Critical Appraisal of Project Management Competencies – A Case Study
Kankana Mukhopadhyay Associate Professor, Contact: +919674366605 Email:
[email protected]
Sanjib Biswas Assistant Professor, Contact: +919051519095 Email:
[email protected]
Calcutta Business School, D.H. Road, Bishnupur-743503, 24 Parganas(S), West Bengal.
Abstract
Competency Based Project Management is the key tool for every project oriented firm to be in a strategically sustained advantageous position. This paper is a cross-sectional case study of Competency Management initiatives in a small scale project based firm. The general aim of the study is to investigate how a project based firm developed and integrated Competency Based Project Management tool with existing organizational structure, and to pinpoint opportunities and pitfalls by mapping and categorizing the Project Related Competencies required by the company. The paper concludes with a number of tested hypotheses and propositions that may be used for further investigation into how firms may go about to optimally organize their competency management strategies. Keywords: Project, Project Management, Project Manager, Skills, Competency, Competency Management 1. Introduction Project management has been around since the beginning of civilization. Mankind has launched projects of sizes varying from small projects to massive projects since the time man learnt to use primitive tools for his survival. Project management seems to have captured the attention of all those who are looking for results. Today anyone holding a responsible position in a project is a Project Manager and he pursues his own style in discharging his so called project management responsibilities. Project management enables managers to plan even bold and massive projects. They do it using their authority, mental faculties and leadership abilities with the project management tools available to us today. A project is an activity with specific goals which takes place over a finite period of time. A project can thus be defined in terms of its distinctive characteristics i.e., A project is a temporary endeavor undertaken to create a unique product or service. Temporary means that every project has a definite beginning and a definite end. Unique means that the product or service is different in some distinguishing way from all other products or services. Therefore, Project Management is the art of maximizing the probability that a project delivers its goals on Time, within Budget and ensuring Quality.
Project management is the application of knowledge, skills, tools, and techniques to perform activities to meet project requirements. In this context, human contribution is of enormous importance. 1.1. Scope of HRM in project management People are the integral part of a project’s success. The projects are resource constrained. The management of the human resources on a project has a major impact on the project’s success or failure. Of course, this study has taken a general view that, human resource processes are strongly influenced by the human resource policies and procedures of the delivery organization. Much has been written about dealing with people in the operations of an ongoing enterprise; leading, communicating, delegating, motivating, team building, recruiting, appraising, etc. Much of that knowledge is directly applicable to leading and managing people in a project environment and the project manager should be familiar with it. 2. Concept of Competency Skill is the individual’s ability to accomplish a task. The person may possess inherent talent. But, that does not mean he is competent. Furthermore, we need to have a driving force which guides us to apply our talent and skill to accomplish the task which is often called as attitude. Therefore, competency is the combination of knowledge, skill and attitude.
2.1. Contribution of human competency in project management A very vital part of Project Management is project team selection. In order to select an appropriate team for a specific project it is to be identified who are best capable of doing what, i.e., who are possessing distinctive competencies and in what disciplines. Distinctive Competency differentiates the superior performer from the average performers as a result this concept can be utilized in formation of a cross-functional project related teams. Therefore, competency describes behaviors that excellent performers exhibit much more consistently than average performers (mastery level ability as compared to basic level ability). The competency model can be conceptualized in this regard. A competency model is a written description of the competencies required for fully successful or exemplary performance in a job category, work team, department, division, or organization. Competency identification and modeling can be beginning point for strategic development plans linked to organizational and individual needs. The obvious question that may arise regarding this is:
What are the relevant competencies for the organization or for the successful completion of a project? The answer is Organizational competencies are functional capabilities and experience a firm possesses by virtue of the way it integrates and blends the individual skills of its employees to achieve a client benefit or make a significant contribution to the organization’s financial health. 3. Research objectives Objectives of Research are to address the following areas: 1.
Identification of project related competencies required for successful accomplishment of the project.
2.
Identification of the competencies that an individual needs to possess to become a successful professional in project management.
3.
Preparation of Competency Based Database related to Project Management considering the relevant competencies.
Hypothesis Following hypotheses are formulated for this study: Ho1:
Relevant competencies are specific to the job context.
Ho2:
The job incumbents possess the relevant competencies to a certain extent.
Ho3:
The benchmark levels of the competencies are project specific.
Ho4:
The competencies can be developed as per the project requirements.
4. Research Design Business and nonprofit organizations or project organizations require many competencies covering a range of functional activities (production, marketing, distribution, etc.) in order to be successful. Certain fundamental competencies are required by all organizations in order to operate effectively and carry out their mission. These competencies are called “table stakes” and define the standard level of competency the organization needs to sustain operations. To conduct a pilot survey in an Information Technology based project oriented firm we primarily focused on identification of Project Management Competencies in consultation with the industry experts. 4.1. Critical project leadership competencies
We have considered competencies as a cluster of knowledge, skills, and attitudes (KSAs) demonstrated in a particular performance context. So, in a project specific area what are the competencies need to be present are to be analyzed.
4.2. Broad Research Question: What project related competencies are most critical for organizational effectiveness? The critical project related competencies are identified in consultation with the industry experts. The Competency Domains are: –
Project Management Competencies
–
Customer Management Competencies
–
Team Management Competencies and
–
Self-Management Competencies
4.3. The Project Leadership Competencies 1.
Project Management Competencies
-
Coordinating
-
Reporting
-
Producing Competitive Proposals & Bids
-
Managing Deliverables
-
Managing Budgets
-
Propagating Organization’s Mission
-
Facilitating Organizational Learning
-
Demonstrating Basic Functional
2.
Customer Management Competencies
-
Developing a Project Vision
-
Managing Customer Expectations
-
Acquiring Customer Knowledge
-
Managing Customer Relationship
-
Promoting Customer Reputation
-
Managing Project Hand-Off
-
Developing Follow-on Business
Competence
4.
Self-Management Competencies
3.
Team Management Competencies
-
Establishing
-
Staffing Teams
-
Developing Effective Teams
-
Orienting Team to Task
-
Organizing, Planning, & Coordinating
-
Engaging in Self-Development
Team Activities
-
Balancing Demands of Multiple
&
Maintaining
Professional Networks -
Establishing
&
Maintaining
Friendship Networks
Projects
-
Managing Team’s Performance
-
Building a Positive Team Environment
-
Managing Supervisor(s)
-
Managing Team Meetings
-
Planning
-
Facilitating Team’s Knowledge of the Customer
Ahead
for
Assignments -
Managing one’s Reputation
Future
4.4. Competency and Career development of Project Leaders
Typical Career Progression of Project Managers has the following four steps. Majority of current project managers’, they transit from a team/technical leader position to a project management position.
Team Member
Team Leader
Project Manager
Program Manager
Hence, initially as a team member an individual should focus on building and developing the selfmanagement competencies and then to team-management competencies to the Team Leader level. In the next level he should work on adopting project-management competencies and then the customermanagement competencies.
5.0. Research analysis Research Questions: –
What is the typical career progression for project managers in IT organizations?
–
What factors influence promotion to a project leadership position?
–
What types of competencies needed to be a present in a successful IT project manager?
Some of the fundamental competencies and skill sets relevant to the project based organizations are considered in three broad heads as proposed by the industry experts: 1. Competency – Operational I. Resource utilization: Effectively and efficiently uses materials, supplies, part, equipment and organizational facilities. II. Quality consciousness: Constant effort to maintain and continuously improve standards through development activities. III. Customer service orientation: The ability to demonstrate concern for satisfying the external and/or internal customers. 2. Competency – Leadership I. Team leadership: Intention to take the role as leader of a team or group, i.e., the desire to lead others.
II. Managing performance: The ability to take responsibility for one’s own or one’s employees’ performance, by setting clear goals and expectations, tracking progress against the goals, ensuring feedback, and addressing performance problems and issues promptly. III. Effective delegation: The ability to delegate responsibility and to work with others and coach them to develop their capabilities. IV. Empowering others: The ability to convey confidence in employees’ ability to be successful, especially at challenging new tasks; delegating significant responsibility and authority; allowing employees’ freedom to decide how they will accomplish their goals and resolve issues. 3. Competency – Analytical) I. Planning & delivery: Anticipates work needs and critical tasks, allots priorities and responsibilities to achieve the goals. II. Specialist’s knowledge: The ability to find effective solutions by taking a holistic, abstract, or theoretical perspective. III. Analysis & problem solving: Ability to identify and define problems, collect necessary data and generate solutions for the same. 5.1. Sampling process We have conducted our pilot survey in a reputed project oriented IT firm to analyze how far the conceived competencies are important or relevant for the organization. The sample consisted of the project manager and team leaders of a particular project. Since, we have restricted ourselves within a specific project therefore; we have interrogated the project manager and four team leaders. The Project Manager selected the team leaders.
5.2. Tools and techniques used A list of relevant competencies was prepared and distributed to the sample job incumbents for their valuable opinions.
5.3. Scale definition The relative importance of the above mentioned competencies are classified in four point rating scale. The objective was to restrict the job incumbents not to mark in the middle portion of the scale. The scale is defined as: A
: 0.76 to 1.00, (The most important project management competencies)
B
: 0.52 to 0.75, (The moderately important project management competencies)
C
: 0.28 to 0.51, (The reasonably important project management competencies)
D
: 0.10 to 0.27, (The less important project management competencies)
If a competency is marked below 0.10, it is not considered as at all important for that project.
5.4. Data analysis & interpretation The following tables show the ratings given by the respondents in the three competency areas: Table 1: Competency (Operational) (Source: Self developed checklist (2009)) Sl.
Competency (Operational)
A
B
C
D
No
1.
RESOURCE UTILIZATION
2.
QUALITY CONSCIOUSNESS
3.
CUSTOMER SERVICE ORIENTATION
Figure 1:
Competency (Operational) Ratings (Source: Personal elaboration on data (2009)
It is apparent from Figure 1, that, the pre-conceived competencies are more or less relevant for the project. Specifically, Resource Utilization and Customer Service Orientation are of moderate importance as considered by the job incumbents. Since the level of quality is project specific and it is perceived by the customers, therefore, the extent of the competency Quality Consciousness will have maximum impact on effectiveness of the project. Table 2: Competency (Leadership) Source: Personal elaboration on data (2009)
Sl.
Competency (Leadership)
A
B
C
No.
1.
TEAM LEADERSHIP
2.
MANAGING PERFORMANCE
3.
EFFECTIVE DELEGATION
4.
EMPOWERING OTHERS
Figure 2: Competency (Leadership) Source: Personal elaboration on data (2009)
D
Figure 2 depicts that in case of competencies related to Leadership, Team Leadership, Managing Performance and Empowering Others are having maximum importance. Since, theses depend upon the proficiency of the leader and not directly to the organizational policies or procedures, whereas, the competency Effective Delegation to some extent depends on the existing policies and guidelines of the organizational structure. In our study we found the similar views of the respondents. Table 3: Competency (Analytical) Source: Self developed checklist (2009)
Sl.
Competency (Analytical)
A
B
C
No
1.
PLANNING & DELIVERY
2.
SPECIALIST’S KNOWLEDGE
3.
ANALYSIS & PROBLEM
SOLVING
Figure 3: Competency (Analytical) Source: Personal elaboration on data (2009)
D
The competency Analytical Planning and Delivery depends upon the proficiency of the team members in terms of formulation of the plan and execution of it. Therefore, it has got maximum impact as it is competency required to present in the team leader. The competencies Specialist’s Knowledge and Analysis and Problem Solving are also very relevant and important for the successful completion of the project. But, these competencies are individual centric and may or may not be present to the required extent amongst the team members, but, if the plan is proper and how to execute it is properly communicated then in certain cases the team members are able to deliver the same with required level of proficiency as mentioned by the respondents. Figure 4. Rating Details
Table 4. Rating Data Competencies
Rater #1
Rater #2
Rater #3
Rater #4
Rater #5
RESOURCE UTILIZATION
2
2
3
2
2
QUALITY CONSCIOUSNESS
3
3
2
3
3
ORIENTATION
3
3
2
2
2
TEAM LEADERSHIP
4
3
4
3
3
PERFORMANCE
4
3
4
3
3
EFFECTIVE DELEGATION
3
2
3
2
2
EMPOWERING OTHERS
4
3
4
2
3
PLANNING & DELIVERY
4
2
3
2
2
SPECIALIST’S KNOWLEDGE
3
2
3
2
2
3
2
3
2
2
CUSTOMER SERVICE
MANAGING
ANALYSIS & PROBLEM SOLVING
Table 5. Paired comparisons 1 Paired Competencies
RESOURCE UTILIZATION QUALITY CONSCIOUSNESS
Paired
Paired
Paired
Paired
Comparison Comparison Comparison Comparison Comparison of Rater #1
of Rater #2
of Rater #3
of Rater #4
of Rater #5
1
0
0
0
0
0
0.25
0.25
0.25
0.25
0.75
0
0.75
0
0
0.75
0
0.75
0
0
0.75
0
0.75
0
0
0.75
0
0.75
0
0
0.75
0.33
0.75
0.25
0
1
0
0.75
0
0
0.75
0
0.75
0
0
0.75
0
0.75
0
0
CUSTOMER SERVICE ORIENTATION TEAM LEADERSHIP MANAGING PERFORMANCE EFFECTIVE DELEGATION EMPOWERING OTHERS PLANNING & DELIVERY SPECIALIST’S KNOWLEDGE ANALYSIS & PROBLEM SOLVING
Table 6. Paired comparisons 2 r (R1
Competencies
and R2)
r (R1 and R3)
r (R1
r
(R1
and
and
R4)
R5)
r
r
r
(R2
(R2
(R2
and
and
and
R3)
R4)
R5)
0.75
1
r (R3
r (R3
r (R4
and
and
and
R4)
R5)
R5)
0.51
0.80
RESOURCE UTILIZATION QUALITY CONSCIOUSNESS CUSTOMER SERVICE ORIENTATION TEAM LEADERSHIP MANAGING PERFORMANCE EFFECTIVE
0.05 0.50 0.05
-0.15
0.80 0.75
DELEGATION EMPOWERING OTHERS PLANNING & DELIVERY SPECIALIST’S KNOWLEDGE ANALYSIS & PROBLEM SOLVING
6. Summary and Conclusion
The keys to a Successful Competency Management Endeavor are: 1.
Employees have to adopt the program as their own, rather than as a management dictate, including the employees assuming control of their own professional development.
2.
Supervisors have to surrender some control over employee development.
3.
Executives must ensure that employees use metrics as a tool for professional development, not as a weapon in cutthroat competition.
As enterprises turn to technology to reach the next level of corporate performance, IT organizations should identify the skills they need to meet the corporate objectives. Through a program of skills identification, IT organizations can see the holes in their coverage, set priorities for projects, define which training is required, and determine which skills may need third-party coverage. A commitment to funding for training is essential.
Rarely has a professional field evolved as rapidly as project management. It is totally different from what it was even 10 years ago. The struggle to stay abreast of new and rapidly evolving technologies, to deal with accumulated development and maintenance backlogs, and to cope with people issues has become a treadmill race as IT organizations work hard just to stay in place. A key goal of disciplined project managers is to avoid the surprises that can occur when these surprises almost always lead to bad news: canceled projects, late delivery, cost overruns, dissatisfied customers, outsourcing, termination, and unemployment.
In our study we mainly focused on a project based IT oriented organization, where the desired services by the customers are delivered in terms of successful completion of customer specific projects. In consultation with the industry experts we have conceived a list of competencies related to project management and conducted a survey with the list to see to what extent these competencies are relevant for project management. After conducting the pilot survey we had a favourable result, i.e., the pre-conceived competencies are relevant for project management. In the very next attempt, these competencies can be standardized and can be used for recruitment and selection, performance measurement and even training and developmental activities.
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