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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
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