The Skills, Knowledge, and Personal Characteristics of Superior Performers in this Job
PROJECT MANAGER JOB COMPETENCY MODEL
In a High Technology Organization
Developed by Workitect, Inc. For XYZ* Company
*This is an actual project for a real company whose name, represented throughout this document by a blank line ( ________ ), is confidential. Sections I. Overview of the Competencies by Cluster II. Competencies with Definitions and Behaviors III. Overview of Most Important Responsibilities of Project Managers IV. Description of Most Important Responsibilities with Performance Criteria and Required Competencies V. Links between Main Responsibilities and Competencies VI. Technical and Organizational Knowledge Requirements VII. Recommendations on Ensuring that Project Managers Have the Competencies Required of Superior Performers 3 4 9 9 13 14 15
Edward Cripe 954-938-5370 www.workitect.com firstname.lastname@example.org ©2010, Workitect, Inc. All rights reserved. No part of this publication may be altered, reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying,
Project Manager Competency Model
I. OVERVIEW OF THE COMPETENCIES BY CLUSTER
I. Task Management
II. People Management
III. Communication and Influence
1. Diagnostic Information Gathering: The tendency to seek information from a variety of sources and in a variety of ways, to clarify situations and to facilitate effective planning, decision making, and problem solving. 2. Analytical Thinking: The ability to develop and implement a logical approach to a problem, by breaking it down into parts and considering each part in a systematic way. 3. Results Orientation: The tendency to keep the desired end result of one’s own or one’s unit’s work clearly in mind, by setting goals and focusing on them tenaciously until they are achieved. 4. Attention to Detail: A concern for ensuring that work and information are complete and accurate, by preparing carefully for meetings and presentations, and following up with others to ensure that agreements and commitments have been fulfilled.
5. Fostering Teamwork: The ability to get groups to work together cooperatively, by enlisting active involvement, creating a climate for respect and openness, and applying effective techniques for group facilitation. 6. Performance Management: The ability to provide direction, assignments, feedback, coaching and counseling to people whom one is managing
7. Impact Awareness: The ability to anticipate the likely effect of actions and events on others and to tailor one’s own behavior to achieve a desired effect on others. 8. Influence Skill: The ability to gain others’ support for ideas, proposals, projects, and solutions, through logical argument, appeal to others’ interests, and a variety of other indirect strategies. 9. Interpersonal Awareness: The ability to notice, interpret, and anticipate others’ concerns and feelings, and to communicate this awareness empathetically to others. 10. Concern for Clarity: A concern for ensuring that everyone involved in a project understands what is to be done, why, how, when, and by whom. 11. Self Confidence: Belief in one’s ability to be successful and willingness to be assertive, challenge others, or raise questions in the face of potential opposition.
©2010, Workitect, Inc. Project Manager Job Model, Prepared by Workitect, Inc.,
Project Manager Competency Model
II. __________ PROJECT MANAGER COMPETENCY MODEL I. Task Management Cluster 1. Diagnostic Information Gathering Definition: The tendency to seek information from a variety of sources and in a variety of ways, to clarify situations and to facilitate effective planning, decision-making, and problem solving. a) Identifies the specific information needed to clarify a situation or to make a decision b) Gets more complete and accurate information, by checking multiple sources c) Probes...