W18_Austin_Building Professional Competency in Project Management

1.    Problem recognition, definition and evaluation

In a flexible project management model individuals have to be capable of incorporating and contributing with their knowledge and experience to the management process as well as taking part in the analysis and solution of problems that hinder quality increase and productivity within the enterprise. Hence, the problem statement is to determine the best methods of building professional competency in Project Management.

2.    Development of the feasible alternatives

Generally, there are six standard levels of professional competency that could be acquired either by means of a formal educational system, informal training or work experience. These levels of competency are connected with the degree of complexity and diversity of tasks in order to fulfill an occupational purpose.

Alternatives:

1.    Formal education – This method of competency development corresponds to technical and technological higher education.

2.    On the job training – This method relates to vocational education designed to provide the necessary skills for a specific job or career.

3.    Work experience – This method involves continuing exposure or active involvement in an activity or process over a period of time that leads to an increase in knowledge or skill.

4.    Brainstorming – This method involves an intensive group discussion to generate creative ideas spontaneously, usually for problem-solving.

5.    Inborn talent – This method involves an unusual natural ability to do something well, especially in artistic areas that can be developed by training.

6.    Innovation – This method involves the act or process of inventing or introducing something new or transformational, producing new idea, process or product for which there was no predecessor. 

3.    Development of the outcomes and cash flows for each

4.    Selection of the acceptable criteria

Among selected attributes subject to ordinal ranking, analytical and innovative are the top most ranked attributes, hence work experience and on the job training have highest attributes scores of 35 and 30 respectively, and therefore rated best methods of building professional competency in project management.

5.  Analysis and Comparison of the alternatives

Formal educational system, brainstorming and talent focus primarily on theoretical and professional practice as a way of learning, while work experience and on the job training focus on technical and technological training, for sustainable competency improvement.

6.    Selection of the preferred alternative

Work experience and on the job training with the highest scoring attributes, are therefore considered more effective and efficient methods of acquiring professional competency development and improvement in project management.

7.    Performance Monitoring and Post Evaluation of Results

Work experience and on the job training with the highest scoring attributes would therefore be important in future decisions for building, developing and improving professional competency in project management.

8.    References/Bibliography

1.    Dr. Paul D. Giammalvo, CDT, CCE (#1240), MScPM, MRICS: www.build-project-management-competency.com.

2.    Humphreys, G. C. (2011). Project Management Using Earned Value (2nd ed. Chap 4 P.91-P.110-Responsibility Assignment Martix Case study). Humphreys & Associates, Inc. Retrieved from: http://www.humphreys-assoc.com/evms/project-management

3.    Thomas, F. Lyons (2012). Levels in Organizations and Role Clarity.Role clarity, need for clarity, satisfaction, tension, and withdrawal. Retrieved from:

http://dx.doi.org/10.1016/0030-5073(71)90007-9, How to Cite or Link Using DOI