Validating a process model

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Building, validating, and implementing a PM competency model: the experience of one aerospace company.

The strategy of building, in-house, a model based on a pre-existing framework proved to be a feasible and economical approach. This paper describes and discusses the building of a Project Management Competency Model for use by a prominent aerospace company.

The paper describes the process used to construct a Project Management Competency Model.

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We use cookies to offer you a better experience, personalize content, tailor advertising, provide social media features, and better understand the use of our services.The steps in the process were briefly as follows: 1. Adapting the model to the firm's context and requirements with significant input from personnel in project and program management, human resource management, planning, marketing, and proposal development.Review of the literature and search for an appropriate model to base the rest of the project on. This process was carried out section by section for the entire competency model through a series of workshops. Each section was discussed and validated first with members of the supervising teams, then with groups of project and program management personnel and then again with the supervising teams. A scale was developed for measuring the level of mastery of each of the competencies identified in the model. Following a review of the relevant literature, an examination was made of several existing project management competency models.The firm has over 100 people in project and program management positions.The personnel are organized in a four-level hierarchy: Program Director, Program Manager, Project Manager, and Project Administrator.

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