Advertising for a job - expertise or experience?

Specific job advertisements for project managers such as this are not unusual. But are the specifics helping or hindering a client find a top-quality PM? What parts do these specific criteria actually play in the likely successful delivery of a project as compared to core project (intelligent) management skills?

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A new competency paradigm

Earlier this year, we launched our Project Management Competency Framework (PMCF) to assist our clients and partners in assessing the capability of their project management community. The framework is based on the Pelicam Health Check with a similar level of granularity and precision. It is designed to develop and enhance delivery performance.

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Competent at Competency

Many of us have responsibility for the delivery of projects. Many of us have responsibility for the people who deliver these same projects. You may have a good view of an individual’s strengths due to previous dealings, be that communication skills, leadership qualities or technical ability. Instinctively we recognise who the most capable project managers are and, not surprisingly, tend to farm the more difficult, or most important projects to them. Whilst this cherry picking is inevitable, how should we manage our portfolio of projects people in a more holistic manner and raise the game for all?

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"PRINCE2™: How to earn value"

PRINCE2™’s true value is thickly veiled behind exam cram selling. With a change in approach as suggested here, significant value is available. Previously sunk training investment can be brought to a return and new investment made with confidence.

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Raising programme and project competency in your organisation

Peter Mayer introduces a new series of management workshops aimed at improving core skills, behaviours and communication.

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