Page 180 - Global Project Management Handbook

8-6 COMPETENCY FACTORS IN PROJECT MANAGEMENT

Attribute-based Job role Performance-based
inference of inference of
competence competence
Competence

Input Personal Output
competencies competencies competencies

Underlying
Qualifications
enabling
Knowledge and attitudes and Demonstrable
performance
experience
behaviors
FIGURE 8.1 Components of competence.

This approach has been particularly attractive from an equity viewpoint and in recogni-
tion of prior learning. It provides a basis for recognition of the competence of those who
can demonstrate ability to perform but have not had the opportunity to gain qualifications
required for entry to particular jobs, occupations, or professions. This makes it particularly
attractive in areas such as project management, for which qualifications have not been
available previously, and in developing economies such as South Africa, where many job-
holders do not have formal qualifications relating directly to the work that they do.

An Integrated Approach to Competence
Each of the approaches outlined earlier involves assessment of a different aspect of compe-
tence. Ideally, all aspects should be considered. The framework shown in Fig. 8.1 combines
the competency model (attribute-based) and competency standards (performance-based)
approaches to competence described earlier.

Input (knowledge and experience) and personal (attitude and behavior) competencies
are both aspects of attribute-based inference of competence. Demonstrable performance
is represented by performance-based competency standards that essentially describe
output competencies. Input and output competencies generally relate to threshold
performance, whereas personal competencies distinguish superior performance.

PROJECT MANAGEMENT COMPETENCIES

Job Role
The first step in considering competencies of project managers is to define the role. This is
extremely difficult because the role varies considerably within and between industries and
organizations. A useful approach to defining project management roles is to consider the
types of projects undertaken and their organizational context. An initiative working on
development of global performance-based standards for project management personnel