Page 234 - Global Project Management Handbook

MANAGING PROJECT MANAGEMENT PERSONNEL 11-9

By the process of assigning project personnel, program managers, project man-
agers, and project team members are assigned to new projects and programs. Such
methods as assessment centers are being used for this process (Crawford, 2003).
Within a project, a lot of development of personnel takes place. It is strongly
linked to the leadership function of the project manager. Project managers may have
additional duties, such as project appraisals and support for career development.
However, the project owner also has a responsibility to care for the development of
the project manager, for instance. Methods used are on-the-job training, feedback, etc.
The need for a dispersion process is not widely recognized. It has similarities to
but also is substantial differences from release from the parent organization. It is at the
end of a project that core workers are most vulnerable to leaving the organization. At
the end of the project, project personnel should be debriefed about their experiences
and counseled about the future.

ANALYSIS OF PROJECT MANAGEMENT COMPETENCIES TO
FURTHER DEVELOP PROJECT MANAGEMENT PERSONNEL

A Maturity Model for Analyzing Competencies
of Project Management Personnel

Recently, there is a lot of discussion regarding the maturity of organizations (Cooke-
Davies, 2005; Ibbs et al., 2005). Moreover, maturity of persons is becoming a new
buzz word. Project management maturity of a person may be explained as the degree
of competence and self-understanding (attitude) of a person to fulfill the functions of a
particular project management–related role.
The maturity model for analyzing of the project management competencies of project
managers (mm–project manager model) is shown in Figure 11.5. It supports the analysis
of knowledge and experience of a project manager in applying adequate methods for
project start, project coordination, project control, resolution of a project discontinuity

Project start process
100
80
Social project Project coordination
management 60 process
competence 40
20
0
Designing the project Project control
management process process

Project close-down Resolution of a
process project discontinuity
FIGURE 11.5 The maturity model mm–project manager based on Roland Gareis’
®
Project and Programme Management .