As the Walrus said, “the time has come.” Rather than just complaining about the over-hyping of the PMP, let me return to the idea of “performance based competency assessment.” I got started on that topic several weeks ago, then left it for my series on estimating. Although the estimating series isn’t quite done, this seems like a higher priority.
First, let me introduce you to three project management associations that you may not be aware of:
- The Global Alliance for Project Performance Standards (GAPPS) is a volunteer organization working to create performance standards that address the needs of the global project management community. The GAPPS project manager standard is available for free download at www.globalpmstandards.org.
- The International Project Management Association (IPMA) is a federation of over 40 national associations in Europe, North America, Asia, the Middle East, Africa, and Latin America. Until Y2K kicked PMI into high gear, IPMA was the largest professional association in the world. It has certified more individuals as project managers than any other organization in the world.
- The American Society for the Advancement of Project Management (asapm) is the USA Member Association in IPMA. We have blended IPMA’s Four Level Certification program with the GAPPS project manager standard to offer the USA’s first (and I think only) independently assessed, performance based project manager certifications. I head up this program, so I am obviously biased.
Next, let me share my view of “competence assessment.” Broadly speaking, there are two major approaches to defining and assessing competency:
- Attribute based wherein personal attributes such as knowledge, skills, and other characteristics are identified and assessed. Competence is inferred based on the presence of the necessary attributes.
- Performance based wherein work outcomes and performance levels are identified and assessed. Competence is inferred based on the demonstrated ability to satisfy the performance criteria.
The GAPPS standard used by asapm falls into the latter category. Performance based competency standards (PBCS) are widely used throughout the world and have been developed within the context of government endorsed standards and qualifications frameworks in Australia, New Zealand, South Africa, and the United Kingdom. The European Economic Community is also in the process of developing a PBCS approach that will address all jobs in all of its member nations.
Finally, let’s take a look at a small part of the GAPPS standard to give you a taste of what it’s all about. We’ll start with the definition of “Manage Stakeholder Relationships” which is the first of six units of competency:
This Unit defines the Elements required to manage stakeholder relationships during a project. It includes the Performance Criteria required to demonstrate competence in ensuring the timely and appropriate involvement of key individuals, organizations, and groups throughout the project.
Then there are four “elements” within this unit. Here is the first: “ensure that stakeholder interests are identified and addressed.” I hope that you can agree that this is something that all project managers must do if they want their project to be successful!
Each element consists of a number of performance criteria. Here are the performance criteria for this element:
- Relevant stakeholders are determined.
- Stakeholder interests are investigated and documented.
- Stakeholder interests are considered when making project decisions.
- Actions to address differing interests are implemented.
Candidates must provide documentary evidence that they have satisfied these criteria, and must also convince two independent assessors that they knew what they were doing and why. Here’s a sampling of some of the questions our assessors might ask:
- Who were your stakeholders?
- How did you determine who the key stakeholders were?
- How did you identify the interests of your stakeholders?
- Were there any conflicting interests? Any hidden agendas? How did you handle these?
- Did you encounter any problems addressing stakeholder interests? If so, what were they, how did they arise, and what did you do to manage them?
Ironically, this assessment process is actually easier and less expensive than the PMP if you are actually working as a project manager with real decision making authority. There is no need for expensive and time-consuming prep courses nor for hours of memorizing terms and data flows. It takes most project managers 6-8 hours to prepare their documentary evidence, and the interview itself is typically less than 2 hours.
We offer certification at two levels: project manager and senior project manager. Each level has minimum requirements for the project management complexity of the projects you managed and requires three years of full-time equivalent experience as a project manager. The certification marks are aCPP.C and aCPP.B respectively, and both are recognized by all of the other IPMA Member Associations.
One of the things I like best is that you must satisfy 100% of the performance criteria in order to be judged competent. Would you rather hire a project manager who has demonstrated that he or she has actually managed a non-trivial project successfully? Or an individual contributor that passed a multiple choice test with 61% correct?
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{ 18 comments… read them below or add one }
Thanks for the low-down Bill! Very informative!
Thanks for the low-down Bill! Very informative!
Bill,
Interesting approach. As the PP&C Lead and VP of Program Management I woudl be unable to qualified for the AASPM certifiation. Our work is either classified, restricted distribution, or competitive confidential. No tangible evidence of me work could be submitted for review.
Bill,
Interesting approach. As the PP&C Lead and VP of Program Management I woudl be unable to qualified for the AASPM certifiation. Our work is either classified, restricted distribution, or competitive confidential. No tangible evidence of me work could be submitted for review.
Glen –
We do have assessors with various levels of clearance, and we’re happy to sign an NDA to protect confidential information. That’s usually enough for most applicants. If not, we’ll work to try to find an accommodation.
If not … so be it. You can always use the GAPPS standard to perform an internal assessment.
Duncan
William R. Duncan, Project Management Partners
Primary author of the original version of “A Guide to the Project Management Body of Knowledge”
Board Chair, PMCert, the independent certification body of asapm
Glen –
We do have assessors with various levels of clearance, and we’re happy to sign an NDA to protect confidential information. That’s usually enough for most applicants. If not, we’ll work to try to find an accommodation.
If not … so be it. You can always use the GAPPS standard to perform an internal assessment.
Duncan
William R. Duncan, Project Management Partners
Primary author of the original version of “A Guide to the Project Management Body of Knowledge”
Board Chair, PMCert, the independent certification body of asapm
That gives me pause too Glen. Like Bill said, I’m sure they would work with them but being a federal contractor some agencies are more likely to cooperate than others. In addition, since I am one of many project managers who all own our own little pieces of a large complex project, does my experience qualify even though I’m not the lead project manager?
I wonder if a simulated project could be something that is a valid test of competency in the future? Instead of being given questions about knowledge, it would be a step-by-step progression through a project where your choices impact future possibilities, etc. Almost like one of those choose your own adventure books, but the projects are based on real world examples and not something that someone would be able to go to a boot camp and pass without a good amount of experience. Could even have video integrated to simulate meetings, etc. Hmm….might be a good self-study course or something anyway.
That gives me pause too Glen. Like Bill said, I’m sure they would work with them but being a federal contractor some agencies are more likely to cooperate than others. In addition, since I am one of many project managers who all own our own little pieces of a large complex project, does my experience qualify even though I’m not the lead project manager?
I wonder if a simulated project could be something that is a valid test of competency in the future? Instead of being given questions about knowledge, it would be a step-by-step progression through a project where your choices impact future possibilities, etc. Almost like one of those choose your own adventure books, but the projects are based on real world examples and not something that someone would be able to go to a boot camp and pass without a good amount of experience. Could even have video integrated to simulate meetings, etc. Hmm….might be a good self-study course or something anyway.
Josh –
Re simulations … there are several out there that are quite good. We looked at several that included videos, team meetings, phone calls from clients, painful surprises, and other nice touches. One even attempts to create a degree of physical stress by forcing the participants to work over-long hours. But while many of these seemed good approaches to development, we did not feel that they were comprehensive enough to serve as assessment vehicles.
Re confidentiality … if an NDA is not sufficient, that suggests to me that your organizations does not use any consultants or subcontractors. None. All your work is done by employees? If you do use consultants or subcontractors, what difference do you see between them and an outside assessor?
Re projects and subprojects … if you have clear responsibility for a subproject with identifiable boundaries, then as long as that subproject meets the minimum project management complexity requirements, you can use it for assessment. If your responsibilities are unclear and overlapping, then it becomes difficult to assess what you did vs. what your co-workers did. The standards of performance-based competency assessment require that the assessors determine if the evidence is that of the candidate. If we can’t determine that, we can’t state that you have satisfied the performance criteria … and that is as it should be.
Finally, certification is a service, not a right. You can choose to buy it or not. Obviously, we hope that many people will choose to do so. We have designed a process and an approach that we think meets the needs of the vast majority of practitioners. I think it provides far more value to the candidate, to the prospective employer, and to the program and project management community than the offerings of “that other organization.”
Duncan
William R. Duncan, Project Management Partners
Primary author of the original version of “A Guide to the Project Management Body of Knowledge”
Board Chair, PMCert, the independent certification body of asapm
Josh –
Re simulations … there are several out there that are quite good. We looked at several that included videos, team meetings, phone calls from clients, painful surprises, and other nice touches. One even attempts to create a degree of physical stress by forcing the participants to work over-long hours. But while many of these seemed good approaches to development, we did not feel that they were comprehensive enough to serve as assessment vehicles.
Re confidentiality … if an NDA is not sufficient, that suggests to me that your organizations does not use any consultants or subcontractors. None. All your work is done by employees? If you do use consultants or subcontractors, what difference do you see between them and an outside assessor?
Re projects and subprojects … if you have clear responsibility for a subproject with identifiable boundaries, then as long as that subproject meets the minimum project management complexity requirements, you can use it for assessment. If your responsibilities are unclear and overlapping, then it becomes difficult to assess what you did vs. what your co-workers did. The standards of performance-based competency assessment require that the assessors determine if the evidence is that of the candidate. If we can’t determine that, we can’t state that you have satisfied the performance criteria … and that is as it should be.
Finally, certification is a service, not a right. You can choose to buy it or not. Obviously, we hope that many people will choose to do so. We have designed a process and an approach that we think meets the needs of the vast majority of practitioners. I think it provides far more value to the candidate, to the prospective employer, and to the program and project management community than the offerings of “that other organization.”
Duncan
William R. Duncan, Project Management Partners
Primary author of the original version of “A Guide to the Project Management Body of Knowledge”
Board Chair, PMCert, the independent certification body of asapm
Thanks Bill. Good points. Since we do EVM per the size of our project, and my role is well defined, it sounds like it would qualify per the asapm guidelines. I’ll be thinking more about IPMA certification…
Thanks Bill. Good points. Since we do EVM per the size of our project, and my role is well defined, it sounds like it would qualify per the asapm guidelines. I’ll be thinking more about IPMA certification…
Bill,
The issue is more subtle. Working for government agencies and contractors is more complex that NDAs. We always have and NDA. That NDA in every case prohibits sharing information beyond the direct purpose of the program.
Security is a seperate issue. Minimal levels restrict sharing beyond direct use. Higher levels of course restrict access to anyone outside the program.
The core issue with competency based assessments for us working in these domans is the ability to provide tangible evidence to an outsider.
NDA’s are between the provider and the consumer, rarely between the assessor.
That said, it is likely irrelavent in the absence of a “pull” demand for such certifications. In A&D PMP for Planing and Controls staff is rare, since the “management” of a program belongs to the Program Manager.
Bill,
The issue is more subtle. Working for government agencies and contractors is more complex that NDAs. We always have and NDA. That NDA in every case prohibits sharing information beyond the direct purpose of the program.
Security is a seperate issue. Minimal levels restrict sharing beyond direct use. Higher levels of course restrict access to anyone outside the program.
The core issue with competency based assessments for us working in these domans is the ability to provide tangible evidence to an outsider.
NDA’s are between the provider and the consumer, rarely between the assessor.
That said, it is likely irrelavent in the absence of a “pull” demand for such certifications. In A&D PMP for Planing and Controls staff is rare, since the “management” of a program belongs to the Program Manager.
Glen –
I understand that some organizations will not be interested in performance-based certifications. I was merely trying to point out that security and confidentiality concerns are not a show stopper.
Duncan
Glen –
I understand that some organizations will not be interested in performance-based certifications. I was merely trying to point out that security and confidentiality concerns are not a show stopper.
Duncan
Glen and Josh,
Keep in mind that because GAPPS has put these standards into the “public domain” under “creative commons” licensing, http://creativecommons.org/ you are free to download them and use them internally at no cost, subject to the relatively minor restrictions regarding attribution. (See the licensing agreement, page 2)http://www.globalpmstandards.org/project-manager-standards/general/download-latest-update/
Right now, my company has two clients who have downloaded them and are the process of incorporating them into their own, internal standards. Likewise, I am on a board that is using the GAPPS standards as the basis for AACE’s C3PM. But we are going BEYOND project manager and incorporating program and asset manager standards.
It sounds to me like you are thinking of how “other” organizations treat copyrighted materials which is one of the reasons people like Bill and I are so supportive of what GAPPS is doing. So be our guests- download them, adopt them, adapt them, modify them or expand them, but if you do use them in whole or in part, please give appropriate credit and if you do see any measurable improvements after moving from knowledge based to competency based credentialing, then by all means, capture, analyze and publish that data.
BR,
Dr. PDG, Jakarta
http://www.getpmcertified.com
Glen and Josh,
Keep in mind that because GAPPS has put these standards into the “public domain” under “creative commons” licensing, http://creativecommons.org/ you are free to download them and use them internally at no cost, subject to the relatively minor restrictions regarding attribution. (See the licensing agreement, page 2)http://www.globalpmstandards.org/project-manager-standards/general/download-latest-update/
Right now, my company has two clients who have downloaded them and are the process of incorporating them into their own, internal standards. Likewise, I am on a board that is using the GAPPS standards as the basis for AACE’s C3PM. But we are going BEYOND project manager and incorporating program and asset manager standards.
It sounds to me like you are thinking of how “other” organizations treat copyrighted materials which is one of the reasons people like Bill and I are so supportive of what GAPPS is doing. So be our guests- download them, adopt them, adapt them, modify them or expand them, but if you do use them in whole or in part, please give appropriate credit and if you do see any measurable improvements after moving from knowledge based to competency based credentialing, then by all means, capture, analyze and publish that data.
BR,
Dr. PDG, Jakarta
http://www.getpmcertified.com
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