Page 187 - Global Project Management Handbook

COMPETENCIES OF PROJECT MANAGERS 8-13

in the workplace. Units may represent particular work roles, work functions, processes,
or product outcomes.
Elements of competency. Elements of competency define the critical components that
reflect the scope of work covered in each unit of competency. The elements are the
building blocks of each unit. A single unit generally will have three to five elements.
Performance criteria. Performance criteria set out the standard of performance that is
required for each element. Performance criteria specify the type and/or level of perfor-
mance required that would constitute adequate demonstration of competence. They
describe what a competent practitioner would do, expressed in terms of observable results
and/or actions in the workplace from which competent performance would be inferred.
Range statements. Range statements add definition to the performance criteria by elab-
orating critical or significant aspects of the criteria and enabling application in different
contexts. Where the range statements contain lists, the lists generally are illustrative and
not exhaustive.

PERFORMANCE-BASED COMPETENCY STANDARDS
FOR PROJECT MANAGEMENT

There are performance-based standards for project management in Australia, South
Africa, and the United Kingdom. The Australian National Competency Standards for
Project Management were first endorsed by the Australian government on July 1, 1996,
and then revised in 2004. They are the responsibility of an industry training advisory
board, Innovation and Business Skills Australia (IBSA). Although New Zealand does not
have its own performance-based standards for project management, it has reciprocal
agreements for use of the Australian standards. In the United Kingdom, performance-
based standards for project management were first endorsed by the government in early
1997. Reviewed and revised standards were endorsed in 2002 and are the responsibility
of the Engineering Construction Industry Training Board (ECITB). There are also global
performance-based standards for project managers developed by the Global Alliance for
Project Performance Standards (formerly Global Performance Based Standards for
Project Personnel [www.globalPMstandards.org]), an initiative that involves professional
associations, standards and qualifications organizations, academic institutions, and indus-

try. Available performance-based standards for project management are
● National Competency Standards for Project Management, Australia (Certificate IV,
Diploma, and Advanced Diploma)
● The National Occupational Standards for Project Management, United Kingdom (NVQ
Levels 4 and 5)
● National Certificate in Generic Project Management, South Africa (NQF Level 4)

All these standards are formally recognized and provide the basis for the award of
qualifications within national qualifications frameworks. The National Competency
Standards for Project Management also form the basis for award of professional qualifi-
cations by the Australian Institute of Project Management. In addition to these stan-
dards, there are global standards for project managers that have been developed with ref-
erence to existing standards and with the intent of providing a basis for transferability and
mutual recognition of qualifications. These are
● Global Alliance for Project Performance Standards (Global Levels 1 and 2)
(www.globalPMstandards.org)