The power of a competency framework lies in just two things. It has to promote a common language, and to do this, it has to be entirely consistent. While this may sound simple, achieving it is the hard part. The CompFrame PMF is based on a competency architecture which is well-proven and which drives consistency.
First, each skill is defined in a clear and concise language so that anyone using the framework for any purpose understands what it is about. Next, for each level within each skill, a definition of behavior and capability at that level is crafted. And that’s the hard part. These definitions are premised on four core co-competencies, we think of them as the tyres on your high-performance car – you can have all the skill in the world but without the ability to apply it to the task in hand, it is meaningless. So what are these co-competencies?
Rubber to Road
In all of our competency frameworks, including the PMF, we define the same four co-competencies. These may overlap some of your organisational competencies, however they are essential to the framework and are invisible in use, but add depth, consistency and value.
Complexity defines the ability to deal with the skill at different levels of complexity.
It is partnered with Context, which defines the ability to understand the business context that the skill is being executed in. For example, someone from a manufacturing background may have a poor understanding of the machinery of government.
Influence talks about the ability to influence others when using the skill. An example might be stakeholder management.
Lastly, and partnered with Influence, is Autonomy, the ability to use the skill unsupervised. There is an implied scale between these two, where advancing autonomy will naturally lead to increased influence and supervisory ability.
Derived Benefits
So how does the whole pull together? Using a consistent set of definitions allows individuals to self-assess against the framework. This can be done manually, using a spreadsheet or using an online tool such as CompFrame itself. The assessment is then validated in a process approved by the organisation concerned. We recommend a peer review (optional, depending on the number of people being assessed), followed by a subject matter expert panel review, and then sign-off by the responsible manager. This may be the PMO owner or the line manager according to need. Once the skills of all staff have been validated, your organisation has a complete Project Management capability database. So how do you use it?
Realising The Value
Recruitment - Share the appropriate definitions of the skills at the level you want with your recruitment partners. For example, choose Stakeholder Management at Level 3. Share levels 2,3,4 and your recruiters will be able to assess and probe prospective candidates to ensure that they only send through those who they are sure are a 3. Of course, you will do this with a range of skills, according to your role definitions, which naturally, will have the expected skills levels embedded.
Development – See who is almost good enough and who could be stretched by a particular assignment, perhaps shadowed by someone with a complimentary skill to ensure project success.
Organisational Capability – See just how much you can deliver based on your staff capability, and input this to the portfolio planning process to better prioritise your projects earlier in the cycle. Investment Logic Mapping is a great tool to help you decide where and when to spend your money – the PMF helps you decide how to commit your resources for maximum effect.
An Integrated Solution
The PMF competency framework is just one part of the total PMF package, albeit perhaps the most important. The next section shows how the parts integrate to inform, develop and manage your project management resources.