Project Management Competence: Building Key Skills for Individuals, Teams, and Organizations

By J. Davidson Frame | Go to book overview

Chapter Ten
Assessing Team Competence

The primary objective of this chapter is to identify an approach to assessing team competence. Of the three levels of competence explored in this book—the level of individuals, of teams, and of the organization—team competence is the trickiest to address. As shown in earlier chapters, a number of tried-and-true approaches can be taken to assess the competence of individuals, such as exams, interviews, and observation of behavior over time; and the next chapter shows that in recent years useful models have been developed to assess organizational competence, such as the Capability Maturity Model and the assessment processes associated with ISO 9000, the Deming Prize, and the Baldrige Award. But regrettably, widely accepted generic techniques to assess project team performance have not been developed. This shortfall is a consequence of at least two facts: that it is difficult to measure the results of project team efforts accurately, and that it is difficult to visualize what an ideal work team should look like. Each of these issues is discussed in this chapter.


Difficulties in Measuring and
Assessing Project Team Results

Team competence is tied to the results of team efforts. Competent teams consistently produce good results, whereas incompetent teams do not. Beyond this, competent teams operate at high levels of efficiency. That is, their actual output is close to the maximum output they are capable of producing.

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