Organized into six separate units of
competence representing distinguishing
competencies.
• Achievement and Action
• Helping and Human Service
• Impact and Influence
• Managerial
• Cognitive
• Personal Effectiveness
The knowledge and understanding that a
Project Manager brings to a project. The
knowledge component of competence.
Broken down into separate units of
competence organized around the nine
Project Management knowledge areas
with each unit further divided into clusters
organized around the five core Project
Management process areas.
Individual elements and performance
criteria based upon the Australian National
Competency Standard Framework and
PMI Certification Department’s Role
Delineation Study.
The ability to perform Project Management activities to the levels of performance expected. The demonstrable performance of the individual in executing Project Management tasks. Based upon the Knowledge Competencies, these differ in that they require Project Managers to demonstrate their ability to actually apply their skill and knowledge to execute Project Management tasks.
--- Achievement and Action ---
Achievement Orientation
Concern for Order, Quality, and
Accuracy
Initiative
Information Seeking
--- Cognitive ---
Analytical Thinking
Conceptual Thinking
--- Helping and Human Service ---
Customer Service Orientation
Interpersonal Understanding
--- Impact and Influence ---
Impact and Influence
Organisational Awareness
Relationship Building
--- Managerial ---
Teamwork and Cooperation
Developing Others
Team Leadership
Directiveness: Assertiveness and
Use of Positional Power
--- Personal Effectiveness ---
Self-Control
Self-Confidence
Flexibility
Organizational Commitment
A direct correlation exists, between performing organisations and active project management
Achievement and Action
Cognitive
Helping and Human Service
Impact and Influence
Managerial
Personal Effectiveness
Purpose of the Personal Competencies
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A direct correlation exists, between performing organisations and active project management
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increasing to >>
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When successful organisations set direction and priorities based on strategy, the challenge then becomes transforming strategic intent into reality. This course is about training how to use project management to achieve this.
Making project management a strategic organisational competence
One person is reponsible for:
- the overall management of the project and its team
- the monitoring, control and integration management of all project resources, cost, schedule, scope, quality, risk, procurement, communication and stakeholders
- maintaining the link between the project outcomes and the project charter
- the realisation of benefits (which often exist outside the life of the project)
- keeping all stakeholders informed
Senior executives can be confident that:
- a vital role, that should not be outsourced, can be activated when needed
- project managers can perform from the moment they are assigned
- projects have management from the moment of initiation
- financial, people and other resources are managed as the organisation prescribes
- status, progress and risks are monitored and controlled
- project management professionalism creates part of the organisations future culture
Project managers apply project management knowledge, skills, tools, and techniques to project activities to meet the project requirements and achieve project goals.
They know why project management is necessarily different from other management approaches. They understand the strategic role that projects play in how organisations succeed, learn and change. Their focus is shaped by the goals, resources and schedule of each project and they take responsibility for making the project their own while inspiring a sense of shared purpose within their project team.
Your Course:
- is aligned to your project management framework (see our core solution)
- can be tailored to your specific project, by project definition & planning experts
- will be delivered by a project manager practitioner
- will be based on the realities of the project environment
- will provide the project management tools needed for each project stage
Follow On Development (see below)
First time project managers
Existing project managers
Project management office (PMO) staff
First time line managers (see note on value below)
2, 3 people: only extra costs for course materials
4 - 8 people: will increase course duration (approximately 20%)
Workshop option: half day "Introduction to project management"
As the person responsible for project delivery, attendees return confident that they can project manage a project, understanding the unique nature of this management approach and know how to apply the tools and techniques at the right time. They will by virtue of the structure that surrounds project management become better line managers, and be able to tackle more complex activities with less stress.
the fact that this training is provided by Codetta shows our understanding of how projects are successful.
Projects are a serious business.
Your projects and the framework you use to manage them are unique.
We have the experience and expertise to understand and integrate your project processes, governance and interfaces into your training.
No general training organisation in Ireland has the focus needed to do this for you.
We do.
Any gaps in the following ideal prerequisites, will be addressed during course design
Understanding of the organisations capabilities
Experience managing teams
Experience interacting with senior management
Knowledge of the organisations markets, customer segments
Knowledge of relevant industry standards, regulatory environment
Trainees will have sufficient knowledge and understanding, to manage any project assigned to them, as the vital link between project goals and implementation.
Project manager roles and responsibilities
Project team roles and responsibilities
Working with the project team
The project manager / sponsor relationship
How the project environment delivers success
Project principles
Governance planning
The project lifecycle
Organisational and project process interactions
Project escalation processes
Business case ownership (full and partial)
Project charter creation
Defining project scope, schedule and resource requirements
Securing project resources
Project budget creation, validation and tracking
Scope and schedule management
Project management plan creation
Project stage deliverables
Ensuring benefits realisation
Support building with other organisational leaders
Final outcome management
Managing cross-functional support
Monitoring and controlling, reporting and review
Know how the project manager role must add value to their project
Understand the challenges a project manager will face
Know how project managers need to navigate the project and organisational environments
Understand the importance of project management
Understand project management terminology, definitions, tools and techniques
Understand all project team roles and responsibilities
8 hrs. over 6 months: Months 1 & 2 (2 hrs. / mth.), months 3, 4, 5 & 6 (1 hr. / mth.)
Follow on is a blend of face to face, phone and email communication as needed
Project Management
Highly dependent on training needs analysis (and project needs analysis if applicable)
Workshop option: half day "Introduction to project management"
Onsite: Standard meeting room (formal training); standard desk (during analysis)
Offsite: Trinity Street, Dublin; arranged anywhere in Dublin and Ireland
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Expert and advanced knowledge equals better project performance.
Met Goals / Intent
On Time
Within Budget
Project managers are trained to apply project management knowledge, skills, tools, and techniques to project activities to meet the project requirements and achieve project goals.
They know the strategic role projects play in how their organisation will succeed, learn and change. They apply a unique focus shaped by the goals, resources and schedule of each project and take responsibility for making these their own and inspire a sense of shared purpose within their project team.
They know how to organise for success.
They are passionate and goal-oriented, and understand
They accept the challenge and responsibility of driving business results.
They work well under pressure and are comfortable with change and complexity in dynamic environments.
They can shift readily between the "big picture" and the small-but-crucial details, knowing when to concentrate on each.
Project managers cultivate the people skills needed to develop trust and communication among all of a project's stakeholders: its sponsors, those who will make use of the project's results, those who command the resources needed, and the project team members.
