Page 192 - Global Project Management Handbook

8-18 COMPETENCY FACTORS IN PROJECT MANAGEMENT

PM01 Manage Stakeholder Relationships
PM02 Manage Development of the Plan for the Project
PM03 Manage Project Progress
PM04 Manage Product Acceptance
PM05 Manage Project Transitions
PM06 Evaluate and Improve Project Performance
The standards are the same for each level except that Global Level 1 is required only
to demonstrate competence against the first six of the units, and Global Level 2, against
all seven. The other major difference is that in order to be assessed at Global Level 1, an
individual must have managed projects where the complexity factor ratings put it into the
established range for Global Level 1 in accordance with the CIFTER table. In similar
fashion, an individual wishing to be assessed at Global Level 2 must have managed a
project whose complexity factor ratings put it into the established range for Global Level 2
in the CIFTER table (see Table 8.1).
The intent of this framework is to provide a basis for mapping of existing standards
and guidance for development of new standards that will facilitate transferability across
national boundaries. In developing these standards, it was explicitly recognized that there
are many different approaches to the management of projects to achieve satisfactory
results and that there are many different ways for project managers to develop their com-
petence. The global standards are intentionally generic because they are written to com-
plement other project management standards, including those of professional associations
(e.g., PMBOK Guide, IPMA Competence Baseline, and associated national competence
baselines, APMBoK, P2M). All these documents can be used in association with the
GAPPS standards to provide further detail or specific applications.
The GAPPS initiative encourages professional associations to consider adopting these
standards to support their existing standards and qualifications processes by adding
and/or strengthening the performance-based dimension. Additions and modifications can
be made to suit specific local and regulatory requirements. Standards and qualifications
bodies are similarly encouraged to consider adopting the global performance-based stan-
dards to facilitate transferability and mutual recognition of qualifications. Professional
associations that do not have their own standards or qualifications processes are encour-
aged to adopt the standards.

Public and private organizations also may adopt the global standards as a basis for
internal development and accreditation systems that will facilitate consistency across
their global operations. Even organizations that only operate locally are required to oper-
ate, source, and assess their project management personnel in an increasingly global mar-
ketplace where assurance of global relevance is of value.

ASSESSING AND DEVELOPING COMPETENCIES
OF PROJECT MANAGERS

The foregoing sections of this chapter have addressed the components of project manage-
ment competence, including development of standards, guides, and qualifications for
project management knowledge and demonstrable performance in the form of
performance-based standards and qualifications. This final section provides brief guide-
lines on how project management competence may be effectively assessed and developed
in a manner that is relevant both locally and globally.
Project managers need competence in a number of areas. They need generic project
management competence as well as competence in project management as it is practiced