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Project Management Competence: Building Key Skills for Individuals, Teams, and Organizations
By J. Davidson Frame
258 pages
- Contributors:
- Publisher:
- Jossey-Bass
- Place of publication:
- San Francisco
- Publication year:
- 1999
- Subjects:
Synopsis
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 ...
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.
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Table of contents
The first page of every section is available free to non-members – click a section heading to start reading now!
- Project Management Competence iii
- Title Page v
- Contents ix
- Preface xi
- The Author xvii
- Project Management Competence xix
- Part One - Project Management Competence for the Successful Organization 1
- Chapter One - Developing Project-Competent Organizations 3
- Chapter Two - L Why Competence Pays 18
- Chapter Three - Uncovering Organizational Pathologies 31
- Part Two - The Competent Project Professional 43
- Chapter Four - The Project Professional's Knowledge Base 45
- Chapter Five - Developing the Project Management Knowledge Base 62
- Chapter Six - Developing People Management Skills the Soft Side of Project Management 79
- Chapter Seven - Developing Business-Related Competence 96
- Chapter Eight - Assessing Individual Competence 112
- Project Management Competence iii
- Title Page v
- Contents ix
- Preface xi
- The Author xvii
- Project Management Competence xix
- Part One - Project Management Competence for the Successful Organization 1
- Chapter One - Developing Project-Competent Organizations 3
- Chapter Two - L Why Competence Pays 18
- Chapter Three - Uncovering Organizational Pathologies 31
- Part Two - The Competent Project Professional 43
- Chapter Four - The Project Professional's Knowledge Base 45
- Chapter Five - Developing the Project Management Knowledge Base 62
- Chapter Six - Developing People Management Skills the Soft Side of Project Management 79
- Chapter Seven - Developing Business-Related Competence 96
- Chapter Eight - Assessing Individual Competence 112
- Part Three - The Competent Project Team 135
- Chapter Nine - L Project Team Competence 137
- Chapter Ten - Assessing Team Competence 156
- Part Four - The Project Competent Organization 177
- Chapter Eleven - Organizational Project Competence 179
- Chapter Twelve - Assessing Organizational Competence 199
- Chapter Thirteen - Conclusion Arriving at Competence 213
- References 221
- Index 225