Project Management Competence: Building Key Skills for Individuals, Teams, and Organizations


Successful project management takes more than skilled individuals. It takes individuals, teams, and organizations all working together to achieve excellence. In this groundbreaking book, J. Davidson Frame—who directed the project management certification program for the Project Management Institute (PMI), the world's premier project management organization—describes the individual, team, and organizational competencies necessary for overall competitiveness. He provides methods for increasing skills in each area ...

See more details below
Hardcover (1 ED)
$52.22 price
(Save 5%)$55.00 List Price
Other sellers (Hardcover)
  • All (20) from $1.99   
  • New (9) from $7.84   
  • Used (11) from $1.99   
Sending request ...


Successful project management takes more than skilled individuals. It takes individuals, teams, and organizations all working together to achieve excellence. In this groundbreaking book, J. Davidson Frame—who directed the project management certification program for the Project Management Institute (PMI), the world's premier project management organization—describes the individual, team, and organizational competencies necessary for overall competitiveness. He provides methods for increasing skills in each area and tools to help organizations assess whether they're being achieved.
Individual project managers will learn the key traits they need to excel in their field. They will read about the best ways to strengthen their skills through a variety of channels, including formal education, on-the-job training, and self-instruction. And they will assess their mastery in eight crucial areas using a multiple-choice test based on PMI's Project Management Body of Knowledge, the bible of project-related knowledge.
Senior managers, executives, and CEOs will learn about different types of teams, why they are so important to today's businesses, and how to gauge their effectiveness. They will discover the seven most important characteristics of project-based organizations. And they will be given checklists and scoring sheets to evaluate how well their organization is enabling its individuals and teams to do their jobs.
Project management has become the dominant way of getting things done in all kinds of businesses because it gives companies the ability to put staff and resources where they're needed, the flexibility to change direction quickly, and the means to monitor costs and schedules more closely. Project Management Competence is the best way to increase project management effectiveness because it gives readers the ability to build and measure project-related strengths at every level of the organization.

Read More Show Less

Editorial Reviews

From the Publisher

"In today's world of complex projects, having good project management credentials on paper just isn't enough. Dr. Frame provides us with the tools we need for measuring project management competency and for defining what competencies our project managers must possess."(James L. Gallagher, president, Westinghouse Government and Environmental Services Company)

"It is no longer enough to assemble 'smart people' to get the job done. Effective organizations need project management competencies. Frame's book provides the path for developing those competencies, enabling the organization to reach a higher level of competitiveness."(Thomas A. Tarnow, vice president, Morgan Stanley & Company)

Frame, professor and dean of academic affairs at a new graduate school, the University of Management and Technology in Arlington, Virginia, describes the individual, team, and organizational competencies required to compete in business and the methods necessary to achieve them. Annotation c. Book News, Inc., Portland, OR (
Read More Show Less

Product Details

  • ISBN-13: 9780787946623
  • Publisher: Wiley
  • Publication date: 7/30/1999
  • Series: Jossey-Bass Business and Management Series
  • Edition description: 1 ED
  • Edition number: 1
  • Pages: 232
  • Product dimensions: 6.36 (w) x 9.55 (h) x 0.82 (d)

Meet the Author

J. DAVIDSON FRAME is dean of academic affairs at the newly formed University of Management and Technology (UMT) in Arlington, Virginia. Prior to joining UMT, he established the project management program at The George Washington University. He is the author of seven books, including Managing Projects in Organizations and The New Project Management.

Read More Show Less

Table of Contents


The Author.


1. Developing Project-Competent Organizations.

2. Why Competence Pays.

3. Uncovering Organizational Pathologies.


4. The Project Professional's Knowledge Base.

5. Developing the Project Management Knowledge Base.

6. Developing People Management Skills: The Soft Side of Project Management.

7. Developing Business-Related Competence.

8. Assessing Individual Competence.


9. Project Team Competence.

10. Assessing Team Competence.


11. Organizational Project Competence.

12. Assessing Team Competence.

13. Conclusion: Arriving at Competence.



Read More Show Less


From 1990 to 1995, I directed the Project Management Institute's (PMI) project management certification program. When I began the job, I did not realize that it would occupy me seven days a week, fifty-two weeks a year for six years.

Intended Audience

As I describe the intended audience for this book it is tempting to point to anyone who plans to work in knowledge-based organizations during the next few decades, because it has become obvious that organizing knowledge work along project lines has become the central way of doing business everywhere. Although I am convinced that such a description is appropriate, my editor has asked whether I could be a bit more focused, so here goes.

Contents of the Book

  1. The book is divided into four parts. Part One comprises three chapters, each of which explores broad issues of project management competence. Chapter One examines why the issue of competence is so important today. It posits that project competence must be approached from a three-pronged perspective: from the viewpoints of individuals, teams, and organizations. It poses the "competence dilemma," which has its origins in the conflict between the theoretical view that all people are competent if given proper support and the reality of great variations in individual capabilities. Chapter Two looks at the connection between competence and rewards. A review of the economics of competence shows that the most competent performers add far more value than average or subaverage performers. Consequently, the rewards that competent performers garner are high. The chapter also explores the idea that in today's brutally competitive world competence is our sword and shield, enabling us to survive the tribulations of downsizing, flattening, and reengineering. Chapter Three raises the point that competence cannot be nurtured in sick organizations. When such phenomena as selfishness, organizational defense routines, dysfunctional cultures, and corruption prevail, competence withers. A variety of commonly encountered pathologies are explored.

    A Word of Thanks

    This book is the result of my interactions with literally thousands of people. Most of these people have been students: in executive development seminars; in the classrooms at George Washington University, where I taught from 1979 until 1998; or at my new home at the University of Management and Technology. These students have provided me with invaluable insights into what they have experienced in their organizations. They have also tolerated my attempts to test new ideas on them. Their responses to my "experiments" have helped me to develop a good sense of which ideas work and which do not.

    J. Davidson Frame
    Arlington, Virginia
    May 1999

Read More Show Less

Customer Reviews

Be the first to write a review
( 0 )
Rating Distribution

5 Star


4 Star


3 Star


2 Star


1 Star


Your Rating:

Your Name: Create a Pen Name or

Barnes & Review Rules

Our reader reviews allow you to share your comments on titles you liked, or didn't, with others. By submitting an online review, you are representing to Barnes & that all information contained in your review is original and accurate in all respects, and that the submission of such content by you and the posting of such content by Barnes & does not and will not violate the rights of any third party. Please follow the rules below to help ensure that your review can be posted.

Reviews by Our Customers Under the Age of 13

We highly value and respect everyone's opinion concerning the titles we offer. However, we cannot allow persons under the age of 13 to have accounts at or to post customer reviews. Please see our Terms of Use for more details.

What to exclude from your review:

Please do not write about reviews, commentary, or information posted on the product page. If you see any errors in the information on the product page, please send us an email.

Reviews should not contain any of the following:

  • - HTML tags, profanity, obscenities, vulgarities, or comments that defame anyone
  • - Time-sensitive information such as tour dates, signings, lectures, etc.
  • - Single-word reviews. Other people will read your review to discover why you liked or didn't like the title. Be descriptive.
  • - Comments focusing on the author or that may ruin the ending for others
  • - Phone numbers, addresses, URLs
  • - Pricing and availability information or alternative ordering information
  • - Advertisements or commercial solicitation


  • - By submitting a review, you grant to Barnes & and its sublicensees the royalty-free, perpetual, irrevocable right and license to use the review in accordance with the Barnes & Terms of Use.
  • - Barnes & reserves the right not to post any review -- particularly those that do not follow the terms and conditions of these Rules. Barnes & also reserves the right to remove any review at any time without notice.
  • - See Terms of Use for other conditions and disclaimers.
Search for Products You'd Like to Recommend

Recommend other products that relate to your review. Just search for them below and share!

Create a Pen Name

Your Pen Name is your unique identity on It will appear on the reviews you write and other website activities. Your Pen Name cannot be edited, changed or deleted once submitted.

Your Pen Name can be any combination of alphanumeric characters (plus - and _), and must be at least two characters long.

Continue Anonymously
Sort by: Showing 1 Customer Reviews
  • Anonymous

    Posted July 28, 2004

    A Good Read!

    Author J. Davidson Frame provides just about the last word on competence. His book covers every facet, from the need for competence to how to achieve it on an individual, team and organizational basis. His timely and important treatise is well organized, exact and brimming with inside expertise. However, its personality is very much that of a textbook; the information is dense, clear and interesting, but not chatty. Frame explains how to recruit, hire, retain, encourage, promote and reward people and groups who know what they're doing. He explains what might be wrong with your organization if it thwarts competence instead of nurturing it. He covers methods of measuring specific achievements and skills, including professional standards in project management and actual assessment tests for individuals, teams and organizational projects. The quest to achieve, build and measure competence is a growing trend in business. Read this detailed book and you will know why. We recommend it to project managers and to all those concerned about employee competence. It takes the entire conversation to a more professional level.

    Was this review helpful? Yes  No   Report this review
Sort by: Showing 1 Customer Reviews

If you find inappropriate content, please report it to Barnes & Noble
Why is this product inappropriate?
Comments (optional)