Project Management Competence
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- Wiley
More About This Title Project Management Competence
English
This is the first book to promote project management competence on all three levels necessary for overall effectiveness. J. Davidson Frame uses the guidelines he helped develop for the renowned Project Management Institute to define the most important competencies for individuals, teams, and organizations. He then provides development strategies and diagnostic tools to build and evaluate these competencies throughout the company. Frame paints a portrait of what the competent project manager looks like, how the competent project team operates, and how their efforts are supported by the project-competent organization.
English
J. DAVIDSON FRAME is dean of academic affairs at the newly formed University of Management and Technology (UMT) in Arlington, Virginia. Prior to joining UMT, he established the project management program at The George Washington University. He is the author of seven books, including Managing Projects in Organizations and The New Project Management.
English
Preface.
The Author.
PROJECT MANAGEMENT COMPETENCE FOR THE SUCCESSFULLORGANIZATION.
1. Developing Project-Competent Organizations.
2. Why Competence Pays.
3. Uncovering Organizational Pathologies.
THE COMPETENT PROJECT PROFESSIONAL.
4. The Project Professional's Knowledge Base.
5. Developing the Project Management Knowledge Base.
6. Developing People Management Skills: The Soft Side of ProjectManagement.
7. Developing Business-Related Competence.
8. Assessing Individual Competence.
THE COMPETENT PROJECT TEAM.
9. Project Team Competence.
10. Assessing Team Competence.
THE PROJECT-COMPETENT ORGANIZATION.
11. Organizational Project Competence.
12. Assessing Team Competence.
13. Conclusion: Arriving at Competence.
References.
Index.
The Author.
PROJECT MANAGEMENT COMPETENCE FOR THE SUCCESSFULLORGANIZATION.
1. Developing Project-Competent Organizations.
2. Why Competence Pays.
3. Uncovering Organizational Pathologies.
THE COMPETENT PROJECT PROFESSIONAL.
4. The Project Professional's Knowledge Base.
5. Developing the Project Management Knowledge Base.
6. Developing People Management Skills: The Soft Side of ProjectManagement.
7. Developing Business-Related Competence.
8. Assessing Individual Competence.
THE COMPETENT PROJECT TEAM.
9. Project Team Competence.
10. Assessing Team Competence.
THE PROJECT-COMPETENT ORGANIZATION.
11. Organizational Project Competence.
12. Assessing Team Competence.
13. Conclusion: Arriving at Competence.
References.
Index.
English
"In today's world of complex projects, having good projectmanagement credentials on paper just isn't enough. Dr. Frameprovides us with the tools we need for measuring project managementcompetency and for defining what competencies our project managersmust possess."(James L. Gallagher, president, WestinghouseGovernment and Environmental Services Company)
"It is no longer enough to assemble 'smart people' to get the jobdone. Effective organizations need project management competencies.Frame's book provides the path for developing those competencies,enabling the organization to reach a higher level ofcompetitiveness."(Thomas A. Tarnow, vice president, Morgan Stanley& Company)
"It is no longer enough to assemble 'smart people' to get the jobdone. Effective organizations need project management competencies.Frame's book provides the path for developing those competencies,enabling the organization to reach a higher level ofcompetitiveness."(Thomas A. Tarnow, vice president, Morgan Stanley& Company)
