An initial Framework of a Competency-based project management

Mikhail RozhkovPhD Candidate, PolyUmail: mnrozhkov@gmail.com

Mikhail ROZHKOV, C.F. Cheung and Eric Tsui   Knowledge Management Research Centre,

Department of Industrial and Systems Engineering, The Hong Kong Polytechnic University

What I’m going to talk about?

1. The role of employee’s competencies in innovation projects

2. Framework of a Competency-based project management

3. Framework’s application

Current project management issues: literature review…

1) Requirements of being open-innovative, active in the web environment, flexible

2) Using virtual and remote workers3) Organization network cooperation is required4) High project complexity

Human resources are the critical factor to handle these issues

Success factors of innovation projects: research results…

• Croatian Community Innovation Survey (2004 – 2009)

• The sample: 979 – Potential innovators – Successful innovators

* “Surmounting innovation project failure”, Ljiljana Božić and Sonja Radas The Institute of Economics, Zagreb. MEIDE 2010, 27 28 May 2010‐

Failure and success factors for innovations projects

• Lack of qualified personnel• Lack of information on technology• Problems with finding a partner for cooperation

• New design and packaging• Continuous R&D• Presence on international market• Cooperation (for new product new to the market only)

• Lack of internal sources of finances • Lack of external sources of finances • Innovation costs too high• Lack of demand• Strong competition

• New distribution methods• Total R&D• Public funding

Failures predictors Success enablers

Significant

Not related

* “Surmounting innovation project failure”, Ljiljana Božić and Sonja Radas The Institute of Economics, Zagreb. MEIDE 2010, 27 28 May 2010‐

Failure and success factors for innovations projects

• Lack of qualified personnel• Lack of information on technology• Problems with finding a partner for cooperation

• New design and packaging• Continuous R&D• Presence on international market• Cooperation (for new product new to the market only)

• Lack of internal sources of finances • Lack of external sources of finances • Innovation costs too high

• Lack of demand• Strong competition

• New distribution methods• Total R&D• Public funding

Failures predictors Success enablers

Significant

Not related

* “Surmounting innovation project failure”, Ljiljana Božić and Sonja Radas The Institute of Economics, Zagreb. MEIDE 2010, 27 28 May 2010‐

Finance-based factors

Market-based factors

• Lack of qualified personnel• Lack of information on technology• Problems with finding a partner for cooperation

• New design and packaging• Continuous R&D• Presence on international market• Cooperation (for new product new to the market only)

• Lack of internal sources of finances • Lack of external sources of finances • Innovation costs too high• Lack of demand• Strong competition

• New distribution methods• Total R&D• Public funding

Failures predictors Success enablers

Significant

Not related

* “Surmounting innovation project failure”, Ljiljana Božić and Sonja Radas . The Institute of Economics, Zagreb. MEIDE 2010, 27 28 May 2010‐

Human-based factors

Failure and success factors for innovations projects

What is «competency»?

The observed behavior

Knowledge and skills

Motivation and attitudesPersonal traits

Competency

*adopted from presentation of Gregory Finkelshtein, ECOPSY Consulting

Task i

C1

C2

Employee A

C1

C2C3

Task j

C3

C4

C1

C2

C3

Employee BC1C2C3C4

30%

70%

30%

70%

10%

90%

80%

20%

Predicted performance level for A and B for

tasks i and j

A

B

A

B

Required competences

Available competences

Competency-based performance prediction

Compatibility to

requirements

*adopted from presentation of Anton Trunovich, Willgrade

Ways to improve of competency-based project management…

1. Consider competencies as dynamic parameter

2. Consider mutual correspondence (matching) between manager, team, project and environment

3. Consider structures (diversity) of competencies as significant factor

Number of “learning units“(production units, time periods)

Resource using level (hours, money)

Coefficient b values

Learning curves

Number of “learning units” (projects, time periods)

Competency level

Coefficient b values

Competency developing curves

Project ManagerProject

Environment

Project Performance

Team

Mutual correspondence (matching) of framework factors

Mutual correspondence

(MC)

• Competencies required (level)

• Size/value • Cooperation required• Competencies required

• Competencies required (level, structure)

• Strategy• Cooperation network• Project support•HR-management

• Management style• Culture (values)

• Culture (values)• Motivation system

• Competencies (level)

• Management style• Values• Motivation

• Personality• Learning style• Communication and management style

• Competencies (level, structure)

•Personality•Learning style• Communication and working style

• Values• Motivation

Project ManagerProject

Environment Team

• Competencies required (level)

• Size/value • Cooperation required• Competencies required

• Competencies required (level, structure)

• Strategy• Cooperation network• Project support•HR-management

• Management style• Culture (values)

• Culture (values)• Motivation system

• Competencies (level)

• Management style• Values• Motivation

• Personality• Learning style• Communication and management style

•Competencies (level, structure)

•Personality•Learning style• Communication and working style

• Values• Motivation

Project ManagerProject

Environment Team

• Competencies required (level

• Size/value • Cooperation required• Competencies required

• Competencies required (level, structure)

• Strategy• Cooperation network• Project support•HR-management

• Management style• Culture (values)

• Culture (values)• Motivation system

• Competencies (level)

• Management style• Values• Motivation

• Personality• Learning style• Communication and management style

• Competencies (level, structure)

•Personality•Learning style• Communication and working style

• Values• Motivation

Project ManagerProject

Environment Team

• Competencies required (level)

• Size/value • Cooperation required• Competencies required

• Competencies required (level, structure)

• Strategy• Cooperation network• Project support•HR-management

• Management style• Culture (values)

• Culture (values)• Motivation system

• Competencies (level)

• Management style• Values• Motivation

• Personality• Learning style• Communication and management style

• Competencies required (level, structure)

•Personality•Learning style• Communication and working style

• Values• Motivation

Project ManagerProject

Environment Team

Applications Single innovation projects / start-upsCorporations

Completed projects analysis

(failure/success analysis)

Decision supporting for hiring of project

team and/or manager

Training and learning needs assessment

Current projects’ “bottlenecks”

analysis/prediction

Project management practice improving

Framework applications

Less risk of failure

Cost efficiencyMore flexible teams

Hiring “right” peopleBetter project portfolio and

cooperation network management

Benefits

Target pr jects!

Product development

projects

Software development

projects

Other Innovation projects

Marketing projects

Thank you!

Mikhail ROZHKOVPhD Candidate, PolyU

mail: mnrozhkov@gmail.com