1. Portions ©2005 -2007 GAPPS. Used with permission.
©2004 -8009 Project Management Partners
2005-
2004-
Presented by
114 Waltham Street, Suite 14 • Lexington, MA 02421 USA
voice: +1-781-861-0124 • fax: +1-781-674-9474
5.2 wrd@pmpartners.com • www.pmpartners.com

2. What Hats
Do I Wear?
Project Management Partners — consultant
and trainer
GAPPS — standards writer for the Global
Alliance for Project Performance Standards
asapm — in charge of certification for the
American Society for the Advancement of
Project Management
2

3. Presentation
Overview
Why assess your project managers?
What is “competence”?
What is a performance‐based
competency standard (PBCS)?
How can you use a PBCS to develop
your project managers?
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4. Why Assess Your
Project Managers?
Development
Recognition
4

5. What is
“competence”?
5

6. What Is Competence?
The ability to perform the activities of
an occupation or function to the
standard expected in employment.
Heywood, Gonczi, and Hager [1992]
A Guide to the Development of Competency
Standards for the Professions
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7. … continued
Competence is an intangible construct
that cannot be observed directly.
Competence must be inferred:
Attribute‐based inference — of attitudes,
skills, and knowledge (ASK)
Performance‐based inference — of outcomes
or results in the workplace
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8. Attributes Are Unreliable
Predictors …
“These results clearly indicate that there is
no direct relationship
between how well project managers perform
against standards for knowledge and use of
practices, and how well they are perceived to
perform by their supervisors.”
[emphasis added]
Knowledge
Assessment
IJPM, Crawford et al., 2005
8

9. … So Performance-Based
Inference Is Preferred
Well understood by Human
Resource professionals.
Widely used for over 20 years
outside of project management.
Used in most governmental
competence assessment systems.
Can be used for development or
assessment.
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10. What is a
performance-
based
competency
standard (PBCS)?
10

11. GAPPS standard developed per ANSI/ISO
guidelines:
Exposure draft issued July 2005
Initial version issued September 2006
Technical update issued October 2007
Available for free download at:
www.globalpmstandards.org
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12. The GAPPS PBCS
Defines …
The role of the project manager —
expected results and outcomes.
The work of the project manager — in
terms of units and elements of
competence.
Criteria — for inferring competence.
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13. The Role of the
Project Manager
“Project managers are expected to produce essentially
the same results — outputs and outcomes that are
acceptable to relevant stakeholders. However, the
context in which these results are produced may
differ: some projects are inherently harder to manage
than others. A project manager who is competent to
manage an easier, less complex project may not be
competent to manage a harder, more complex
project.”
GAPPS Framework, 2007
13

14. C.I.F.T.E.R.
Crawford-Ishikura Factor Ratings
Table for Evaluating Roles
VL L M H VH
1. Stability of context 4 3 2 1
2. Number of methods 1 2 3 4
3. L/S/E implications 1 2 3 4
Factors
4. Financial impact 1 2 3 4
5. Strategic importance 1 2 3 4
6. Stakeholder cohesion 4 3 2 1
7. Interfaces 1 2 3 4
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15. Sum of Ratings
Defines Three “Roles”
Transitional project manager — low project
management complexity (0‐11); project
management role is less than full‐time
Project manager — moderate project management
complexity (12‐18); project manager usually works
full‐time on one project
Senior project manager — high management
complexity (19+); project manager almost always
works full‐time on one project and may have
deputy
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16. PM Complexity
Factor #1
Stability of the overall project context. The project context
includes the project life‐cycle, the stakeholders, the degree to
which the applicable methods and approaches are known,
and the wider socioeconomic environment. When the project
context is unstable — phase deliverables are poorly defined,
scope changes are frequent and significant, team members
are coming and going, applicable laws and regulations are
being modified — the project management challenge
increases.
Note: some aspects of “technical complexity” such as dealing
with unproven concepts would be considered here.
Uncertainty in the economic or political environment would
be considered here.
16

17. Project Management
Complexity Factors
1. Stability of the overall project context.
2. Number of disciplines and methods.
3. Legal, social, or environmental
implications.
4. Overall expected financial impact.
5. Strategic importance of the project.
6. Stakeholder cohesion.
7. Number and variety of interfaces.
Full descriptions in standard
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18. Design New Website
Rating = 13, Project Manager
VL L M H VH
1. Stability of context 4 3 2 1
2. Number of methods 1 2 3 4
3. L/S/E implications 1 2 3 4
4. Financial impact on SH 1 2 3 4
5. Strategic importance 1 2 3 4
6. Stakeholder cohesion 4 3 2 1
7. No./variety of interfaces 1 2 3 4
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19. The Work of the
Project Manager
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20. Five Core Units of
Competence
1. Manage Stakeholder Relationships
2. Manage Development of the Plan for the
Project
3. Manage Project Progress
4. Manage Product Acceptance
5. Manage Project Transitions
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21. No Need to Change
PM Practices!
The GAPPS framework is independent of
the management process:
No specific tools, methods, approaches, or
techniques are identified or required.
No specific or pre‐defined documents must
be produced as evidence.
Approaches and techniques can be taken
from existing standards and other sources.
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22. 1. Manage Stakeholder
Relationships
Ensure that stakeholder interests are
Elements of Competence
identified and addressed.
Promote effective individual and team
performance.
Manage stakeholder
communications.
Facilitate external stakeholder
participation.
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23. 2. Manage Development of
the Plan for the Project
Define the work of the project.
Elements of Competence
Ensure the plan for the project
reflects relevant legal
requirements.
Document risks and risk
responses for the project.
Confirm project success criteria.
Develop and integrate project
baselines.
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24. 3. Manage Project
Progress
Monitor, evaluate, and control project
Elements of Competence
performance.
Monitor risks to the project.
Reflect on practice.
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25. 4. Manage Product
Acceptance
Ensure that the product of the project is
Elements of Competence
defined.
Ensure that changes to the product of the
project are monitored and controlled.
Secure acceptance of the
product of the project.
25

26. 5. Manage Project
Transitions
Manage project start‐up.
Elements of Competence
Manage transition between project phases.
Manage project closure.
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27. How can you use
a PBCS to develop
your project
managers?
27

28. Check Against
Performance Criteria
Performance criteria describe observable
results and actions from which competent
performance can be inferred:
Some can be satisfied easily and with
relatively little effort.
Some will require a substantial commitment
from the project manager over the full length
of the project.
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29. One Element,
Three Criteria
Element
Ensure that changes to the product of the
project are monitored and controlled.
Variances from agreed product characteristics
are identified and addressed.
Performance
Requests for changes to the product of the
Criteria
project are documented, evaluated, and
addressed in accordance with the change
control processes for the project.
Approved product changes are implemented.
29

30. Do You Have
Documentary Evidence?
Meeting minutes?
Correspondence?
Change control register?
Change request log?
Change requests?
30

31. Can You Answer
These Questions?
How did you maintain agreement as the
project progressed?
What was the impact of the changes to the
project when they were implemented?
Were these changes reflected in the project
plan?
How did you communicate the changes to
the stakeholders?
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32. Assess Yourself
Pick a recently completed
project and ask yourself:
What documents would I
use for evidence?
How would I answer each
of the questions?
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33. Thanks for
listening!
Any questions?
wrd@pmpartners.com
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