I haven’t been very reliable about posting here regularly. Part of the reason is that I often get involved in LinkedIn discussions about subjects that are near and dear to my heart … like project management competence. So in lieu of copying my comments in here, please take a minute to skim this thread: What are the true indicators of PM competence? And don’t forget to pay particular attention to my...

I’ve been getting a fair number of questions recently about “performance based competencies,” and it’s been quite a while since I posted anything here, so I decided to kill two birds with one stone and post something on the topic. The following text is adapted from the GAPPS Project Manager Framework. Competent comes from the Latin root competere which means “to be suitable.” In today’s workplace, the term “competent” is generally used to describe someone who is sufficiently skilled to perform a specified task or to fill a defined position — a competent...

A slightly edited version of a recent LinkedIn post … this all started with a question that asked, “is scope, cost, and schedule enough to determine ‘project success.’” I responded with my usual position that “project success” is not an absolute, and that there were two dimensions to project success: project management success and product success. A couple of others continued to suggest using “project success” as the term for what I call “project management success.” My most recent comment follows ..’ We’re close...

Once again, from a LinkedIn discussion … someone posted a question. “Is project management an art or a science?” There were nearly 30 comments, most of which argued “both,” and most of which leapt right into the discussion without bothering to define their terms. So here is my post: As is my wont, I checked the dictionary … There are two definitions of science: the study of the natural world, and an organized body of knowledge. Project management does NOT meet the first definition; it does satisfy the second. So we can say PM is a science, but not according...

Fun discussion over on LinkedIn: http://www.linkedin.com/groupItem?view=&gid=37888&type=member&item=37008478&commentID=27691092&report%2Esuccess=8ULbKyXO6NDvmoK7o030UNOYGZKrvdhBhypZ_w8EpQrrQI-BBjkmxwkEOwBjLE28YyDIxcyEO7_TA_giuRN#commentID_27691092 Scroll down past the first 10-15 responses.

Hal Macomber writes a lot of good stuff about soft skills in project management. Here’s a link to one of his posts that I like. Stop by and tell him I said, “hi.” http://www.reformingprojectmanagement.com/lenses/project-leadership/ten-new-rules-for-project-managers/ Why did I put “new” in quotes? Because there really isn’t much that’s new in Hal’s list. These are all things that I was taught to do way back in the 1980s and 1990s. So why have so many project managers lost their way? I think one of the key contributors is our community’s...

GAPPS is the Global Alliance for Project Performance Standards. asapm is a founding member of GAPPS, and we continue to be active in supporting their standards development efforts. We also use their standards as part of our implementation of IPMA’s Four-Level-Certification (4-L-C) Program. GAPPS has recently released an Exposure Draft of a performance-based competency standard (PBCS) for program managers. You can download it here: http://www.globalpmstandards.org/ Comments are due by October...

I got an email earlier today from an asapm member who wanted an answer to the title questions above. I told him “yes,” and he then quoted my words from the 1996 version of A Guide to the Project Management Body of Knowledge back to me: “The activity list must include all activities which will be performed on the project. It should be organized as an extension to the WBS to help ensure that it is complete and that it does not include any activities which are not required as part of the project scope.” (emphasis added) To me, this argument is a total waste of time. This is...