued for their technological knowledge that they could apply within a certain project. Having business knowledge was an advantage, but not a requirement. Now, on the other hand, project managers are valued for the business knowledge, and technological knowledge is an advantage.
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	So it seems that the project manager very easily can be in a situation where there is a knowledge gap. Is it too much to require from a person that he is both a highly competent manager but also a very skilled worker? And can everybody become a project manager?		So it seems that the project manager very easily can be in a situation where there is a knowledge gap. Is it too much to require from a person that he is both a highly competent manager but also a very skilled worker? And can everybody become a project manager?

	Say a person has been working his way up in the company, and finally is offered a management position. He will undergo up-qualifications of his management skills, and be certified project manager within one of the numerous project management standards. Not long ago many people didn't believe in this approach. The born leader is a term that most people have encountered, but it is also a term that was highly used not long ago.<ref name="bornleader">Lecture slides MEP 5.1 from the course 42429 Projektledelse Aug 15, DTU - '''Annotation:''' ~~Slides~~ built on research made by Daft et al. (2008)</ref> Today most people acknowledge that being a leader (and in particular manager) requires a set of skills that most people can learn. This being in line with all other types of knowledge that we can acquire, if there is a need and a desire hereof.		Say a person has been working his way up in the company, and finally is offered a management position. He will undergo up-qualifications of his management skills, and be certified project manager within one of the numerous project management standards. Not long ago many people didn't believe in this approach. The born leader is a term that most people have encountered, but it is also a term that was highly used not long ago.<ref name="bornleader">Lecture slides MEP 5.1 from the course 42429 Projektledelse Aug 15, DTU - '''Annotation:''' Slide built on research made by Daft et al. (2008)</ref> Today most people acknowledge that being a leader (and in particular manager) requires a set of skills that most people can learn. This being in line with all other types of knowledge that we can acquire, if there is a need and a desire hereof.

	A solution used in some bigger companies, is the dual leadership model. Duos of leaders are composed, in hopes of the duo to compliment each other. If the duo is working efficiently, a wider set of leadership skills is covered within a field. That can e.g. be technological knowledge on one hand, and more management oriented abilities on the other.		A solution used in some bigger companies, is the dual leadership model. Duos of leaders are composed, in hopes of the duo to compliment each other. If the duo is working efficiently, a wider set of leadership skills is covered within a field. That can e.g. be technological knowledge on one hand, and more management oriented abilities on the other.

S152093 at 23:04, 28 September 2015

2015-09-28T23:04:21Z

← Older revision		Revision as of 23:04, 28 September 2015
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	[[File:Pmimember.PNG\|right\|thumb\|350px\|Figure 1: The evolution in number of members of PMI worldwide, from 1969 to 2008]]		[[File:Pmimember.PNG\|right\|thumb\|350px\|Figure 1: The evolution in number of members of PMI worldwide, from 1969 to 2008]]

	But as discussed by Ranf,<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011)</ref> time is changing. Figure 1<ref name="figur">Lecture slides MEP 1.2 from the course 42429 Projektledelse Aug 15, DTU</ref> shows the evolution of number of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organizations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.		But as discussed by Ranf,<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011) - '''Annotation:''' Article discussion the change in project management from a technological specialization to a strategic business specialization.</ref> time is changing. Figure 1<ref name="figur">Lecture slides MEP 1.2 from the course 42429 Projektledelse Aug 15, DTU</ref> shows the evolution of number of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organizations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.

	Traditionally, project managers were valued for their technological knowledge that they could apply within a certain project. Having business knowledge was an advantage, but not a requirement. Now, on the other hand, project managers are valued for the business knowledge, and technological knowledge is an advantage.		Traditionally, project managers were valued for their technological knowledge that they could apply within a certain project. Having business knowledge was an advantage, but not a requirement. Now, on the other hand, project managers are valued for the business knowledge, and technological knowledge is an advantage.
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	So it seems that the project manager very easily can be in a situation where there is a knowledge gap. Is it too much to require from a person that he is both a highly competent manager but also a very skilled worker? And can everybody become a project manager?		So it seems that the project manager very easily can be in a situation where there is a knowledge gap. Is it too much to require from a person that he is both a highly competent manager but also a very skilled worker? And can everybody become a project manager?

	Say a person has been working his way up in the company, and finally is offered a management position. He will undergo up-qualifications of his management skills, and be certified project manager within one of the numerous project management standards. Not long ago many people didn't believe in this approach. The born leader is a term that most people have encountered, but it is also a term that was highly used not long ago.<ref name="bornleader">Lecture slides MEP 5.1 from the course 42429 Projektledelse Aug 15, DTU</ref> Today most people acknowledge that being a leader (and in particular manager) requires a set of skills that most people can learn. This being in line with all other types of knowledge that we can acquire, if there is a need and a desire hereof.		Say a person has been working his way up in the company, and finally is offered a management position. He will undergo up-qualifications of his management skills, and be certified project manager within one of the numerous project management standards. Not long ago many people didn't believe in this approach. The born leader is a term that most people have encountered, but it is also a term that was highly used not long ago.<ref name="bornleader">Lecture slides MEP 5.1 from the course 42429 Projektledelse Aug 15, DTU - '''Annotation:''' Slides built on research made by Daft et al. (2008)</ref> Today most people acknowledge that being a leader (and in particular manager) requires a set of skills that most people can learn. This being in line with all other types of knowledge that we can acquire, if there is a need and a desire hereof.

	A solution used in some bigger companies, is the dual leadership model. Duos of leaders are composed, in hopes of the duo to compliment each other. If the duo is working efficiently, a wider set of leadership skills is covered within a field. That can e.g. be technological knowledge on one hand, and more management oriented abilities on the other.		A solution used in some bigger companies, is the dual leadership model. Duos of leaders are composed, in hopes of the duo to compliment each other. If the duo is working efficiently, a wider set of leadership skills is covered within a field. That can e.g. be technological knowledge on one hand, and more management oriented abilities on the other.

	Among the companies that have tried this method, are Goldman Sachs, Unilever, and Motorola.<ref name="jointleader">Palmer, M., ''Two chiefs not necessarily better than one'', Financial Times, http://www.ft.com/cms/s/2/3d509590-45d8-11e1-acc9-00144feabdc0.html#axzz3myDawPXD [visited 27/09 - 2015]</ref>		Among the companies that have tried this method, are Goldman Sachs, Unilever, and Motorola.<ref name="jointleader">Palmer, M., ''Two chiefs not necessarily better than one'', Financial Times, http://www.ft.com/cms/s/2/3d509590-45d8-11e1-acc9-00144feabdc0.html#axzz3myDawPXD [visited 27/09 - 2015] - '''Annotation:''' Article published in Financial Times (which has more than 3.8 million followers on Google+). The view on Dual Leadership is here used as inspiration.</ref>

	This model brings challenges with it. There has to be a clear definition of roles, for the duo to work dynamically. There also has to be a very clear communication strategy, for information to flow efficiently within an organization. The duo needs to have a good chemistry and be able to challenge each other, but it is also suggested that a constellation like this can slow down the response to changes within an organization or project.<ref name="jointleader" />		This model brings challenges with it. There has to be a clear definition of roles, for the duo to work dynamically. There also has to be a very clear communication strategy, for information to flow efficiently within an organization. The duo needs to have a good chemistry and be able to challenge each other, but it is also suggested that a constellation like this can slow down the response to changes within an organization or project.<ref name="jointleader" />

S152093 at 22:54, 28 September 2015

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	In the following, three standards are being introduced. In particular, their view on the best version of a project manager is at interest.		In the following, three standards are being introduced. In particular, their view on the best version of a project manager is at interest.

	'''PMBOK:''' In the PMI standard (PMBOK),<ref name="pmbok5">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fifth Edition, Project Management Institute, Inc., Pennsylvania, USA, (2013) - '''Annotation:''' PMBOK is an American best practice standard. It is highly influential, and among the most important project management standards in the world.</ref> it is mentioned that in addition to area-specific skills, project managers possess a set of characteristics, being within the area of knowledge, performance and personal.<ref name="pmbok5" /> These characteristics covers the project manager's knowledge, hes ability to perform and then personal relations.		'''PMBOK:''' In the PMI standard (PMBOK),<ref name="pmbok5">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fifth Edition, Project Management Institute, Inc., Pennsylvania, USA, (2013) - '''Annotation:''' PMBOK is an American best practice standard on project management. It is highly influential, and among the most important project management standards in the world.</ref> it is mentioned that in addition to area-specific skills, project managers possess a set of characteristics, being within the area of knowledge, performance and personal.<ref name="pmbok5" /> These characteristics covers the project manager's knowledge, hes ability to perform and then personal relations.

	'''ISO Standard:''' In the ISO Standard, "Competencies of project personnel" describes the competencies a project manager should have and the competencies that the project team as a unit should have.<ref name="iso">Dansk Standard, ''ISO 21500, Guidance on Project Management'', First Edition, Dansk Standard, Copenhagen, Denmark, (2012) - '''Annotation:''' ISO Standard is an international standard on project management. Because of the broadness of the standard, it is very brief in nature.</ref> Here it is stated that the project team should have a certain skill set, and that any gap between the required and available competencies could be a risk, and should be addressed. On the other hand there are listed three categories of competencies that a project manager should possess, that being technical competencies, behavioral competencies, and contextual competencies.<ref name="iso" />		'''ISO Standard:''' In the ISO Standard, "Competencies of project personnel" describes the competencies a project manager should have and the competencies that the project team as a unit should have.<ref name="iso">Dansk Standard, ''ISO 21500, Guidance on Project Management'', First Edition, Dansk Standard, Copenhagen, Denmark, (2012) - '''Annotation:''' ISO Standard is an international standard on project management. Because of the broadness of the standard, it is very brief in nature.</ref> Here it is stated that the project team should have a certain skill set, and that any gap between the required and available competencies could be a risk, and should be addressed. On the other hand there are listed three categories of competencies that a project manager should possess, that being technical competencies, behavioral competencies, and contextual competencies.<ref name="iso" />
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	The ''contextual competencies'' describe the context of the project, i.e., the project within the organization and environment.		The ''contextual competencies'' describe the context of the project, i.e., the project within the organization and environment.

	'''IPMA:''' The International Project Management Association (IPMA) divides project management skills in the same three categories as the ISO standard in their "Competence baseline".<ref name="ipma">International Project Management Association, ''ICB - IPMA Competence Baseline'', Third Edition, International Project Management Association, Nijkerk, The Netherlands, (2006) - '''Annotation:''' The IPMA ~~Standard~~ is the European version of PMBOK. Although not as influential as PMBOK, it is still highly used in industries.</ref> IPMA focuses on competence elements, whereof the majority of them are in the technical category. The two other categories, behavioral and contextual competencies, are also described in this standard though.		'''IPMA:''' The International Project Management Association (IPMA) divides project management skills in the same three categories as the ISO standard in their "Competence baseline".<ref name="ipma">International Project Management Association, ''ICB - IPMA Competence Baseline'', Third Edition, International Project Management Association, Nijkerk, The Netherlands, (2006) - '''Annotation:''' The IPMA Competence Baseline is the European version of PMBOK on project management. Although not as influential as PMBOK, it is still highly used in industries.</ref> IPMA focuses on competence elements, whereof the majority of them are in the technical category. The two other categories, behavioral and contextual competencies, are also described in this standard though.


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	One does encounter various problems with this method of employing project managers in a company. First of all, the specialized knowledge and experience gained over a long time is taken away from a project team. Second of all, there are often organizational politics involved in the decision of hiring an employee in a new position within the organization. What should have been a decision based on qualifications can then easily become a political decision. Thirdly there could be a tendency of people working in the same field within the same company for years after years to be more narrow-minded. This will result in project managers to be less likely to think out of the box and to have a very set way of doing things.		One does encounter various problems with this method of employing project managers in a company. First of all, the specialized knowledge and experience gained over a long time is taken away from a project team. Second of all, there are often organizational politics involved in the decision of hiring an employee in a new position within the organization. What should have been a decision based on qualifications can then easily become a political decision. Thirdly there could be a tendency of people working in the same field within the same company for years after years to be more narrow-minded. This will result in project managers to be less likely to think out of the box and to have a very set way of doing things.

	Judging from Richardson et al.,<ref name="stillaccidentalprof">Richardson, T. M. et al., ''Is Project Management Still an Accidental Profession? A Qualitative Study of Career Trajectory'', http://sgo.sagepub.com/content/5/1/2158244015572098 (1995)</ref> it seems that academics working their way up the ranks, is actually the career path that many project managers have taken.		Judging from Richardson et al.,<ref name="stillaccidentalprof">Richardson, T. M. et al., ''Is Project Management Still an Accidental Profession? A Qualitative Study of Career Trajectory'', http://sgo.sagepub.com/content/5/1/2158244015572098 (1995) - '''Annotation:''' This article is a follow up article on the highly influential article "Lessons for an Accidental Profession". It looks into the career paths on project managers, and concludes that project management still is an "accidental profession" to a high degree.</ref> it seems that academics working their way up the ranks, is actually the career path that many project managers have taken.


	As suggested in literature, the profession of being a project manager is often called the accidental profession (see for example Pinto et al.<ref name="accidentalprof">Pinto, J. K., Kharbanda, O. P., ''Lessons for an Accidental Profession'', (1995)</ref>) This covers the fact that there is a clear tendency of project managers being employed on behalf of their academic qualifications or the expectations for their future success as a project manager, rather than their experience as project managers.<ref name="stillaccidentalprof" />		As suggested in literature, the profession of being a project manager is often called the accidental profession (see for example Pinto et al.<ref name="accidentalprof">Pinto, J. K., Kharbanda, O. P., ''Lessons for an Accidental Profession'', (1995) - '''Annotation:''' This article has been a highly influential article for 15 years. It describes project management as an accidental profession, and introduces tools to become a better project manager.</ref>) This covers the fact that there is a clear tendency of project managers being employed on behalf of their academic qualifications or the expectations for their future success as a project manager, rather than their experience as project managers.<ref name="stillaccidentalprof" />
	[[File:Pmimember.PNG\|right\|thumb\|350px\|Figure 1: The evolution in number of members of PMI worldwide, from 1969 to 2008]]		[[File:Pmimember.PNG\|right\|thumb\|350px\|Figure 1: The evolution in number of members of PMI worldwide, from 1969 to 2008]]

S152093 at 22:46, 28 September 2015

2015-09-28T22:46:38Z

← Older revision		Revision as of 22:46, 28 September 2015
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	In the following, three standards are being introduced. In particular, their view on the best version of a project manager is at interest.		In the following, three standards are being introduced. In particular, their view on the best version of a project manager is at interest.

	'''PMBOK:''' In the PMI standard (PMBOK),<ref name="pmbok5">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fifth Edition, Project Management Institute, Inc., Pennsylvania, USA, (2013)</ref> it is mentioned that in addition to area-specific skills, project managers possess a set of characteristics, being within the area of knowledge, performance and personal.<ref name="pmbok5" /> These characteristics covers the project manager's knowledge, hes ability to perform and then personal relations.		'''PMBOK:''' In the PMI standard (PMBOK),<ref name="pmbok5">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fifth Edition, Project Management Institute, Inc., Pennsylvania, USA, (2013) - '''Annotation:''' PMBOK is an American best practice standard. It is highly influential, and among the most important project management standards in the world.</ref> it is mentioned that in addition to area-specific skills, project managers possess a set of characteristics, being within the area of knowledge, performance and personal.<ref name="pmbok5" /> These characteristics covers the project manager's knowledge, hes ability to perform and then personal relations.

	'''ISO ~~standard~~:''' In the ISO ~~standard~~, "Competencies of project personnel" describes the competencies a project manager should have and the competencies that the project team as a unit should have.<ref name="iso">Dansk Standard, ''ISO 21500, Guidance on Project Management'', First Edition, Dansk Standard, Copenhagen, Denmark, (2012)</ref> Here it is stated that the project team should have a certain skill set, and that any gap between the required and available competencies could be a risk, and should be addressed. On the other hand there are listed three categories of competencies that a project manager should possess, that being technical competencies, behavioral competencies, and contextual competencies.<ref name="iso" />		'''ISO Standard:''' In the ISO Standard, "Competencies of project personnel" describes the competencies a project manager should have and the competencies that the project team as a unit should have.<ref name="iso">Dansk Standard, ''ISO 21500, Guidance on Project Management'', First Edition, Dansk Standard, Copenhagen, Denmark, (2012) - '''Annotation:''' ISO Standard is an international standard on project management. Because of the broadness of the standard, it is very brief in nature.</ref> Here it is stated that the project team should have a certain skill set, and that any gap between the required and available competencies could be a risk, and should be addressed. On the other hand there are listed three categories of competencies that a project manager should possess, that being technical competencies, behavioral competencies, and contextual competencies.<ref name="iso" />

	The ''technical competencies'' describe processes, terminology and concepts, all within project management.		The ''technical competencies'' describe processes, terminology and concepts, all within project management.
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	The ''contextual competencies'' describe the context of the project, i.e., the project within the organization and environment.		The ''contextual competencies'' describe the context of the project, i.e., the project within the organization and environment.

	'''IPMA:''' The International Project Management Association (IPMA) divides project management skills in the same three categories as the ISO standard in their "Competence baseline".<ref name="ipma">International Project Management Association, ''ICB - IPMA Competence Baseline'', Third Edition, International Project Management Association, Nijkerk, The Netherlands, (2006)</ref> IPMA focuses on competence elements, whereof the majority of them are in the technical category. The two other categories, behavioral and contextual competencies, are also described in this standard though.		'''IPMA:''' The International Project Management Association (IPMA) divides project management skills in the same three categories as the ISO standard in their "Competence baseline".<ref name="ipma">International Project Management Association, ''ICB - IPMA Competence Baseline'', Third Edition, International Project Management Association, Nijkerk, The Netherlands, (2006) - '''Annotation:''' The IPMA Standard is the European version of PMBOK. Although not as influential as PMBOK, it is still highly used in industries.</ref> IPMA focuses on competence elements, whereof the majority of them are in the technical category. The two other categories, behavioral and contextual competencies, are also described in this standard though.


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	It is noted that the organizations behind the standards all have an interest of being as broad as possible, so that as many project managers and leaders can use and apply their standards.		It is noted that the organizations behind the standards all have an interest of being as broad as possible, so that as many project managers and leaders can use and apply their standards.

	In the PMBOK there is a slight opening of a discussion about area specific skills, but the majority of the concept is treated in an appendix in the 4th edition,<ref name="pmbok4">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fourth Edition, Project Management Institute, Inc., Pennsylvania, USA, (2008)</ref> and is referred to as "Application Area Extensions". Noticeably this section has been removed in the 5th edition.<ref name="pmbok5" /> This though is only an introduction to the extension material that PMI offers within each project type, e.g. software projects, construction projects, etc., and treats for example area specific practices.<ref name="pmboksoftware">Caupin, G., et al., ''Software Extension to the PMBOK® Guide Fifth Edition, review'', Fifth Edition, http://marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00101457501 [visited 25/09 - 2015]</ref>		In the PMBOK there is a slight opening of a discussion about area specific skills, but the majority of the concept is treated in an appendix in the 4th edition,<ref name="pmbok4">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fourth Edition, Project Management Institute, Inc., Pennsylvania, USA, (2008)</ref> and is referred to as "Application Area Extensions". Noticeably this section has been removed in the 5th edition.<ref name="pmbok5" /> This though is only an introduction to the extension material that PMI offers within each project type, e.g. software projects, construction projects, etc., and treats for example area specific practices.<ref name="pmboksoftware">Caupin, G., et al., ''Software Extension to the PMBOK® Guide Fifth Edition, review'', Fifth Edition, http://marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00101457501 [visited 25/09 - 2015] - '''Annotation:''' The review on the Software extension to PMBOK is used as an example of extensions of the general PMBOK.</ref>

	The ISO standard does not treat the subject at all, while the IPMA is the standard that goes the most in depth with the subject. The section on Contextual Competencies describes the link between the project and the organization. In the element description "Permanent Organization", it is mentioned that "If the project manager is experienced in the respective sector and industry, he will be in a better position to understand these factors. [The planning and management principles of the operations of the permanent organization, red.]"		The ISO standard does not treat the subject at all, while the IPMA is the standard that goes the most in depth with the subject. The section on Contextual Competencies describes the link between the project and the organization. In the element description "Permanent Organization", it is mentioned that "If the project manager is experienced in the respective sector and industry, he will be in a better position to understand these factors. [The planning and management principles of the operations of the permanent organization, red.]"

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	No matter what perspective one must have, it seems that it is a field within which there is room for more research to be done.		No matter what perspective one must have, it seems that it is a field within which there is room for more research to be done.

			==Annotated Bibliography==
	==~~References~~==
	<references />		<references />

S152093 at 22:29, 28 September 2015

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	The lack of this can either be seen as a part of the definition of the project manager's competencies. But it can also be seen as a limitation to the standards in general. It depends on what view one has on project management.		The lack of this can either be seen as a part of the definition of the project manager's competencies. But it can also be seen as a limitation to the standards in general. It depends on what view one has on project management.

			Throughout the whole article, there has not been made any distinctions on how close or far the project manager is to hes project team. A discussion on how the distance to the project team would affect the manager's ideal competencies would have been useful, although outside of the scope of this article.

	It does seems inevitable though, to be prepared to spend time on further education of a project manager's qualifications. That can either be the project management skills or the area-specific skills, depending on what road that has been taken to get into the present position.		It does seems inevitable though, to be prepared to spend time on further education of a project manager's qualifications. That can either be the project management skills or the area-specific skills, depending on what road that has been taken to get into the present position.

	Throughout the whole article, there has not been made any distinctions on how close or far the project manager is to hes project team. A discussion on how the distance to the project team would affect the manager's ideal competencies would have been useful, although outside of the scope of this article.

	No matter what perspective one must have, it seems that it is a field within which there is room for more research to be done.		No matter what perspective one must have, it seems that it is a field within which there is room for more research to be done.