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The Assessment Model

The successful project professional must offer an unusually wide range of abilities. At its core, project management ability is represented by the Body of Knowledge (PMBoKs), as published by the professional institutions: the APM and PMI. Of course knowledge is not the only form of competence; for managing projects, skills are also important, as are personal qualities.

The PMBooks do however map and represent the universal abilities that are required of all project managers. Additionally, and depending on the position held, other abilities are needed to manage the context of the project being managed. These might include sector and technology familiarity, knowledge of the business and organisation and skills required of a manager, beyond those required for managing projects.

PMSelect assess professionals when reviewing career development and when considering their suitability for new positions. The model above 'The Proficient Project Professional' shows four factors, together combining to provide the professional ability to provide the behaviours required. A Recruitment Requirement can also be defined using the model.

The Factors are defined here:

1. COMPETENCE TO MANAGE - see Twenty Keys
The abilities to manage the components and processes of a project
eg the life-cycle; team managing; leadership; resource management; planning and control; etc

2. PROFESSIONAL EXPERIENCE - see Twenty Keys
The abilities required as furnished from a project professional's career experience
eg types of complexity; organisation maturity; project drivers; sector know-how; etc.

3. PERSONAL FOCUS (or Specialisation)
The abilities enabling a specialist contribution to a project
eg technical specialisation; programme office; political prowess; cross-cultural ability; etc.

4. PERSONAL QUALITIES
Aspects of personality and its maturity that contribute to success as a project manager
eg tenacity; bravery; emotional intelligence; integrity; judgement; MBTI profile

The assessment process

For recruitment, an assessment plan is developed as part of the overall project plan for the assignment. The plan and selection methods are chosen to suit the Recruitment Requirement and the level at which the appointment is to be made.

The plan is normally arrange in three stages, each stage acting as a filter, and applying progressively rigorous selection criteria with the field of candidates reducing in size at each stage. The client will usually wish to introduce final choice candidates to executives and potential colleagues at the final stage.

Stage One - Short-Listing
This provides for a first filter of candidates and then Pre-selection.

Selection methods are chosen from

Stage Two - Assessment of the short-list candidates
Normally, this is accomplished using an Assessment Centre or Executive Assessment

Assessment Centre
Typically used when multiple appointments are to be made
Selection methods are chosen from

  • Candidate Presentation
  • Interviews
  • Case Study Interview
  • Group Exercise
  • Psychometrics

or

Psychologist's Executive Assessment
Typically used for director level appointments.
Selection methods are chosen from

  • Strategy Case Study
  • Case Study Review
  • OPQ (Saville and Holdsworth)
  • MBTI (Myers Briggs)
  • Cognitive tests
  • Role Play
  • Competency based interview

Stage Three - Final Client Interviews

The Recruitment Requirement
Planning a Recruitment Assignment
A DIY guide to Search
Career Planning
The Universal Project Manager
Twenty Keys
Customer Stories
Assessment Centres
The Assessment Model
Self Assessment

 


Employers

 


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