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Articles
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Title | Author(s) | Notes | Provided by |
|---|---|---|---|
Core competences for Project Managers - avoiding the need to ‘walk on water’ | Out of 103 people asked what are the most important project management competencies, 100 of those listed were people-related or ‘soft’ skills, such as being an effective leader, a good listener, having the ability to deal with conflict and so on. | ||
Project Managers and the organisations that employ them | |||
The question is often posed - ‘should the Project Manager have domain experience?’ i.e. should a manager for a construction project be a qualified engineer who has done one before? Or should the manager of an IT project have experience as a business analyst or programmer? | |||
What happens in practice is that the domain expert Project Managers believe that they are too busy to plan properly and that it is quicker and more effective to do tasks themselves than to delegate. | |||
Turner | Competent individuals are one necessary element of the competence and capability of an enterprise (number 5 in a series of 13) |
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External resources
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| Title | Source | Format and length | Notes |
|---|---|---|---|
GAPPS1 | PDF; 52 pages | A set of performance based competency definitions for project managers (requires registration to download) | |
GAPPS1 | PDF; 62 pages | A set of performance based competency definitions for programme managers (requires registration to download) | |
GAPPS1 | PDF; 33 pages | A set of performance based competency definitions for project sponsors (requires registration to download) | |
UKNOS2 |
| The search page for the database of competency units in the UK national occupational standards |
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