Page 233 - Global Project Management Handbook

11-8 COMPETENCY FACTORS IN PROJECT MANAGEMENT

project manager, and project director. The consultant has two to five years of experi-
ence and leads small teams. The project manager manages projects of lesser complexity.
The senior project manager manages complex projects. The highest career level is
project director, who acts as program manager and takes on the responsibility of
developing project management further. The number of years shown in the career path
derive from the U.S. headquarters. In European parts of the organization, these years
are shortened. For each of the career levels, a certain amount of training is required.
Training is mainly organized internally according to company internal project man-
agement standards and process descriptions. The career path is structured according to
IPMA certification levels. In this organization, the project management professional is
seen as equivalent to the IPMA certification Level C. External certification programs
offered by IPMA and PMI are used to ensure the quality of the project managers.

PROCESSES TO MANAGE PROJECT MANAGEMENT PERSONNEL

Business processes for personnel management in the project-oriented company are
recruiting, development, and release. These processes may be fulfilled as general
processes independent of the requirements of a specific project. For instance, project
managers may be recruited without having a particular project in mind. Also, the fur-
ther development of project management personnel can be organized independent of
single projects. For example, a project management training initiative for all project
managers, project team members, and project owners can be organized. Project
mangers may be released from the project-oriented company if there is no demand for
them in the organization. These processes can be considered to be general personnel
management processes.
As shown in Figure 11.4, there exist specific project-related processes based on the
fact that every time a new project is started, the human resource configuration of the
organization changes. Thus the project-oriented organization needs additional processes
for personnel management, particular assignment to projects, personnel development
within projects, and dispersion after projects (Huemann et al., 2005).

Career
Dispersement to project
Recruitment Development
after project

Assignment

Development
within project

Project-oriented organization
FIGURE 11.4 Personnel management processes in a project-oriented company.