COMPLEX PROJECT MANAGER COMPETENCY STANDARDS

Wikis > Review of ICCPM Complex Project Manager Competency Standards > COMPLEX PROJECT MANAGER COMPETENCY STANDARDS

VIEW 1: SYSTEMS THINKING AND INTEGRATION

This view specifies the competencies required to use systems thinking in the project management of complexity. Systems thinking is a conceptual framework that is valuable to effectively deal with the ever increasing complexity and rate of change in our world. Project managers need the capability to deal with the project as a whole and the project in context, rather than the project in isolation to its environment.

Systems thinking provides project managers with a powerful methodology to increase project performance and reduce / resolve key project risks. Systems thinking is not a single approach, but encompasses a range of methodologies and possible tools.

Most projects operate within larger systems, and are themselves systems. Internationally, project performance measures are moving away from inputs / outputs to be based on project outcomes. These changes, along with increasing environmental uncertainty are driving project managers to not only deal with the project as a system but just as importantly to treat the project as part of a much larger system. In many projects, it is the failure to deal with external forces which has driven project failure.

Elements of Competency

1.1  Classify systems by type

1.2  Apply systems thinking using a contingency approach

1.3  Integrate appropriate systems thinking philosophy in designing the project organisational architecture

1.4  Design the organisational architecture to fit with chaos and uncertainty

1.5  Implement systems thinking

1.6  Planning for chaos and / or high uncertainty

1.7  Planning for a project which exhibits characteristics of complexity and chaos

Underpinning Knowledge

1A  Philosophy of Science

1B  Types of Systems Thinking and System Thinking tool sets

1C  Complexity Theory

1D  Chaos Theory

 

ELEMENT 1.1: Classify systems by type

ACTIONS IN THE WORKPLACE

Traditional

ExecPM

Complex

Project Manager Snr Project Manager  

Program Manager

Level 1 Level 2
1.1.1 Uses PCAT type framework to Classify issues / projects by their level of complexity

P

P C C

L

1.1.2 Understands what a system is, its context within its environment, the hierarchy of systems, boundaries, interfaces, and lifecycle

P

P C C

L

ELEMENT 1.2: Apply systems thinking using a contingency approach

ACTIONS IN THE WORKPLACE

Traditional

ExecPM

Complex

Project Manager

Snr Project Manager  

Program Manager

Level 1

Level 2

1.2.1 Applies system thinking in all areas of the project

P

P C C

L

1.2.2 Selects systems thinking approaches to fit with the level of complexity and the nature of the environment

P

P C C

L

1.2.3 Understands how actions and decisions in one area affect another, and that the optimisation of a system within its environment does not necessarily come from optimising the individual system components

P

P C C

L

1.2.4 Appreciates the role the systems play in the supra system of which it is a part. Capturing the complete set of system requirements is not possible unless the context of the supra system is fully appreciated

P

P C C

L

1.2.5 Appreciates the role the systems play in the supra system of which it is a part. Capturing the complete set of system requirements is not possible unless the context of the supra system is fully appreciated

P

P C C

L

1.2.6 Defines the Lifecycle of the project and establishes lifecycle phases and their relationships depending upon the scope of the project, supra system characteristics, stakeholder requirements, and the level of risk. Defines fit for purpose life cycles to different system elements

P

P

C C

L

Development (D); Practitioner (P); Competent (C); Leader (L)

 

ELEMENT 1.3: Integrate appropriate systems thinking philosophy in designing the project organisational architecture

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

1.3.1 Integrates systems thinking into organisational and project architecture

P

P C C

L

1.3.2 Aligns systems thinking / organisational architecture / contract

P

P C C

L

1.3.3 Applies basic analytical techniques – analyses, models, and prioritises

P

P C C

L

1.3.4 Sets priorities for activities in order of importance

P

P C C

L

1.3.5 Makes appropriate plans or analysis, systematically breaking down a complex problem or process into component parts.

P

P C C

L

1.3.6 Understands how actions taken on the project may impact other areas of the project, other projects in the organisation or other organisational operations

P

P C C

L

1.3.7 Provides the framework so that solutions to problems or concerns involving the immediate project team are addressed

P

P C C

L

1.3.8 Observes discrepancies, trends, and interrelationships in data, or sees crucial differences between current situation and past situations

P

P C C

L

1.3.9 Applies complex concepts (e.g., root-cause analysis, portfolio analysis, natural selection), or applies knowledge of past discrepancies, trends, and relationships to look at different situations

P

P C C

L

1.3.10 Applies or modifies complex learned concepts or methods appropriately

P

P C C

L

1.3.11 Simplifies complexities by pulling together ideas, issues, and observations into a single concept or a clear presentation

P

P C C

L

1.3.12 Considers the project holistically to provide early recognition of detrimental impacts to safety, quality and the environment as well as emerging opportunities for positive impacts to the same.

P

P C C

L

ELEMENT 1.4: Design the organisational architecture to fit with chaos and uncertainty

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

1.4.1 Systems Architecture – uses systems thinking and system engineering to develop the 
project architecture and concept design

D

P C

L

1.4.2 Designs the overall project organisational architecture and its systems to deliver an emergent strategy

D C L

1.4.3

Designs the business planning system to fit with and support recursive and non-linear behaviour as normal

D C

L

1.4.4 Ensures projects are outcomes / results focused

P

P C C

L

1.4.5 Ensures double loop learning is built into all processes and systems

D

C

L

1.4.6 Ensures the reward system is linked through to performance measurement (layered). Re- weights it as necessary to drive changes that occur in the business plan and includes planning for the management and mitigation of risk

P

C

L

1.4.7 Ensures contracts support flexibility, responsiveness and change

D

C

L

1.4.8 Analyses the stakeholder needs and expectations to establish and manage the requirements for the system.

D

P C

L

1.4.9 Defines the system architecture and derived requirements to produce a solution that: can be implemented; delivers desired strategic outcomes over the project lifecycle; and supports emergent change

D

P C

L

1.4.10 Develops a systems architecture that can be partitioned into realisable system elements which can be bought together to meet the requirements D P C L
1.4.11 Develops an architecture where there are more than one credible and feasible solution

D

P C

L

1.4.12 Ensures that the system architecture, concept, and systems design are tolerant of misuse, out of spec scenarios, component failure, environmental stress, and evolving needs

 

D

P

C

L

Development (D); Practitioner (P); Competent (C); Leader (L)

ELEMENT 1.5: Implement system thinking

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

1.5.1 Identifies, confronts, and renegotiates the constraints and assumptions

P

P C

C

L

1.5.2 Ensures that the requirements of later lifecycle stages are addressed at each point in the system design

P

P C C

L

1.5.3 Reviews the system thinking approach over the project life cycle

P

P C C

L

1.5.4 Plans for nonlinear and recursive actions

D

D P C

L

1.5.5 Reduces uncertainty through using discovery

P

P C C

L

1.5.6 Estimates uncertainty using modelling

P

P P C

L

1.5.7 Integrates using montaging. Integration
includes within both within and across systems boundaries

P

P C C

L

1.5.8 Determines which functions are required by the system to meet the requirements. 
Transforms the requirements into a coherent
description of the system functions and their
interfaces that can be used to guide the design activities. The functional requirements
decompose higher level functions to lower
levels and provide traceability of
requirements to functions

P

P C C

L

1.5.9 Ensures that the overall coherence and cohesion of the evolving system design is 
maintained, in a verifiable manner, throughout the lifecycle, and retains the
strategic intent

P

P C C

L

1.5.10 Uses simulation and modelling to: provide early indicators of function and performance; to enable risk mitigation; and to test verification and validity of the system solution

P

P C C

L

1.5.11 Manages concurrent lifecycle activities and the parallel development of system elements

P

P C C L

ELEMENT 1.6: Planning for chaos and / or high uncertainty

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

1.6.1 Classifies projects according to their level of uncertainty

P C

L

1.6.2 Assesses maturity of stakeholders as their level of maturity will affect what they perceive as being uncertain

P C

L

1.6.3 Selects project strategy and project delivery methodology based on the level of uncertainty and stakeholder maturity

P

C

L

1.6.4 Uses wave planning (how nonlinear and recursive actions can be planned) in planning for complexity and chaos, and to support incremental build strategies

P

C

L

1.6.5 Uses discovery planning (how uncertainty in scope can be reduced) to reduce uncertainty in scope and as a means of driving congruence among the stakeholders

D

D

P C

L

1.6.6 Uses Views (looking at an issue using multiple different perspectives, paradigms, metaphors) broadly to develop a better understanding

P

P P C

L

1.6.7 Uses montaging (how multiple views can be brought together ) to develop an holistic understanding.

D

C

L

1.6.8 Classifies sub projects into types, according to their individual level of uncertainty

D

C

L

ELEMENT 1.7: Planning for a project which exhibits characteristics of complexity and chaos

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

1.7.1 Bases planning system and methodologies on recursive and non-linear behaviours

C

L

1.7.2 Incorporates ongoing double loop learning in planning system

C

L

1.7.3 Focuses the planning system on delivering outcomes using an emergent pathway (incremental / modular build)

C

L

1.7.4 Incorporates problem solving, innovation, and creativity, as pathways to deliver desired outcomes

C

L

 

UNDERPINNING KNOWLEDGE

 

Knowledge Area

Specific Knowledge and Theories Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Levels 1 & 2

1A Philosophy of Science Falsification 2
Normal science 2
Anomalies and revolutionary science 2
Punctuated equilibrium 2
Quantitative versus qualitative Research 2
Grounded and action research 2
1B Types of Systems Thinking and System Thinking tool sets SD – System dynamics 2 2 3 3
VSM – Viable systems model 2 2 3 3
SAST – Strategic assumption surfacing and testing 2 2 3 3
IP – interactive planning 2 2 3 3
SSM – Soft system methodology 2 2 3 3
CSH – Critical system heuristics 2 2 3 3
Systems integration 2 2 3 3
1C Complexity Theory Definition of complexity 3
Structural complexity 3
Managing complexity 3
1D Chaos Theory Definition and characteristics of chaos. Chaos in nature, society, and organisations 3
The nature of chaos – recursive and non-linear 3
The butterfly effect 3
Strange attractors 3
Patterns within chaos 3
Strategies to manage chaos 3

VIEW 2: STRATEGY AND PROJECT MANAGEMENT

This view specifies the competencies required to understand the context of the complex project, and to develop and implement a project strategy and system to deliver the client’s emergent outcomes.

The strategy will take into account the project’s context, the alignment of the project to its organisational setting, the level of complexity and uncertainty of the project, the maturity of the client and contractors, the market, and compliance, to deliver the client’s outcomes which are fit for purpose and provide value for money.

Elements of Competency

2.1  Establish the vision and mission statements, and define outcomes

2.2  Establish the environmental scanning system

2.3  Select the strategy

2.4  Establish the strategic project set

2.5  Project / program implementation

Underpinning Knowledge

2A    Strategic Planning and Uncertainty

2B    Program and Portfolio Management

2C    Outsourcing

2D    Alignment

2E    Project Delivery Methodologies

2F    The International Environment in which the Client Operates

2G    The Commercial and Business Environment in which the Client Operates

ELEMENT 2.1: Establish the vision and mission statements, and define outcomes

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

2.1.1 Develops in consultation with the stakeholders the vision statement, values

charter, code of conduct, and mission statement.

D

D P C

L

2.1.2 Analyses the purpose, goals, scope, outputs, outcomes and constraints for the project and links them to the client’s emergent strategy.

P

P P C

L

2.1.3 Links the outcomes to the organisational goals and the client’s vision and mission statements through measurable key performance indicators and a review and assurance process.

D

D P C

L

2.1.4 Ensures that the strategy fits with the project’s context and the underlying nature and level of uncertainty of the project, the project environment, and the stakeholder maturity.

D

D P C

L

2.1.5 Reviews the strategy and makes changes through double loop learning progressively over the life of the project

D

D P C

L

2.1.6 Defines the desired project objectives in measurable terms and flows them down through the project / program to the implementation level.

D

D P C

L

2.1.7 Establishes weighting of the key performance indicators (KPI) to reflect strategic focus and makes changes over the lifecycle to steer the project

D

D P C

L

2.1.8 Uses strategy and mission statements to drive the ongoing business planning process.

D

D P C

L

 

ELEMENT 2.2: Establish the environmental scanning system

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

2.2.1 Uses ongoing stakeholder mapping and management of relationships with stakeholders including defining stakeholder requirements, managing expectations, and ensures that client accountability requirements are addressed at all stages in a project.

P

P P C

L

2.2.2 Understands both the formal and informal structure or hierarchy of key stakeholder organisations, including the ”chain of command”, key actors, and decision makers, and uses this understanding to influence support to accomplish goals and objectives of the project.

D

D

P C

L

2.2.3 Understands the climate and culture of the key stakeholder organisations and recognises the unspoken organisational constraints – what is and is not possible at certain times or in certain positions

D

D P C

L

2.2.4 Conducts ongoing competitor / technology mapping

P

C

L

2.2.5 Maps stakeholder alignment / differences over the project life cycle

D

D P C

L

2.2.6 Uses ongoing strengths, weaknesses, opportunities, and threats (SWOT) analysis using multiple views

D

D P C

L

2.2.7 Continually uses surveys to gather data relevant to the project environment (internally and externally)

D

D P C L
2.2.8 Uses history as a guide:

  • reviews documentation on previous projects to incorporate lessons learned
  • undertakes regular reviews and discusses aspects of previous projects’ histories to provide direction to the project team to aid in the reduction of risk to the project.

D

D P

C

L

2.2.9 Maps and analyses key persons and decision makers over the project lifecycle.

P

P C C

L

2.2.10 Seeks out appropriate leaders and subject- matter experts for their knowledge.

P

P C C

L

2.2.11 Specifies and manages project assumptions and provides guidance on the difference between project assumptions and benefits

P

P C C

L

2.2.12 Builds processes and structures that ensure transfer of information and understanding from programs to the organisation as a whole that influence strategic decisions and produce foundations for new capabilities.

P

P C C

L

2.2.13 Continually seeks new information to assess the effectiveness of the project strategy

P

P C C

L

 

ELEMENT 2.3: Select the strategy

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

2.3.1 Designs the strategy to fit with the level of complexity and maturity of the client, contractor and stakeholders, and selects and contextualises a contract document

D

D C C

L

2.3.2 Writes the business strategy in plain language, and keeps it up-to-date to maintain linkage to business needs. Ensures the business strategy (project execution plan) describes the business direction for the future (short and medium term as minimum; ideally covering longer term as well) in terms of a vision, strategic themes and a portfolio of planned changes to which every program and project contributes

D

D C C

L

2.3.3 Continually updates the business strategy to reflect changes in the business and the contribution made by programs and projects

D

D C C

L

2.3.4 Incorporates key elements that influence client contractual arrangements with industry – legal framework; business environment; competition policy; prices; are incorporated into strategy development and in manages milestone payments in accordance with performance outcomes

D

D C C

L

2.3.5 Gains initial agreement on the project goals with the client, key stakeholders, and the project team

D

D C C

L

2.3.6 Maps the project goals, sub projects, and performance measures within the clients strategic framework, and establishes a governance framework to support delivery in an environment with emergent issues

P

P C C L
2.3.7 Classifies the project maturity and assesses stakeholder maturity

D

D C C

L

2.3.8 Ensures that the interfaces between projects and between projects and business maintain business as usual activities

D

D C C

L

2.3.9 Uses ongoing assessment of compliance / probity issues

P

P C C

L

2.3.10 Uses critical analysis (e.g. SWOT analysis) to identify and plan alternative strategies and business cases

P

P P C

C

2.3.11 Determines the appropriate project management lifecycle to achieve the project deliverables

P

P P C

C

2.3.12 Provides direction on the strategic project plan and ensures the most effective means of delivering the objectives throughout the life of the project is chosen

P

P P C

C

2.3.13 Uses appropriate ( modular or incremental) approaches to the project to help break it down into manageable components and reduce risk

P

P

P C

C

2.3.14 Uses a whole of life approach

P

P P C

C

2.3.15  Establishes systems that integrate the ongoing change management of the scope, schedule, estimates, risks and resources and their communication and acceptance by the client, the project team, and key stakeholders

P

P P C

C

2.3.16 Provides assurance that the appropriate critical success factors and ‘trade-offs’ are applied to the project and provide guidance on the formulation of the mitigation plans

P

P P C

C

2.3.17 Ensures that the strategic resource plan, including human capital, tools and systems, satisfies both current and emergent needs across the life of the project

P

P P

C

C

2.3.18 Specifies and delivers project benefits and realisation

P

P P

C

C

 

ELEMENT 2.4: Establish the strategic project set

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

2.4.1 Establishes the system for the operation of the strategic project set. Ensures the strategic project set lists the key projects / sub projects that are included in the current business plan. Assesses all project options for strategic alignment, and value for money through a business case as part of the annual (or more frequent if required) business planning process

D

D P C

L

2.4.2 Identifies project options and develops direction of business cases. Provides direction on the implementation of the investment appraisal process and assurance that the business case reflects the outcome

D

D P C

L

2.4.3 Uses strategic fit, value for money and fit for purpose to select projects to make up the strategic project set

D

D P C

L

2.4.4 Uses strategic analysis to select the project delivery methodology (PDM)

D

D P C

L

2.4.5 Ensures that project business cases are fully developed

D

D P C

L

2.4.6 Conducts ongoing reviews of projects (drop old / select new) against strategic criteria. Frequently reviews the composition of the strategic project set. Modifies or cancels a project if it is not delivering, or is considered no longer strategic or value for money  

 

 

ELEMENT 2.5: Project / program implementation

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

2.5.1 Designs and establishes the project management office (PMO) to lead and manage overall project implementation

D

D C C

L

2.5.2 Leads the overall project strategically.

·       provides direction in the management of the project sponsor

·       provides detailed information that establishes the definition of the new capabilities, the way they are going to be delivered, details of how the program will be run, changes implemented and benefits delivered

D

D P C

L

2.5.3 Leads the overall project operationally

D

D C C

C

2.5.4 Ensures that the planning system integrates simple / complex projects

D

D C C

L

2.5.5 Ensures that there is ongoing integration and management of risk, estimating, resources levelling and scheduling

P

P C C

C

2.5.6 Focuses on project lifecycle management (whole of life)

D

D C C

L

2.5.7 Leads strategic change management.

·       establishes standard systems

·       follows through on client enquiries, requests, and complaints

·       defines the project change control process to ensure that all proposals are fully assessed for their impact on the project deliverable prior to acceptance

D

D C C

L

2.5.8 Uses a systemic process for establishing realistic, tangible and emergent outcomes throughout the project lifecycle

D

P C C

L

2.5.9 Deals with project risk proactively including providing advice and guidance on the identification of the factors that may affect the project and assurance of the timely resolution of novel and contentious issues

D

D C C

L

2.5.10 Focuses on delivering reliable project outcomes

D

D C C

L

2.5.11 Maintains clear communications with the client regarding mutual expectations and provides advice on the project stakeholder community and assists in the evaluation of their risk to the project objectives

D

D C C

L

2.5.12 Provides guidance and direction on the allocation of the right resources to the right programs and projects in line with the realisation of the required benefits

D

D C C

L

2.5.13 Integrates all project activity using the views in this document as a basis for defining activity to be integrated across all views

D

D C C

L

2.5.14 Focuses visible leadership attention on Safety, Quality and the Environment.

P

P C C

L

UNDERPINNING KNOWLEDGE

Knowledge Area

Specific Knowledge and Theories Traditional ExecPM

Complex

Project Manager

Snr Project Manager  

Program Manager

Levels 1 & 2

2A Strategic Planning and

Uncertainty

Planned (intended) strategy 1 1 2 3
Emergent strategy 1 1 2 3
Approaches to strategy 1 1 2 3
Contingency theory 1 1 2 3
Resource dependency and population ecology 1 1 2 2
Strategic planning processes and tools 1 1 2 4
Strategic implementation 1 1 2 4
Games theory 1 1 2 2
Performance – strategy versus structure 1 1 2 3
Uncertainty – The WHOW Matrix 2 2 3 3
Project types – classified by their level of uncertainty 2 2 3 3
Project strategies to fit with project types – a contingency approach 2 2 3 3
The impact of maturity on uncertainty 1 1 3 3
2B Program and Portfolio Management Portfolio management & Program management 1 1 3 3
Project management office (PMO) 1 1 3 3
Project types and classification 2 2 3 3
Project lifecycles – simple and complex 2 2 3 3
Change management 1 1 2 4
Resources management / levelling 2 2 3 3
2C Outsourcing Outsourcing strategy 1 1 2 3
Types of outsourcing 1 1 2 3
Contractor selection, contract options 2 2 3 3
Taking charge, transition-in, transition-out, and lifecycle 1 1 2 3
Managing outsourcing contracts 1 1 2 3
2D Alignment Fit 2 2 3 3
Using dialectics to drive performance 2 2 3 3
The impact of the culture and the contract 2 2 3 3
Using the reward design and the performance measures to drive motivation 2 2 3 3
Partnering and integrated process teams (IPT) 2 2 3 3
2E Project Delivery Methodologies Traditional contracting 3 3 3 3
Design construct and maintain (DCM) 3 3 3 3
Partnering 3 3 3 3
Public private partnerships (PPP) 1 1 2 3
Private finance initiative (PFI) 1 1 2 3
Evolutionary acquisition 2 2 3 3
Alliancing 2 2 3 3
Joint ventures 2 2 3 3
Integrated product and process development (IPPD) 2 2 3 3
Integrated product team (IPT) 2 2 3 3
Managing Successful Programs (MSP) 2 2 3 3
2F The International Environment in which the Client Operates Foreign Review Board (FRB) regulations 1 2
Commodities 1 2
Trade agreements 1 2
International competitiveness 1 2
Intellectual property (IP) 1 1 1 2
2G The Commercial and Business Environment in which the Client Operates International markets

 

1 2
Investment decisions 1 1 2 3
Market size 1 2
Market share 1 2
Dealing with multi nationals 1 1 2 3
Dealing with international boards 1 1 2 3
The impact of local legal systems on international contracts 1 1 2 3

 

VIEW 3: BUSINESS PLANNING, LIFECYCLE MANAGEMENT, REPORTING AND PERFORMANCE MEASUREMENT

This view specifies the competencies required to develop and implement the project business planning, reporting, and performance measurement systems. The business plan defines the program at an overview level with a high-level view of the project schedule and the overall project budget. The business plan also identifies and defines the operational goals and objectives of the project and establishes the reporting framework to be used and the performance management methodology that forms part of that reporting methodology. Additionally, the business planning process identifies the lifecycle management process to be followed and provides the planning basis for the establishment of the project’s gate review framework.

Elements of Competency

3.1  Design and establish the business planning, lifecycle management, reporting and performance measurement systems

3.2  Ongoing leadership and management of the business planning, gate review, lifecycle management, reporting and performance measurement systems

3.3  Ongoing management of the strategic business plan and budget to maintain achievement of strategic outcomes

3.4  Establish project exit criteria

3.5  Procurement

 

Underpinning Knowledge

3A  Business Planning

3B  Performance Measurement

3C  Reporting

3D  Governance and Financial Legislation

3E  The overall financial management of the project

ELEMENT 3.1: Design and establish the business planning, lifecycle management, reporting and performance measurement systems

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

3.1.1 Designs and establishes a formal business planning (BP) process that supports an emergent, transformational, project management strategy

D

D P C

L

3.1.2 Demonstrates ability to select appropriate contracting instrument. For example: from traditional, alliance, accord or public private partnership (PPP) models

D

D P C

L

3.1.3 Designs and implements the lifecycle management (LCM), reporting and performance management (RPM) system

P

P P C

L

3.1.4 Establishes the project budget, schedule and risk register

D

P C C

L

3.1.5 Implements and commissions the BP and RPM systems

D

D P C

L

3.1.6 Establishes the business plan framework and pro forma and templates for all project plans and communication documents

D

D P C

L

3.1.7 Transitions BP and RPM systems throughout the project organisation

P

P C

C

L

3.1.8 Establishes methodology for shared systems

P

P C C

C

3.1.9 Designs and implements appropriate project security system

P

P P C

C

3.1.10 Progressively ratchets up performance levels, balanced with incremental cost considerations

P

P C C

L

3.1.11 Balances speed of provision of information against reliability of information

P

P C C

C

3.1.12 Establishes LCM and gate review framework

P

P C C

L

ELEMENT 3.2: Ongoing leadership and management of business planning, gate review, lifecycle management, reporting and performance measurement systems

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

3.2.1 Designs and runs efficient Project Control Group (PCG) meetings

P

P C C

L

3.2.2 Performs time scale tracking and analysis of outcomes from RPM system

P

P C C

L

3.2.3 Designs and implements strategic change management

P

P C C

L

3.2.4 Develops KPI that are aligned to the strategic objectives, are tangible, timely, and changes the KPI to reflect the project life cycle stage

P

P C C

L

3.2.5 Establishes a collaborative environment, data collection, data warehouse and performance assessment system that supports lifecycle management, performance assessment and timely feedback

D

D C C

L

3.2.6 Conducts ongoing KPI tracking, analysis, relevance and review

P

P C C

L

3.2.7 Designs and implements corrective actions

P

P C C

L

3.2.8 Regularly reviews business case and project management plan in the light of changing circumstances and the current strategic environment

P

P

C C

L

3.2.9 Manages progress of the project against scope, quality, safety, time and cost baselines including approved changes and does so within the distributed gate review plan requirements

P

P C C

L

3.2.10 Manages within organisational governance requirements

D

D C C

L

3.2.11 Establishes base line data on KPI and builds baseline data to measure subsequent performance and project maturity

D

D C

L

3.2.12 Focuses performance measures and reporting to different stakeholders and ensures the presentation of performance data is clear and understandable

D

D C

L

 

ELEMENT 3.3: Ongoing management of the strategic business plan and budget to maintain achievement of strategic outcomes

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

3.3.1 Reviews project plans and general documentation for relevance within the project’s changing environment

P

P C C

L

3.3.2 Reviews client objectives and environment

P

P C

C

L

3.3.3 Employs double loop learning techniques within the gate review process

P

P C C

L

3.3.4 Monitors project performance through peer and gate reviews aimed at establishing shortfalls against contract performance, technical performance and process performance

P

P C C

L

3.3.5 Reviews / changes KPI to reflect the project stage and changed circumstances

P

P C C

L

3.3.6 Reviews risk register and effectiveness of mitigation/control plans

P

P C C

L

3.3.7 Regularly tests the project budget elements of expenditure, invoicing and cash flow

P

P C C

L

3.3.8 Manages ongoing testing for value for money and fit for purpose

P

P C C

L

3.3.9 Regularly reports to client and stakeholders

P

P C C

L

3.3.10 Provides feedback to projects and teams

P

P C

C

L

3.3.11 Monitors client satisfaction. Distributes helpful information to clients

P

P C C

L

3.3.12 Analyses and implements the business implications of change

P

P C C

L

3.3.13 Ensures that change fits with the project strategy and desired outcomes

P

P C C

L

3.3.14 Ensures that changes are tangible, strategic and achievable

P

P C C

L

3.3.15 Ensures that the project is adding to the strategic advantage of the client

P

P C C

L

 

ELEMENT 3.4: Establish project exit criteria

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

3.4.1 Establishes a completion plan that includes all aspects of delivery of project outcomes across the entire project life cycle

P

P C C

C

3.4.2 Establishes testing and release mechanism in conjunction with stakeholders including the use of pilot projects to ease transition to operational service

P

P C C

C

3.4.3 Determines appropriate commissioning/transition staging

P

P C C

L

3.4.4 Chairs all transition meetings

P

P C C

C

3.4.5 Identifies achievement of the provision of contract deliverables through sound reconciliation process

D

D P C

C

3.4.6 Shares lessons learned, best practices, etc. with project stakeholders

P

P C C

C

3.4.7 Manages the transition to the operational/support stage of the project’s lifecycle using the approved gate review process

D

D C C

L

ELEMENT 3.5: Procurement

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

3.5.1 Develops and assesses the bid documents, conducts environmental scanning, and develops a focused strategy and project plan to manage the bid as a project

P

P C C

L

3.5.2 Develops a contingency based procurement strategy that includes testing potential contractors for appropriate maturity, competency and culture

P

P C C

L

3.5.3 Ensures procurement processes and contracts to satisfy probity and governance requirements while maintaining competition and a structured negotiation process that uses convergence

P

P C C

L

3.5.4 Ensures procurement assessment systems and tools are based on value for money, fit for purpose, and the risk of doing business

P

P

C C

L

3.5.5 Focuses procurement on outcome and results, not outputs

P

P C C

L

3.5.6 Ensures procurement is established and operates as a system. A procurement plan is reviewed and updated as part of the annual business planning process

P

P C C

L

3.5.7 Develops a detailed procurement strategy that covers a full range of procurement options

D

D C C

L

3.5.8 Ensures that contracts are designed to accommodate complexity and uncertainty

D

D C C

L

3.5.9 Recognises and respects the expectations of both the client and the contractor

P

P C C

L

3.5.10 Understands and integrates government industry and procurement policies into the overall procurement system

P

P C L

L

 

UNDERPINNING KNOWLEDGE

 

Knowledge Area

Specific Knowledge and Theories Traditional ExecPM

Complex

Project Manager

Snr Project Manager  

Program Manager

Levels 1 & 2

3A Business Planning Business plan structure 2 2 3 4
Business planning process 2 2 3 4
Business cases 2 2 3 4
Value for money / fit for purpose / risk of doing business 2 2 3 4
Budgeting and reporting 3 3 3 4
Strategic alignment 2 2 3 4
3B Performance Measurement Using data for quantitative data decision- making 2
Layering and using performance measurement as an alignment tool 2 2 3 3
Reliability and validity 2
Timeliness and tangibility 2 2 3 3
Balanced score card design 2 2 3 3
Alignment to strategy – tangibility and ownership 1 1 3 3
Expectancy theory 1 1 2 3
Instrumentality 1 1 2 3
Pareto 2 2 3 3
Using partnering to establish performance measures 2 2 3 3
3C Reporting IT&T design and operation 1 1 2 3
Report confidence levels / timing 2
Decision information systems 1 1 2 3
Triangulation 2
Bounded rationality 1 1 2 3
3D Governance and Financial Legislation Governance 2 2 3 3
Agency theory 1 1 2 3
Transparency 2 2 3 3
Empowerment 2 2 3 3
Role and responsibility design 2 2 3 3
Financial legislation 2 2 3 3
Codes of conduct 2 2 3 3
3E The overall financial

management of the project

Assessing financial performance, performance ratios and analysis, discounted cash flow (DCF), internal rate of return (IRR), sensitivity analysis, performance indicators, and audit requirements 1 1 3 3
International transfer pricing – understanding transfer pricing in the business environment in which the client operates, internal and external pressures in transfer pricing, and transfer pricing methods 2 2
Stock market and share trading – an understanding of how the stock market works. 2 2
Company structures and the flow of funds – relationships between parent and subsidiary companies 3 3
Contractual obligations – Subcontractors – “profit on profit” and “overhead on overhead”. 2 2 3 3
An understanding of profit – profit ratios, an overview of what drives profit and return on investment, sources of profit, funds transfer, international parent and holding companies and joint ventures 3 3
Governance responsibilities 2 2 3 3

 

VIEW 4: CHANGE AND JOURNEY

This view specifies the competencies required to develop and implement the ongoing change and journey management system to support implementation of the emergent strategy. As complex projects are dynamic and emerging systems, dealing with ongoing change becomes routine. Most complex projects embark on a journey towards a vision. Complex project managers have to plan and constantly adapt their strategy and implementation plan along the journey.

Communication and stakeholder management are central to: alignment of stakeholders; creating motivation; driving continuous improvement; problem avoidance and resolution; the creation and development of the project culture; and political management.

Elements of Competency

4.1  Define culture of the project environment including key values and their hierarchy

4.2  Classify projects by size, risk and complexity

4.3  Classify the maturity levels of the client (customer), contractors and key stakeholders, personality profiles, and leadership style(s)

4.4  Determine the scale of change required in project environment and the rate of change that is needed

4.5  Classify the level of impact of change, uncertainty, risk areas, and resistance to change

4.6  Develop a change and journey management strategy to fit with the project culture and leadership style

4.7  Establish a change and journey management system

4.8  Establish a stakeholder management strategy and plan

4.9  Establish a communication strategy and plan

4.10  Uses Symbolism and the management of meaning

4.11  Double loop learning

 

Underpinning Knowledge

4A  Change Management

4B  Resource Dependency

4C  Stakeholder Management

4D  Management of Meaning

4E  Pluralism and Political Management

4F  Project and Organisational Lifecycles

 

ELEMENT 4.1: Define culture of project environment, including their key values and their hierarchy

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

4.1.1 Understands the project environment, its history, and the values / behaviours that form the basis of its culture

D

D P

C

L

4.1.2 Understands the project needs and ramifications for safety, quality and environmental impact beyond the legal framework

P

P P C

L

4.1.3 Logs the history of change in the project environment

D

D P C

C

4.1.4 Shows respect for the values and the project environment history

D

D P C

L

4.1.5 Identifies cultural dimensions of the project and organisation using a range of audit techniques

D

D P C

C

ELEMENT 4.2: Classify the projects and subprojects by size, risk and complexity

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

4.2.1 Classifies programs by type and specifies the level of complexity and uncertainty

D

D

P

C

L

4.2.2 Classifies sub projects by type and specifies the level of their complexity and uncertainty

D

D P C

L

ELEMENT 4.3: Classify the maturity levels of the client (customer), contractors and key stakeholders, personality profiles and leadership style(s)

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

4.3.1 Tests organisational maturity

D

D P C

L

4.3.2 Develops personality profiles of key individuals across project lifecycle

D

D P C

C

4.3.3 Develops personality profile map of the organisation

D

D P C

C

4.3.4 Defines leadership styles of key individuals across project lifecycle

P

P C C

L

 

ELEMENT 4.4: Determine the scale of change required in project environment and rate of change that is needed

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

4.4.1 Uses proposed project / project organisational design to complete gap analysis

D

D P C

L

4.4.2 Defines scale/impact of change required (overall and by view)

D

D P C

L

4.4.3 Defines rate of change required ( overall and by view)

D

D P C

L

4.4.4 Understands history of change in project / project organisation including the reasons for success or failure of previous changes

D

D P C

C

ELEMENT 4.5: Classify the level of impact of change, uncertainty, risk areas, and resistance to change

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

4.5.1 Identifies the potential impacts on personnel affected by the change

D

D

P

C

C

4.5.2 Identifies the level of resistance to change / journey

D

D P

C

C

4.5.3 Identifies the level of uncertainty in change / journey

D

D P C

L

4.5.4 Completes a risk analysis that deals with rate of change, scale of change, and current leadership style, and analyses the impact of change

D

D P C

L

ELEMENT 4.6: Develop a change and journey management strategy to fit with the project culture and leadership style

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

4.6.1 Develops the change / journey management strategy

D

D P C

L

4.6.2 Identifies and analyses implementation risks

D

D P C

L

4.6.3 Selects proposed change / journey management strategy

D

D P C

L

4.6.4 Tests fit of strategy with strategic objectives and program restraints

D

D P C

L

4.6.5 Defines change / journey strategy and obtains approval

D

D

P

C L
4.6.6 Identifies leadership / personality profile issues and options

D

D P C

L

4.6.7 Develops the strategy and implementation plan to deliver change

D

D P C

L

 

ELEMENT 4.7: Establish a change and journey management system

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

4.7.1 Develops the journey navigation map for the establishment, implementation, commissioning and close out of the project

D

D

P

C

L

4.7.2 Ensures that change / journey management is integrated with all other views and plans

D

D P C

L

4.7.3 Ensures that change / journey management is included in key performance indicators, benefits identification and realisation requirements

D

D P C

L

4.7.4 Ensures that change / journey management is specifically resourced

D

D P C

L

4.7.5 Ensures that change / journey management is included in sub projects

D

D P C

L

4.7.6 Builds change / journey management into roles and responsibility statements and ensures that they are appropriately weighted

D

D P C

L

4.7.7 Uses the management of meaning as a key tool in cultural change

D

D P C

L

 

ELEMENT 4.8: Establish a stakeholder management strategy and plan

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

4.8.1 Identifies project internal and external stakeholders

D

D P

C

L

4.8.2 Defines stakeholder positions, values, objectives, key influencers, cultures, resources, competencies, decision making process and political approach

D

D P C

L

4.8.3 Analyses stakeholders using rich pictures and cause and effect diagrams

D

D P C

L

4.8.4 Uses integration techniques (bringing together individual stakeholder views) to understand stakeholders

D

D P C

L

4.8.5 Develops stakeholder management strategy, including on-going review

D

D P C

L

4.8.6 Uses double loop learning to drive ongoing review and updating of the stakeholder management strategy

D

D P C

L

ELEMENT 4.9: Establish a communication strategy and plan

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

4.9.1 Develops internal and external communication strategy and plan.

D

D P C

L

4.9.2 Establishes the communication system which defines the processes and information flows associated with communications

D

D P C

L

4.9.3 Designs the communication system to work both ways (to provide feedback as well as deliver information)

D

D P C

L

4.9.4 Links communication system to performance and reporting system

D

D P C

L

4.9.5 Uses communication system to build project team, to develop and maintain project culture.

D

D P C

L

4.9.6 Details the type, normal frequency and subject coverage of project communication

D

D P C

L

4.9.7 Regularly audits project communication to identify issues and improve practice

D

D P C

L

ELEMENT 4.10: Uses symbolism and the management of meaning to facilitate change

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

4.10.1 Uses the creation of myths as a key tool in cultural change

D

D P C

L

4.10.2 Provides visible leadership that ‘’walks the talk’’. Sets high performance standards for self, acting as a role model for the team

P

P C C

L

4.10.3 Searches out opportunities that link project values to outcomes to create new symbols of behaviour

D

D P C

L

4.10.4 Uses both positive and negative symbolism

D

D P

C

L
4.10.5 Uses first level supervision as a primary source of communication

P

P P C

C

4.10.6 Searches out opportunities that link the project values to social values for human safety, standards of quality and environmental stewardship.

P

P P C

L

 

ELEMENT 4.11: Double loop learning

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

4.11.1 Is willing and able to change foundational views and look at issues through others’ eyes

D

D P C

L

4.11.2 Reframes the business plan to fit with change in environment and project position

D

D P C

L

4.11.3 Uses multiple and divergent views to gain understanding

D

D P C

L

4.11.4 Is aware of and deliberately works to avoid pride of authorship issues

D

D P C

L

4.11.5 Is able to work in an environment that is non- linear and recursive

D

D

P

C

L

4.11.6 Defines the project review and assurance process and provides direction on its implementation within the team

D

D P

C

L

UNDERPINNING KNOWLEDGE

Knowledge Area

Specific Knowledge and Theories Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Levels 1 & 2

4A Change Management Scale of change 1 1 2 3
Rate of change 1 1 2 4
Depth of change 1 1 2 3
Resistance to change 1 1 2 4
Project managed change 1 1 2 4
Change strategies 1 1 2 4
Impact of leadership styles 2 2 3 4
Process consulting 1 1 2 3
Facilitation and workshop design 2 2 3 3
4B Resource Dependency Resource dependency theory 1 1 2 3
Creating unique competencies 1 1 3 4
Organisational maturity 1 1 3 4
4C Stakeholder Management Stakeholder mapping 2 2 3 4
Analysing stakeholders 2 2 3 4
Using views to understand stakeholders 2 2 3 4
Alignment 2 2 3 4
IPTs 2 2 3 3
4D Management of Meaning Symbolism 1 1 2 4
Cognition 1 1 2 3
Anthropology – cultures and how they are created / changed 1 1 2 3
Behaviourism 1 1 2 3
4E Pluralism and Political Management Pluralism 1 1 2 3
Games theory 1 1 2 3
Power 1 1 2 3
Empowerment 2 2 3 3
Decision making process and influencers 2 2 3 3
4F Project and Organisational Lifecycles Traditional PM lifecycle 3 3 3 3
Outsourcing / change project lifecycle 1 1 2 3
Program management lifecycle 1 1 3 3
Chaos theory 2 3
Planning for complexity 2 4

 

VIEW 5: INNOVATION, CREATIVITY AND WORKING SMARTER

This view specifies the competencies required to design, develop, lead and manage a project organisation that delivers innovation, creativity and continuous improvement in projects that are complex and non- linear/recursive in their nature.

Elements of Competency

5.1  Driving innovation

5.2  Identifying key innovative opportunities

5.3  Evaluating innovative opportunities

5.4  Driving continuous improvement

5.5  Benchmarking / best of breed

5.6  Design management

Underpinning Knowledge

 

5A Cognition

5B  Innovation and Creativity

5C  Organisational Learning

5D  Planning Design

ELEMENT 5.1: Driving innovation

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

5.1.1 Develops a strategy that creates environments and systems to encourage / support innovation and creativity. Scans the environment for opportunities

D

D P C

L

5.1.2 Establishes an organisational architecture that fosters innovation and creativity and uses a top down / bottom up approach

D

D P C

L

5.1.3 Develops creative teams and selects team members that are intuitive and provides opportunities for them to respond creatively

D

D P C

L

5.1.4 Provides opportunities and rewards for innovation that add value to the project

D

D P C

L

5.1.5 Uses workshops and integrated process teams that bring in outsiders and different disciplines

P

P P C L
5.1.6 Thinks outside the box and encourages blue sky approaches. Assesses levels of innovation according to project lifecycle stage. Closes out and provides feedback

D

D P C

L

 

ELEMENT 5.2: Identifying key innovative opportunities

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

5.2.1 Focuses on key opportunity areas

P

P C C L

5.2.2

Supports multiple initiatives and progressively selects best value for money options

P

P C C

L

5.2.3 Looks for initiatives occurring in the workplace

P

P C

C

C

5.2.4 Encourages / empowers teams at the operational level to identify opportunities and to defeat organisational inertia against change

P

P C C

L

5.2.5 Uses new continuous improvement tools

D

D P C

L

 

ELEMENT 5.3: Evaluating innovative opportunities

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

5.3.1 Evaluates competing opportunities, prioritises and focuses resources

D

D C C

L

5.3.2 Runs multiple innovation opportunities concurrently and progressively selects the most beneficial business cases

D

D P C

L

5.3.3 Tests at the operational level

D

D P C

C

5.3.4 Uses peer review and pilot projects – looks at all the angles and covers all the bases

D

D C C

C

5.3.5 Uses devil advocates to test ideas and processes

D

D P C

C

5.3.6 Analyses the risk of using innovation vs existing tried and proven methodologies

D

D P C

C

 

ELEMENT 5.4: Driving continuous improvement

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

5.4.1 Develops a continuous improvement organisational architecture and culture. Drives increased effectiveness of the project team and the way it does business

D

D P

C

L

5.4.2 Instils a no-blame culture

P

P C C

L

5.4.3 Fosters a collaborative approach amongst stakeholders

P

P C C

L

5.4.4 Sets baselines and stretch targets

P

P C C

L

5.4.5 Empowers teams through business case approaches linked to a performance measure and encourages use of collaborative tools

D

D P C

L

5.4.6 Uses a top down/bottom up approach

P

P C C

L

 

ELEMENT 5.5: Benchmarking / best of breed

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

5.5.1 Understands where they are now and the need to change

P

P C

C

L

5.5.2 Uses best of breed and benchmarking on key activities

P

P C C

L

5.5.3 Is aware of incremental costs

D

D C C

C

5.5.4 Uses gap analysis

P

P C C

L

5.5.5 Periodically re-evaluates process targets – raises the bar

D

D P C

L

5.5.6 Closes the loop

P

P C C

L

 

ELEMENT 5.6: Design management

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

5.6.1 Establishes a client needs determination process

D

D P C

L

5.6.2 Implements a linear and recursive design process

D

D P

C

L

5.6.3 Designs and implementation teams are fully integrated into one aligned team

D

D P C

L

5.6.4 Uses convergence / divergence processes with milestones

D

D P C

L

5.6.5 Designs to a cost / value for money / fit for purpose

D

D C C

L

5.6.6 Uses prototyping and pilot projects

D

D C C

L

5.6.7 Avoids pride of authorship

D

D C C

L

5.6.8 Uses Design thinking as a focused strategy for project whole of life and sustainability

P

P C C

L

UNDERPINNING KNOWLEDGE

 

Knowledge Area

Specific Knowledge and Theories Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Levels 1 & 2

5A Cognition Cognition 2 3
Learning styles 1 1 2 3
Memory 2 3
Bounded rationality 1 1 2 3
5B Innovation and Creativity How creativity occurs in the human brain 1 1 2 2
Creative teams 1 1 2 4
Blue sky 2 2 2 2
Complementarity 2 2 3 3
Impact of personality profile 1 1 3 3
Strategies to support / drive creativity 1 1 2 3
5C Organisational Learning Culture 1 1 2 3
Bounded rationality 1 1 2 3
Expectancy theory 1 1 2 3
Management of meaning 1 1 2 4
Learning loops 1 1 2 3
Kaizen 2 2 3 3
5D Planning Design Design process 2 2 3 4
Convergence / divergence 2 2 3 4
Client needs determination 2 2 3 4
Milestones 3 3 3 3
Design standards 2 2 3 3
Integrating design and implementation in complex projects 1 1 3 4
Prototyping and pilot projects 2 2 3 4

 

VIEW 6: ORGANISATIONAL ARCHITECTURE

This view specifies the competencies required to design, establish and manage the organisational architecture for complex projects.

Elements of Competency

6.1  Designing the project organisation

6.2  Establishing and managing the project organisation

6.3  Developing project maturity

6.4  Strategic human resources management

 

Underpinning Knowledge

6A Organisational Design

6B Seven S’s and Dialectics

6C Networks

6D Teams

6E Organisational Maturity

6F Integrated Project and Process Teams

6G Reward Design

6H Fit, Split, and Congruence

 

ELEMENT 6.1: Designing the project organisation

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

6.1.1 Designs the overall organisational architecture

P

P C C

L

6.1.2 Ensures that fit, congruence and creative tension exist and are managed to deliver creative energy to the project

P

P C C

L

6.1.3 Develops the organisational architecture to take account of governance requirements

P

P C C

L

6.1.4 Uses an integrated multidisciplinary approach throughout the organisation) to deliver project outcomes and avoid stovepipes

P

P C C

L

6.1.5 Develops implementation and operational plans for each key system

P

P C C

L

 

ELEMENT 6.2: Establishing and managing the project organisation

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

6.2.1 Obtains agreement and commitment to organisational architecture among key stakeholders

P

P C C

L

6.2.2 Aligns and keeps stakeholders informed

P

P C C

L

6.2.3 Establishes roles and responsibilities, systems, policies and processes P P C C L
6.2.4 Establishes the operational management team P P C C L
6.2.5 Establishes and manages integrated project and process teams and their shared systems P P C C L
6.2.6 Reviews organisational architecture to maintain fit with changing project phase / circumstances P P C C L
6.2.7 Uses workshops and facilitation to create synergy, alignment and draw out deeper issues P P C C L
6.2.8 Creates an organisational architecture that facilitates a positive work environment P P C C L
6.2.9 Brings out the best in people P P C C L
6.2.10 Expresses positive expectations of others directly involved in the project. Speaks to team members in positive terms P P C C L
6.2.11 Genuinely values input and expertise of others on the team and is willing to learn from others (especially subordinates) P P C C L
6.2.12 Publicly credits others who have performed well. Encourages and empowers the project team, making them feel strong and a true contributor to overall project success P P C C L
6.2.13 Deals with conflict in an open and collaborative way to facilitate a beneficial resolution P P C C L

 

ELEMENT 6.3: Developing project maturity

ACTIONS IN THE WORKPLACE Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1 Level 2
6.3.1 Reviews existing key stakeholder maturity P P C C L
6.3.2 Defines the level of project maturity required – continuously improves processes; ensures common processes are used across the project; records lessons learned and applies those lessons to the project P P C C L
6.3.3 Uses gap analysis and SWOT P P C C L
6.3.4 Develops and implements change strategy P P C C L
6.3.5 Reviews the organisation’s maturity over the project lifecycle P P C C L
6.3.6 Establishes an induction process for new stakeholders P P C C L

 

ELEMENT 6.4: Strategic human resources management

ACTIONS IN THE WORKPLACE Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1 Level 2
6.4.1 Leads the design of the strategic organisational architecture including defining the skills and roles required to meet the project deliverables throughout the life of the project P P C C L
6.4.2 Uses environmental scanning P P C C L
6.4.3 Implements succession planning P P C C L
6.4.4 Leads change strategies to facilitate human resource management P P C C L
6.4.5 Understands competency gaps and establishes competency development strategies and programs P P C C L
6.4.6 Measures the cultural and climate management P P C C L
6.4.7 Establishes mentoring in the project P P C C L
6.4.8 Ensures that the design and reliability of recruitment processes is reliable P P C C L
6.4.9 Uses workshop based recruitment D D P C L
6.4.10 Leads an organisation which is characterised by low turnover of key personnel P P C C L
6.4.11 Ensures the relevant skills are available within the organisation to facilitate the appointment of suitable individuals to the project delivery teams P P C C L
6.4.12 Identifies and secures the commitment of
necessary internal and external resources, including internal and external expertise
P P C C L
6.4.13 Develops champions of change, including line
and functional managers, steering group members, stakeholders and project managers
P P C C L

 

UNDERPINNING KNOWLEDGE

Knowledge Area

Specific Knowledge and Theories Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Levels 1 & 2

6A Organisational Design Strategy 1 1 2 3
Structural forms 2 2 3 3
Basis of groupings 2 2 3 3
Empowerment 2 2 3 3
Liaison devices 2 2 3 3
Coordinating mechanisms 2 2 3 3
Unit size 2 2 3 3
Span of control 2 2 3 3
Agency theory 1 1 2 3
Virtual organisations 2 2 3 3
6B Seven S’s and Dialectics Strategy

Planned ↔Opportunistic

1 1 2 4
Structure

Elitist

↔ Pluralist

Systems  Mandatory↔Discretionary
Style Managerial↔Transformational
Staff

Collegial↔ Individuality

Shared values

Hard minds↔ Soft hearts

Skills

Maximise↔Meta-mize

6C Networks Characteristics of network organisations 2 2 3 3
Design of network organisations 2 2 3 3
Creating alignment in network organisations 2 2 3 3
Trust 2 2 3 3
Cultural selection 2 2 3 3
Maturity 1 1 3 4
Dealing with complexity and change in network 2 3
6D Alignment Characteristics of teams 2 2 3 3
Designing teams 2 2 3 3
Motivating teams 2 2 3 3
Empowerment / basis of grouping / co-ordinating mechanism 2 2 3 3
Team member selection and complementarity 2 2 3 3
Leading teams 2 2 3 4
Creative teams 2 2 3 3
Virtual teams 2 2 3 3
Team member role rotation and complementarity 2 2 3 3
Impact of personality and culture on teams 2 2 3 3
First line supervisor and the impact of empowerment 2 2 3 3
Team dynamics, process design, and workshop design 2 2 3 3
6E Organisational Maturity Maturity models – definitions and stages in development 1 1 3 4
Characteristics of organisational maturity at each stage 1 1 3 3
Gap analysis 2 2 3 3
Maturity development process 1 1 3 4
Testing for maturity – maturity, competencies, and culture 1 1 3 4
6F Integrated Project and

Process Teams

Characteristics of IPTs 2 2 3 3
Leadership team structure and operation 2 2 3 3
Management team structure and operation 2 2 3 3
Project teams’ structure and operation 2 2 3 3
Functional teams’ structure and operation 2 2 3 3
Stakeholder membership in IPTs 2 2 3 3
Shared systems 2 2 3 3
Lines of reporting / accountability 2 2 3 3
6G Reward Design Reward design 2 2 3 3
Expectancy theory 1 1 2 3
Instrumentality 1 1 2 3
Motivation theory 2 2 3 3
Cultural differences 2 2 3 3
Alignment 2 2 3 3
6H Fit, Split, and Congruence Organisational fit 2 2 3 3
Congruence 2 2 3 3

 

VIEW 7: LEADERSHIP AND COMMUNICATION

Good Leadership is the most important competence of a Project Manager.

This view specifies the competencies required to lead complex projects. Leadership is a key variable in the success of a project, and greatly impacts the project philosophy, culture, and the ability of the project to develop an emergent strategy and to deliver a successful outcome. Central to the practice of good leadership is the capacity of the leader to engage their stakeholders (both internal and external), and to develop strong interpersonal relationships with their teams, clients and senior staff through establishing shared meaning about the project‘s goals and activities at the personal, project and organisational level.

Elements of Competency

7.1  Understanding

7.2  Sculpturing

7.3  Mobilising

7.4  Inspiring

7.5  Situational Leadership

7.6  Communication

Underpinning Knowledge

7A  Leadership frameworks

7B  Complementarity

7C  Empowerment

7D  Values and Trust

7E  Communication frameworks

7F  Teams / Perceived Communication Reliability

7G  Issues Resolution

 

ELEMENT 7.1: Understanding

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

7.1.1 Understands what drives and motivates the project team, and their capabilities and is aware of cultural differences

P

P C C

L

7.1.2 Understands themselves and the individuals in the project team, what drives and motivates them personally, and their individual capabilities

P

P C C

L

7.1.3 Actively seeks many external views to help them gain understanding

D

D C C

L

7.1.4 Is able to effectively deal and understand views opposing their own views and is open to criticism and learning

P

P C C

L

7.1.5 Uses their understanding of individuals and teams to make the project strategy tangible to individuals and teams

P

P C C

L

7.1.6 Understands how individuals and teams contribute and create synergy

P

P C C

L

7.1.7 Takes time to understand how individuals and teams are performing and working together to deliver the project outcomes

P

P C C

L

7.1.8 Analyses and reviews how the individuals and teams are working together. Strives to understand both the present emotions and explicit content of communications from stakeholders

P

P C C

L

7.1.9 Accepts responsibility and admits failures or shortcomings

P

P C C

L

7.1.10 Learns from own mistakes

P

P C C

L

 

ELEMENT 7.2: Sculpturing

ACTIONS IN THE WORKPLACE Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1 Level 2
7.2.1 Communicates the project strategy to the project stakeholders and makes it tangible at a persona level and human scale P P C C L
7.2.2 Is viewed as fully committed to a successful project and the project team P P C C L
7.2.3 Is focused on the big picture D D C C L
7.2.4 Selects key people (competences, political, symbolic, etc.) and actively involves them in developing and implementing the project’s strategy over the project lifecycle P P C C L
7.2.5 Responds flexibly and strategically to ongoing change P P C C L
7.2.6 Creates a compelling vision of the project’s future that is tangible to the project’s stakeholders P P C C L
7.2.7 Avoids taking quick decisions based on limited information P P C C L
7.2.8 Strives to understand underlying problems, and the reasons for someone’s ongoing or long-term feelings, behaviours, or concerns P P C C L
7.2.9 Objectively presents a balanced view of someone’s specific strengths and weaknesses P P C C L
7.2.10 Is viewed as fully committed to safety, quality and the environment, communicates the project impacts in these domains and influences personnel development to incorporate these values in their own decision making. P P C C L

 

ELEMENT 7.3: Mobilising

ACTIONS IN THE WORKPLACE Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1 Level 2
7.3.1 Shows confidence in the project team P P C C L
7.3.2 Ensures that timely, reliable, and tangible feedback is provided P P C C L
7.3.3 Clearly defines expectations D D C C L
7.3.4 Is trusted and respected by the project team P P C C L
7.3.5 Proactively uses trust as a competitive advantage to reduce transaction cost P P C C L
7.3.6 Motivates the project team both emotionally and professionally P P C C L
7.3.7 Is supportive and caring of the project team and its individual members P P C C L

 

ELEMENT 7.4: Inspiring

ACTIONS IN THE WORKPLACE Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1 Level 2
7.4.1 Generates commitment in individuals and the team P P C C L
7.4.2 Creates a fun and energetic environment that promotes creativity P P C C L
7.4.3 Recognises individual and team performance, even when things go wrong D D C C L
7.4.4 Is focused on bringing out the best in people to achieve their personal stretch goals P P C C L
7.4.5 Empowers and trusts the project team and individuals. Expresses positive expectations of others regarding their abilities or potentials, even in ‘difficult’ cases. Believes others want to and can learn P P C C L
7.4.6 Establishes and leads mentoring and coaching programs P P C C L
7.4.7 Invests extra time and effort over an extended period of time to lead the project team P P C C L
7.4.8 Takes care of the project team, protecting it and its reputation vis-à-vis the larger organisation or community at large. Ensures that the self-realisation and practical needs of the project team are met P P C C L
7.4.9 Uses authority fairly, making a personal effort to treat all team members equitably P P C C L

 

ELEMENT 7.5: Situational leadership

ACTIONS IN THE WORKPLACE Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1 Level 2
7.5.1 Is able to use a range of leadership styles P P C C L
7.5.2 Mostly uses a consultative / participate style P P C C C
7.5.3 Is able to be directive P P C C C
7.5.4 Uses empathetic listening P P C C L
7.5.5 Treats people with respect P P C C L
7.5.6 Links the leadership style to the situation P P C C L
7.5.7 Picks up clues to others’ feelings or meanings, and uses this understanding to explain others’ past behaviours, understand current behaviours, and anticipate future behaviours P P C C L
7.5.8 Informs a person affected by a decision about what is happening, ensuring that the group has all of the necessary information P P C C L

 

ELEMENT 7.6: Communication

ACTIONS IN THE WORKPLACE Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1 Level 2
7.6.1 Is able to use a range of communication styles to match the needs of the situation P P C C L
7.6.2 Is able to establish effective environments where shared meanings amongst stakeholders about situations, the project and organisational processes are achieved P P C C C
7.6.3 Uses storytelling to create a positive and engaging environment for staff and external stakeholders P P C C C
7.6.4 Uses empathetic listening

Uses effective non-verbal communication to reinforce verbal strategies

P P C C L
7.6.5 Uses persuasion effectively to advocate ideas P P C C L
7.6.6 Plans project communication effectively P P C C L
7.6.7 Regularly audits project communication to gauge effectiveness P P C C L

UNDERPINNING KNOWLEDGE

Knowledge Area

Specific Knowledge and Theories Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Levels 1 & 2

7A Leadership Frameworks

 

Directive leadership style 2 2 3 3
Participative leadership style 2 2 3 3
Consultative leadership style 2 2 3 3
Coercive leadership style 2 2 3 3
Impact of using one type of leadership style as the dominant style 2 2 3 3
Complexity leadership theory (CLT) 3 3
Creative tension 2 2 3 3
7B Complementarity

 

Dialectics in each area 2 2 3 3
Empowerment 2 2 3 3
7C Empowerment Expectancy theory and instrumentality 2 2 3 3
Impact on supervisors 2 2 3 3
Team maturity 2 2 3 3
IPTs – maintaining control and alignment 2 2 3 3
Impact of matrix reporting lines 2 2 3 3
National values and their impact on the project 1 1 2 3
7D Values and Trust Espoused vs enacted 1 1 2 3
Walking the talk / visibility 2 2 3 3
Creating symbols and myths 2 2 3 3
Trust 2 2 3 3
Hierarchy of values 1 1 2 3
Communication as transmission and mean-making 2 2 3 3
7E Organisational Maturity Language strategies and shared meaning 2 2 3 3
Impact of language strategies and storytelling 2 2 3 3
Cultural differences in language 2 2 3 3
Empathetic listening 2 2 3 3
Persuasion 2 2 3 3
Communication planning 2 2 3 3
Non-verbal communication 2 2 3 3
Impact of national culture on communication 2 2 3 3
Trustworthiness of information to teams 2 2 3 3
7F Teams/Perceived Communication Reliability Sources of information to teams 2 2 3 3
Using first line supervisors / team leaders as primary sources of information to teams 2 2 3 3
Negotiation and mediation 2 2 3 3
No blame issues resolution
7G Issues Resolution Impact of culture and personality profile 1 1 2 3

VIEW 8: CULTURE AND BEING HUMAN

This view specifies the competencies required to understand culture, cognition, personality, and human lifecycle, and to use them in the design and operation of the project organisation and its systems.

Being human refers to the psychological realities of being human and its impact on how we think, make decisions, and hold memory and values. It also includes issues such as our personality and ageing.

Elements of Competency

8.1  Understand and integrate international cultural differences

8.2  Cultural values (national, organisational, and sub cultures) are used to understand people and are key inputs / drivers in designing the project organisational architecture and change / journey

8.3  Understand the project’s people and stakeholders to use in systems / process design

8.4  Personality profiling to understand people and to design the project organisational architecture and change / journey

8.5  Understand human lifecycle stages to understand people

Underpinning Knowledge

8A  Cognition

8B  How Cultures are Established

8C  How Cultures Evolve / Change

8D  Personality Profiles

8E  Lifecycle Stages

8F  Bounded Rationality

 

ELEMENTS 8.1 : Understand and integrate international cultural differences

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

8.1.1 Analyses cultural composition of stakeholders and key people

D

D P C

L

8.1.2 Designs systems to fit with cultural differences

D

D P C

L

8.1.3 Takes cultural differences into account in all process design, communications and meetings strategies

D

D P C

L

8.1.4 Builds the project cultures on existing national and organisational cultures

D

D P C

L

8.1.5 Takes the culture’s hierarchy of values into consideration when making decisions and in the design of organisational processes

D

D P C L

 

ELEMENTS 8.2: Cultural values (national, organisational, and sub cultures) are used to understand people and are key inputs / drivers in designing the project organisational architecture and change / journey

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

8.2.1 Analyses stakeholder organisational cultures and values

D

D P C

L

8.2.2 Uses organisational culture as a key aspect in selection of contractors / consultants

D

D P C

L

8.2.3 Uses cultural insights as a key aspect of organisational architecture design

D

D P C

L

8.2.4 Recognises and builds in the impact of change/ journey on culture as a key risk / aspect of the strategic plan and how it affects the risk profile of the project

D

D P C

L

8.2.5 Understands that the strategic plan is influenced by the scale / rate of change / leadership style

D

D P C

L

8.2.6 Designs project systems and process to take into consideration organisational culture in their design. Time and cost contingencies are used to deal with cultural differences and uncertainties

D

D P C

L

Development (D); Practitioner (P); Competent (C); Leader (L)

 

ELEMENT 8.3: Understand the project’s people and stakeholders to use in systems / process design

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

8.3.1 Ensures that key people understand themselves, their strengths and their weaknesses, and implements strategies to overcome their weaknesses

P

P C C

L

8.3.2 Ensures strategies are put in place to overcome lack of understanding in key areas

D

D P C

C

8.3.3 Uses complementarity and multiple views to reduce the impact of bounded rationality

D

D P C

L

8.3.4 Ensures processes are designed to avoid group think and individuals dominating

P

P C C

C

8.3.5 Ensures processes are designed to support synergy

D

D P C

C

 

ELEMENT 8.4: Personality profiling to understand people and to design the project organisational architecture and change / journey

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

8.4.1 Ensures that key people understand their own personality profile

D

D P C

L

8.4.2 Uses profiling of key stakeholders

D

D P C

L

8.4.3 Uses profiling in selection of key personnel and in design of teams

D

D P C

L

8.4.4 Takes profiling into consideration in designing the project processes and the change / journey implementation strategy

D

D P C

L

8.4.5 Takes profiling into consideration in selecting the type of information that is provided, how it is provided, and who provides it

D

D P C

L

8.4.6 Establishes development programs to address key individuals and the project’s development needs

P

P C C

L

8.4.7 Understands and uses the hierarchy of needs and culture in designing the project’s reward and communication systems

P

P C C

L

Development (D); Practitioner (P); Competent (C); Leader (L)

 

ELEMENT 8.5: Understand human lifecycle stages to understand people

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

8.5.1 Understands and takes into consideration a person’s lifecycle stage in managing their career

D

D P C

C

8.5.2 Understands and takes into consideration their own lifecycle stage, and structures their career to fit

P

P P C

C

Development (D); Practitioner (P); Competent (C); Leader (L)

UNDERPINNING KNOWLEDGE

Knowledge Area

Specific Knowledge and Theories Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Levels 1 & 2

8A Cognition How human cognition works 2 2 3 3
How memory works 2 2 2 2
How and where memory is held 2 2 2 2
Stereotyping 2 2 3 3
Cognitive biases 2 2 3 3
Learning strategies – different styles of learning 2 2 3 3
Creativity 1 1 2 3
IQ and EQ 2 2 2 2
8B How Cultures are Established Creating cultures 1 1 2 3
Hierarchy of values 1 1 2 3
Symbols, myths and the management of
meaning
1 1 2 4
Causal links 1 1 2 3
Strength and depth of cultures 1 1 2 3
The importance of leadership in development of cultures 1 1 2 3
8C How Cultures Evolve / Change Building on existing values as a change strategy 1 1 2 3
Resistance to change 1 1 2 4
Impact of (using) crisis in overcoming resistance to change 2 3
Strategies to manage resistance to change 2 4
Management of meaning /symbolism / myths 1 1 2 4
8D Personality Profiles Personality profiling 1 1 2 3
Demographics 1 1 2 3
Impact on career choice and effectiveness 1 1 2 2
Dominant traits, strengths of traits, and developing
strengths in recessive
traits
1 1 2 3
Impact of learning 1 1 2 3
Impact of decision making 2 2 3 3
Impact on leadership 2 2 3 3
Impact on problem solving 1 1 2 3
Emotional Intelligence 1 1 2 3
8E Lifecycle Stages  Lifecycle stages – early development 2 3
Lifecycle stages – teen years 2 2 3 3
Lifecycle stages – adult life 2 3
Male versus female lifecycle stages 2 3
8F Bounded Rationality Bounded rationality (personality, culture,lifecycle, IQ, experience, training, etc), its impact, and strategies to minimise its effects 1 1 2 3
Understanding yourself 3 3 3 3
As others see you – using feedback to better understand yourself 2 2 3 3
Becoming a learning person 2 2 3 3
Hierarchy of needs 1 1 2 3

 

VIEW 9: PROBITY AND GOVERNANCE

This view specifies the competencies required to deliver probity and governance in complex projects.

Elements of Competency

9.1  Establish probity and governance statutory and organisational requirements

9.2  Define project specific probity and governance requirements

9.3  Design probity and governance systems

9.4  Manage ongoing probity and governance

9.5  Designs and Implements contractual instruments

Underpinning Knowledge

9A  Agency Theory

9B  Legislative Probity and Governance requirements

9C  International Governance – linked to National Constitutions

9D  Contract Law

9E  Contract Management

 

ELEMENT 9.1: Establish probity and governance statutory and organisational requirements

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

9.1.1 Defines statutory probity, legal, and governance requirements, e.g. safety and environmental.

P

P P C

C

9.1.2 Defines client probity and governance requirements

D

D P C

C

9.1.3 Defines key stakeholder probity and governance requirements

D

D P

C

C

9.1.4 Defines project ethical standards

P

P C C

C

9.1.5 Recognises that governance requirements will change over the project lifecycle and established process to ensure governance system is Fit for Purpose

D

D P C

C

ELEMENT 9.2: Define project specific probity and governance requirements

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

9.2.1 Defines project specific probity requirements

 

P

P C C

C

9.2.2 Defines project specific legal and governance requirements

P

P C C

C

9.2.3 Uses multiple views to assess risks (across all views) uncertainties and opportunities

P

P P C

C

9.2.4 Establishes event based governance reviews

P

P C C

C

ELEMENT 9.3: Design probity and governance systems

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

9.3.1 Builds the overall understanding of probity and governance requirements, risks and opportunities system

C

C

9.3.2 Reviews how probity and governance requirements can be used to add value to the project

C

C

9.3.3 Incorporates specific project probity and governance issues

C

C

C

9.3.4 Ensures all stakeholders disclose any possible conflict of interest

C

C C C

C

9.3.5 Designs detailed probity and governance system

C

C C C

C

9.3.6 Establishes exit strategies in contracts

P

P C C

L

Development (D); Practitioner (P); Competent (C); Leader (L)

ELEMENT 9.4: Manage ongoing probity and governance

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

9.4.1 Documents and integrates probity and governance into the business plan and integrates it into the overall project architecture

C

C

C

9.4.2 Proactively manages probity and governance over the project lifecycle

C

C

C

9.4.3 Ensures that transparency is embedded in all contracts and systems

C

C

C

9.4.4 Ensures the responsibility for the ongoing operation and review / change of the probity and governance system is clearly defined

C

C

C

9.4.5 Ensures that ongoing compliance and performance audits are carried out, are carried out by both internal and external audit authorities and audits have full and open access

D

D C C

C

9.4.6 Sees audits as opportunities to improve performance and that their recommendations are acted upon

D

D C C

C

9.4.7 Uses conflict resolution, no blame, escalation, and alternative dispute resolution techniques

D

D C C

C

9.4.8 Operates under a code of ethics

C

C C

C

L

9.4.9 Conducts non advocate reviews

C

C C C

L

9.4.10 Analyses and is aware of project ethical frameworks

C

C C C

L

9.4.11 Runs corporate / project boards as chairperson

C

C C C

L

9.4.12 Challenges ethical norms and boundaries

C

C C C

L

9.4.13 Implements systems to align but maintain separate business system architectures between alliance partners

C

C C C

L

9.4.14 Implements check points using external reviewers

C

C C C

L

9.4.15 Uses integrated process teams to manage the ongoing operation and review / change of the probity and governance system

P

P C C

L

Development (D); Practitioner (P); Competent (C); Leader (L)

ELEMENT 9.5: Designs and Implements Contractual Instruments

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

9.5.1 Analyses the project’s political, social, commercial, and legal environment for the overall project including the head contract and the multiple tiers of subcontractors / suppliers

D

P C C

L

9.5.2 Selects preferred contract instruments to fit with project complexity, (alignment motivation, incentives etc.) stakeholder maturity, and contextual issues

D

P C C

L

9.5.3 Establishes contractor selection process, reward design, and journey management process to establish and maintain alignment of behaviours

D

P C C

L

9.5.4 Identifies risks in using preferred contractual instrument and changes / approvals that are required

D

P C C

L

9.5.5 Contextualises preferred contractual instrument and agrees methodology for approvals (across stakeholders and at multiple levels)

D

P C C

L

9.5.6 Ensures key stakeholders are trained in the preferred contractual instrument

D

P C C

L

9.5.7 Plans the negotiation strategy to fit with the cultural norms

D

P C C

L

9.5.8 Establishes an induction process to ensure ongoing contractual understanding

D

P C C

L

9.5.9 Develops incentives and aligns project execution/governance strategy

D

P C C

L

9.5.10 Implements a contract management system that fits with the contractual philosophy and requirements

D

P C C

L

UNDERPINNING KNOWLEDGE

Knowledge Area

Specific Knowledge and Theories Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Levels 1 & 2

9A Agency Theory Designing the organisational architecture (including the contract) to deliver control, probity and governance, while maintaining flexibility, motivation and responsiveness 2 3
Defining project objectives in terms of outcomes and results versus outputs, and how they will be measured 3 3
Types of coordinating mechanisms 2 2 3 3
Designing the reward system to fit with the project strategy and that satisfies probity / governance requirements 3 3
Designing the motivation system to fit with the project strategy and that satisfies probity / governance requirements 3 3
Designing the empowerment system to fit with the project strategy and probity / governance requirements 3 3
Trust 2 2 3 3
9B Legislative Probity and Governance requirements Understanding and designing project / program governance system to comply with legislative probity and governance requirements 2 2 3 3
Financial regulations 2 2 3 3
Audit reports 2 2 3 3
Central agency requirements and recommended practice 2 2 3 3
Client specific legislation and requirements 2 2 3 3
Defining value for money, fit for purpose, and the risk of doing business 2 2 3 3
9C International Governance – linked to National Constitutions Takes international governance (linked to national constitutions) as an input in project organisational architecture and contract selection and operation 2 3
International constitutions and their impact on governance 2 3
International constitutions and their impact on organisational design 2 3
9D Contract Law Advanced contract law – using the contract proactively to deliver project outcomes. 2 2 3 3
 Key legal issues and areas – good faith, equitable estoppel, intellectual property, moral rights, employment and industrial relations, insurance, corporate, standing, remedies, and administrative law 2 2 3 3
Relational contracting – the key principles of relational contracting and their application across project delivery methodologies. The contract as a living document that drives process governance. 2 2 3 3
Alliance contracts – the structure and operation of alliance contracts. Different approaches to alliance contracts. 3 3
PPP and PFI contracts 2 2 3 3
Contracts – traditional, EPC, EPCM, design and construct, design construct and maintain, alliancing, partnering, emergent acquisition, and consultant contracts 2 2 3 3
9E Contract Management  Client expectations of staff in managing contracts in a way that addresses both government accountability requirements and commercial considerations. 2 2 3 3
The bidding process for contracts – cost of bidding, timing, tactics, marketing, and promotion strategies. 2 2 3 4
Negotiating for results – key elements and practice in commercial negotiations, negotiation strategies, negotiation risk, use of commercial language, communication skills, convergence, negotiating for the best results. 3 3 3 4
Managing contracts effectively and the fundamental importance of scheduling – beyond compliance to performance management and performance improvement. 3 3 3 4
Expression of Interest design and operation 2 2 3 4
Request for Proposal design and operation 2 2 3 4
No blame and alternative dispute resolution 2 2 3 4

10: SPECIAL ATTRIBUTES

This section specifies the personal attributes that distinguish complex project managers.

Special Attributes

10.1  Wisdom

10.2  Action and Outcome Oriented

10.3  Creates and Leads Innovative Teams

10.4  Focused and Courageous

10.5  Ability to Influence

Each Special Attribute consists of multiple individual attributes. The required level of behaviour is specified for each individual attribute.

These standards define the extent to which each project manager category exhibits each Special Attribute, according to four levels:

Experiential (EL) Learning:

the project manager uses their behaviours experientially in developing the special attribute

Normative: (N)

the project manager is recognised as using the special attribute as normal behaviour

Mentor: (M)

the project manager mentors others in their use of the special attribute

Symbol: (S)

the project manager is regarded as providing a symbol for the special attribute through their behaviours, and leads the development of the special attribute in their project teams

SPECIAL ATTRIBUTE 10.1: Wisdom

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

10.1.1 Has a robust self-esteem

EL

EL N M

S

10.1.2 Is a learning person – seeks opportunities to grow and change

EL

EL N M

S

10.1.3 Is a thinking person and reflective practitioner

EL

EL N M

S

10.1.4 Is not overly defensive -is able to keep their cool, conceal frustration – is willing to admit own mistakes

EL

EL N M

S

10.1.5 Recognises that the client may not always be right in their judgement, but they are always the client

EL

EL N M

S

10.1.6 Knows how to take time out

EL

EL N M

S

10.1.7 Manages their own time

EL

EL N M

S

10.1.8 Demonstrates critical inquiry

EL

EL N M

S

10.1.9 Constantly questions everything that they are doing -is alert for the first hint of error

EL

EL N M

S

10.1.10 Is adept at networking, seeks and is open to diverse perspectives and takes counsel

EL

EL N M

S

10.1.11 Mentors key individuals

EL

EL N M

S

10.1.12 Mentors potential future complex project managers

EL

EL N M

S

SPECIAL ATTRIBUTE 10.2: Action and Outcome Oriented

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

10.2.1 Has a taking charge attitude – has an all- consuming need to exceed goals and to bring out the best in others

EL

EL N M

S

10.2.2 Has an holistic vision – is driven by an holistic vision of the project outcomes

EL

EL N M

S

10.2.3 Has high energy – gives energy to those around them

EL

EL N M

S

10.2.4 Enjoys the journey

EL

EL N M

S

10.2.5 Sees issues as opportunities

EL

EL N M

S

10.2.6 Is goal and outcomes driven

EL

EL N M

S

10.2.7 Knows that there are no perfect solutions to most problems.

Finds good solutions to most problems, failing that, is able to force an acceptable solution so that they can continue the journey towards the desired project outcome

EL

EL N M

S

10.2.8 Is perceptive to very faint signals that everything is not right before it is visible to others, and takes action

EL

EL N

M

S
10.2.9 Gets out personally to see for oneself – is a participant not just a watcher

EL

EL N M

S

10.2.10 Is accessible and communicates with all levels in the organisation/project (inclusivity) – people know that they can rely on you

EL

EL

N

M

S

10.2.11 Ensures that the ends are not justifying any means

EL

EL N M

S

10.2.12 Sensitivity to time – not letting activities run longer

EL

EL N M

S

SPECIAL ATTRIBUTE 10.3: Creates and Leads Innovative Teams

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

10.3.1 Focuses on innovation

EL

EL N M

S

10.3.2 Builds strong relationships

EL

EL N M

S

10.3.3 Has a highly visible ability to handle interpersonal relationships with the client, their own team, their management and staff, and external stakeholders

EL

EL N M

S

10.3.4 Establishes and leads creative groups

EL

EL N M

S

10.3.5 Recognises own limitations. Others recognise that you recognise your own limitations

EL

EL

N

M

S

10.3.6 Attracts and recruits appropriate skills as necessary. Makes sure that the appropriate depth and breadth of skills (domain knowledge) exist in the team at the right levels

EL

EL N M

S

10.3.7 Creates strong team identification

EL

EL N

M

S

10.3.8 Is inquisitive and curious

EL

EL N M

S

SPECIAL ATTRIBUTE 10.4: Focused and Courageous

ACTIONS IN THE WORKPLACE

Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1

Level 2

10.4.1 Is an achiever who is outcomes driven – gets results through their ability to plan and organise for execution by and through the total organisation

EL

EL N M

S

10.4.2 Is proactive, not reactive. Identifies and recognises a problem in its infancy, recognises the potential for a problem long before its inception, and takes steps to prevent it from happening

EL

EL N M

S

10.4.3 Deals successfully with many diverse issues concurrently

EL

EL N M

S

10.4.4 Remains focused regardless of setbacks

EL

EL N M

S

10.4.5 Is willing to take calculated risks

EL

EL N M

S

10.4.6 Takes the hard decisions

EL

EL N M

S

10.4.7 Turns threats into opportunities

EL

EL N M

S

10.4.8 Is visible and leads from the front, while delegating

EL

EL N

M

S
10.4.9 Has a sense of ownership of the project

EL

EL N M

S

10.4.10 Has a long term perspective

EL

EL N M

S

10.4.11 Is assertive and uses situational leadership

EL

EL N M

S

10.4.12 Is prepared to lose the occasional battle – concedes unimportant issues gracefully EL EL N M S
10.4.13 Defends their position and trusts their judgment on matters of importance EL EL N M S
10.4.14 Asks probing questions to get at the root cause of a situation or a problem EL EL N M S
10.4.15 Triage – fixes problems, but recognises which things you are going to let die off EL EL N M S

SPECIAL ATTRIBUTE 10.5: Ability to Influence

ACTIONS IN THE WORKPLACE Traditional ExecPM Complex
Project Manager Snr Project Manager  

Program Manager

Level 1 Level 2
10.5.1 Is politically astute EL EL N M S
10.5.2 Knows that relationship development is not just management EL EL N M S
10.5.3 Has environmental sensitivity EL EL N M S
10.5.4 Exerts strategic influence EL EL N M S
10.5.5 Establishes good relationships and a sense of trust – dedicates significant effort to relationships and ensures every action is consistent with the principles of the relationship EL EL N M S
10.5.6 Understands the problems of counterparts – regardless of the circumstances, puts aside problems and displays empathy EL EL N M S
10.5.7 Protects their sphere of activities, and respects the sphere of influence of their peer group EL EL N M S
10.5.8 Conducts complex negotiations successfully EL EL N M S
10.5.9 Mentors and guides project managers in their development EL EL N M S
10.5.10 Takes multiple step actions to persuade, including careful preparation of data, and provides different options in a presentation or discussion EL EL N M S
10.5.11 Adapts presentations or discussions to better fit the environment or setting of the presentation or meeting EL EL N M S
10.5.12 Uses experts or third parties to influence or persuade others to support one’s actions, or to have a specific impact on the actions of other stakeholders involved in the situation EL EL N M S
10.5.13 Has a personal presence and demeanour EL EL N M S
10.5.14 Uses a civil tone and socially acceptable language EL EL N M S
10.5.15 Draws out issues and uses advocacy EL EL N M S
10.5.16 Keeps the project funded EL EL N M S

Experiential Learning (EL); Normative (N); Mentor (M); Symbol (S)

Categories: