Page 238 - Global Project Management Handbook

MANAGING PROJECT MANAGEMENT PERSONNEL 11-13

Figure 11.7 shows the self-understanding to fulfill the role of project managers of
each project manager analyzed. In this particular case, the result shows that the project
managers have relatively strong self-understanding to fulfill the role of a project man-
ager, but there is particularly opportunity for improvement in professional application
of methods.
Figure 11.8 shows the analysis result for a single project manager. A particular
objective in this analysis was to examine the minimum knowledge and experience
required to be certified as project manager (IPMA Level C) by Project Management
Austria, the Austrian project management association. As one can see from the spider
webs shown in the figure, this project manager has more project management knowl-
edge than experience. The figure shows that the person does not fulfill the minimum
requirements set out for certification. The person needs more knowledge in design of
the project management process, managing project discontinuities, and project close-
down, as well as more experience in project control, managing a discontinuity, and
project close-down, to fulfill the minimum requirements.

POTENTIAL APPLICATIONS OF THE MM–PROJECT
MANAGER MODEL

There are different possibilities for application of the maturity model to analyze project
management personnel. For instance:
● Establishing the status of the project management maturity of a group of project
mangers or a single project manager to plan further development actions for the
personnel as such or for the single person
● Selecting project personnel for a particular project
● Analyzing the project management competence of a project manager or project owner
within a management audit of a project (Huemann, 2006)

REFERENCES

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Cooke-Davies T. 2005. Measurement of organizational maturity: Questions for future research,
in Innovations: Project Management Research 2004. Newtown Square, PA: Project
Management Institute.
Crawford L. 2003. Assessing and developing the project management competence of individuals,
in JR Turner (ed.), People in Project Management, Aldershot: Gower.
Eskerod P. 1998. The human resource allocation process when organizing by projects, in RA
Lundin, C Midler (eds.), Projects as Arenas for Renewal and Learning Processes. Boston:
Kluwer Academic.
Gareis R (ed.). 1990. Handbook of Management by Projects. Vienna: Manz.
Gareis R. 2005. Happy Projects! Vienna: Manz.
Gareis R. 2004. Management of the project-oriented company, in JK Pinto, PWG Morris (eds.),
The Wiley Guide to Managing Projects. New York: Wiley.
Gareis R, Huemann M. 2006. Maturity-models for the project-oriented company, in JR Turner
(ed.), The Gower Handbook of Project Management, 4th ed. Aldershot: Gower.