Page 181 - Global Project Management Handbook

COMPETENCIES OF PROJECT MANAGERS 8-7

TABLE 8.1 Crawford-Ishikura Factor Table for Evaluating Roles (CIFTER)
Rating
Project Management Complexity Factor 1 2 3 4

1. Stability of the overall project context Very high High Moderate Low
2. Number of distinct methods and Low Moderate High Very high
approaches involved in performing
the project
3. Magnitude of legal, social, or Low Moderate High Very high
environmental implications from
performing the project
4. Overall expected financial impact Low Moderate High Very high
(positive or negative) on the project’s
stakeholders
5. Strategic importance of the project to Very low Low Moderate High
the organization or organizations involved
6. Stakeholder cohesion regarding the High Moderate Low Very low
characteristics of the product of the project
7. Number and variety of interfaces between Very low Low Moderate High
the project and other organizational entities
Source: GPBSPMP Initiative. 2005. Performance-Based Competency Standards for Global Levels 1 and 2 Project
Managers: Exposure Draft for Public Review, July 8, 2005 (Version 0.9). Sydney: Global Performance-Based
Standards for Project Management Personnel.

6
(GPBSPMP Initiative, 2005 ; now known as the Global Alliance for Project Performance
Standards (GAPPS); www.globalPMstandards.org) has created a framework for differenti-
ating projects based on their management complexity (Table 8.1).
The CIFTER table provides a useful starting point for thinking about competencies of
project managers. Using this table, the global standards initiative has developed
performance-based competency standards for two levels of project manager, Global level
1 and Global level 2, using the following ranges:

● Below level 1. Total score is 11 or lower.

● Global level 1. Total score is from 12 to 18.
● Global level 2. Total score is from 19 to 25.
● Above level 2. Total score is 26 or higher.

Many organizations develop similar frameworks as a basis for assessment and develop-
ment of competencies and assignment of project personnel.

Knowledge
Over the last 20 years, project management professional associations have devoted con-
siderable effort to identifying knowledge that is relevant to project management practice.
The Project Management Institute’s (PMI’s) Guide to the Project Management Body of
Knowledge (PMBOK Guide) is the most widely distributed of these guides and has been
approved as an American National Standard (ANSI/PMI 99-001-1999). With reference to
this document, the PMI offers a project management professional certification based on
evidence of qualifications and experience and a multiple-choice knowledge test.