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

Overview

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 ...

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Overview

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.

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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)

Booknews
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 (booknews.com)
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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.

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Table of Contents

Preface.

The Author.

PROJECT MANAGEMENT COMPETENCE FOR THE SUCCESSFULL ORGANIZATION.

1. Developing Project-Competent Organizations.

2. Why Competence Pays.

3. Uncovering Organizational Pathologies.

THE COMPETENT PROJECT PROFESSIONAL.

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.

THE COMPETENT PROJECT TEAM.

9. Project Team Competence.

10. Assessing Team Competence.

THE PROJECT-COMPETENT ORGANIZATION.

11. Organizational Project Competence.

12. Assessing Team Competence.

13. Conclusion: Arriving at Competence.

References.

Index.

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Preface

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

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  • 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.

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