Career Path for Project Management[1]

8/8/2019 Career Path for Project Management[1]

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Project Management

Career Ladder and Core Competencies

for Five Project Management Levels



Project Management

®

Career Ladder and Core Competenciesfor Five Project Management Levels

Prepared by the Corporate Engineering and ProjectManagement Council

Prepared by David ShelbyTeam Leader, Project Manager Career Plan TeamCorporate Engineering and Project Management Council

Approved by

Neil HagglundCorporate Vice President and Director of Corporate Technology PlanningChair, Corporate Engineering and Project Management Council



Career Ladder and Core Competencies for Five Management Levels• 1

Contents

2 Introduction

3 Five Levels of Project ManagementManageable Risk and Impact Matrix Guideline

4 Nine Project ManagementCompetencies

11 Twelve Management Competencies

21 Project Management Career LadderGrade and Level Guidelines

22 Project Manager Competency Evaluation GuideRequirements and Competencies

24 Project Management Training Curriculum



This document outlines the Project Management career path,and details the core competencies required for five levels

of Project Management.

The core competencies delineate the knowledge, skills, abilities,

experience and other characteristics which underlie effective job

performance. These requirements represent a project manager’s

performance competencies; they are the yardstick by which

project managers are measured. Professional development and

career progression usually result from an increasing knowledge,

skills, and experience. Therefore, awareness of the key job

requirements for one’s job is essential to successful job performanceand career growth.

Introduction

2 • Project Management



Five Levels of Project Management


Principal Project Mgr.

Sr Project ManagerProject Manager

Project Manager

Director, Proj. Mgmt.Principal Project Mgr.

Principal Project Mgr.Sr Project Manager

Sr Project ManagerProject Manager

V.P. Proj. Mgmt.Director, Proj. Mgmt.

Director, Proj. Mgmt.Principal Project Mgr.

Sr Project Manager

HIGH IMPACT

MEDIUM IMPACT

LOW IMPACT

LOW RISK MEDIUM RISK HIGH RISK

• PROJECT MANAGER• SENIOR PROJECT MANAGER• PRINCIPAL PROJECT MANAGER• DIRECTOR, PROJECTS• VICE PRESIDENT, PROJECTS

MANAGEABLE RISK AND IMPACT MATRIX GUIDELINE

NOTE: Risk encompasses technical risk, schedule risk, market risk, and so forth. Impact is market value against $ value,

strategic value, and so forth.

POSITIONS



Identifies customer needs and requirements. Demonstrates an understanding and know-ledge of the customer’s business. Identifies and designs new ways of exceeding customerexpectations. Manages the customer relationship and understands the impact of performanceon the customer.

Provides a common vision, and clear direction, and is able to manage apathy and resistance.Initiates challenging goals and strategies and wins team buy in. Plans activities and maps outrealistic objectives and tactics, and sets priorities. Anticipates problems and deals with themproactively. Positively influences and motivates others to establish clear, concise and common

objectives, and is able to create a sense of urgency within the team. Is able to entrust othersto establish procedures and plans that support team objectives and utilizes these to structurewin-win relationships. Sets high standards and achieves results. Provides sponsorship forcorporate and project-level initiatives

Uses computers and software applications to obtain and evaluate information, and utilizesbest available program management tools to assist in managing the program. Possesses theability to review/understand a schedule, to perform critical path analysis, and to managemultiple tasks, to prepare budgets. Is familiar with DOS, Vm/Cms, Vms, UNIX, Macintosh,Windows and other operating environments.

Tracks and evaluates project performance to established milestones and metrics. Utilizes ana-

lytical tools to identify, gather, and synthesize relevant information critical in making accurateproject decisions. Monitors individual/team performance and contributions relating to keygoals, corporate initiatives, and commitments. Tracks and evaluates project performance toestablished plans through the use of project schedules, financial reports and quality metrics.

Has the ability to creatively balance and align a project team’s focus based upon both thestrategic and tactical business objectives of all project stakeholders.

Has a firm understanding of the overall Motorola vision and can translate that into appropriatevision and goals for the project. Acts with consideration of issues, ethically and confidently, in astyle appropriate to the environment, beyond the basic necessities and staying with the plan.Delivers on promises and honors commitments. Tolerates ambiguity, shifts priorities, changes

style and responses with new approaches as required to deal with the demands of changing conditions. Is able to recognize talent and potential core PM competency skills in others anddevelops those skills through mentoring. Appropriately recognizes and rewards performancethrough the use of compensation tools. Is able to direct resources to successfully meet plans.

Nine Project Management Competencies


BUILDING CUSTOMER

RELATIONSHIPS AND

STAKEHOLDER EXPECTATIONS

LEADERSHIP

PROJECT MANAGEMENT

TOOLS AND INFORMATION

TECHNOLOGY

MONITOR PROJECT

PERFORMANCE

BUSINESS ACUMEN

MANAGEMENT SKILLS

DEFINITIONS




Has the ability to execute the project on schedule, within budget, and with “Best In Class”quality standards. Is able to assign responsibilities, delegate and empower others, and removeobstacles. Allows for and obtains needed resources. Coordinates work efforts, monitors progresand manage expertise/resources in accordance with the project management plan. Analyzesproject elements to establish project status. Takes corrective action. Identifies and managesrisks and anticipates potential problems. Develops action plans to mitigate risk. Identifies andimplements alternative solutions. Monitors, reviews, and updates the project plan. Ensures thatinterfaces are recognized and tasks are integrated as a whole. Manages the project budget.

Possesses the knowledge and ability to apply the general policies and procedures required tosuccessfully manage a project, such as: schedule/time management, cost management, humanresource management, risk management, quality management, communication management,procurement management, scope management, and project integration management.

Possesses project planning skills and the ability to develop an integrated project plansencompassing all elements of the project tasks or WBS. Develops short and long range planswhich are appropriately comprehensive, realistic and effective in meeting goals. Assists withthe development and implementation of product strategies and business plans.

PROJECT EXECUTION

PROJECT MANAGEMENT

KNOWLEDGE

PROJECT PLANNING




Is able to build awareness of customer and marketplace demands for particular features,capabilities, and services. Interfaces with the customer, suppliers, and project sponsor.

Provides project management guidance and administrative direction to employees working on a project. Supports corporate initiatives.

Is computer literate with an aptitude for office and project management applications.Has the ability to generate project status data and reports.

Obtains and summarizes current project information and milestone status versus projectperformance baseline.

Possesses an understanding of basic business principles and Motorola initiatives, as well asgoals and objectives of the business.

Is strongly committed to the mission. Has ability to develop and communicate customerneeds. Is both a systematic and innovative thinker, uses creativity in decision making to reactto changing conditions. Has cultural understanding. Champions continuous improvement,realizing the need to grow the changing environment. Has good self management skills,

including time and stress management. Is self confident, with a concern for credibility. Isselective about involvement in project issues; focuses on what is important. Possesses a pas-sion, dedication and commitment for Project Management work. Finds and empowers thebest people for their project team. Proactively gathers information and insists on results.

Drives project tasks to completion in accordance with the project schedule. Reports statusand other metrics related to an assigned project. Maintains project schedule.

Demonstrates awareness of all nine areas of project management knowledge (PMBOK)*,with a firm understanding of two. Has knowledge of at least one major project phase. Is amajor contributor to the development of the project plan.

Has the ability to coordinate the efforts of the team to develop an integrated project planand risk analysis with action plans to mitigate the risks.

BUILDING CUSTOMER

RELATIONSHIPS AND


LEADERSHIP

PROJECT MANAGEMENT


TECHNOLOGY

MONITOR PROJECT

PERFORMANCE

BUSINESS ACUMEN

MANAGEMENT SKILLS

PROJECT EXECUTION

PROJECT MANAGEMENT

KNOWLEDGE

PROJECT PLANNING

LEVEL 1: PROJECT MANAGER

*Nine PMBOK knowledge areas: 1) Project Integration, 2) Project Scope, Management, 3) Project Time Management,

4) Project Cost Management, 5) Project Quality Management, 6) Project Human Resource Management,

7) Project Communication Management, 8) Project Risk Management, 9) Project Procurement Management




Is able to align and communicate product, project, and organization capabilities with thecustomer/market/feature requirements. Is primary interface with customer/user/stakeholderon lower risk projects.

Provides guidance on team activity through leadership and support toward goals. Takes ini-tiative in executing project procedures and objectives, and implements corporate initiatives.

Has the ability to utilize project management tools to plan and analyze project information.Recognizes project risks and potential problems through the use of forecasting tools. Has theability to establish project team automated communications. Uses scheduling software to ana-lyze schedule parameters (risk, critical path, and tradeoff analysis).

Provides project team with regular performance updates/reviews for identification of variancesand corrective action.

Possesses the ability to creatively balance and align the project team’s focus based on thetactical business objectives of all project stakeholders.

Has a firm understanding of the overall Motorola vision and is able to communicate it to juniorLevel project managers, establishing goals while providing guidance. Is able to direct resourcesto successfully meet the plan. Fosters the development of a common vision, provides clear

direction and priorities. Is able to establish, track, and audit project budgets, analyze variancesand develop action plans as required.

Successfully achieves project goals while being aware of, and sensitive to, the overall business goalTracks and reports status and other metrics against goals on an ongoing basis. Recognizes potentialproblem areas against the plan and identifies and implements alternative solutions. Raises concernsbased on measurement criteria to supervise and provide recommendations to maximize perfor-mance. Manages change control processes and is responsible for overall project execution.

Demonstrates a firm understanding of all nine areas of project management and is an expertin two areas. Experienced in running project phases. Is able to oversee development of thecomplete project plan.

Manages development of project plans with focus on achievement of project goals andcorporate initiatives, such as 10X Reduction in Cycle Time. Assures the project plan includesall nine areas of knowledge from PMBOK, such as Risk Management, Scope Definition,Schedule, and so forth. Insures that project plans include requirements from all stakeholders.Works independently on medium risk projects.

BUILDING CUSTOMER

RELATIONSHIPS AND


LEADERSHIP

PROJECT MANAGEMENT


TECHNOLOGY

MONITOR PROJECT

PERFORMANCE

BUSINESS ACUMEN

MANAGEMENT SKILLS

PROJECT EXECUTION

PROJECT MANAGEMENT

KNOWLEDGE

PROJECT PLANNING

LEVEL 2: SENIOR PROJECT MANAGER




Represents Motorola to the customer, user, and management for all aspects of project manage-ment and performance requirements, including finances, technology, services and schedule.Defines directions and requirements to ensure timely implementation of new projects/programsand the related cost information for use in pricing strategies. Devises creative solutions tocritical customer and user needs.

Establishes team effort focused on project goals and objectives; provides guidance and supportto team members proactively anticipating and overcoming obstacles; sets high standards toachieve objectives. Integrates corporate initiatives into project plans.

Has the ability to use project management tools to manage multiple projects. Maintains cur-rency in information technology and project management tools. Utilizes project managementtools to provide succinct and timely executive status, forecasting information and recommen-dations to upper management.

Provides the senior management team with regular project performance status, variances toplan, and identification of corrective action (if required). Establishes a system of metrics andphase gates focused on initiative implementation, customer/ stakeholder satisfaction and riskmitigation. Emphasizes metrics which are leading indicators of the future and suggestive of corrective action, and ensures 10X target goals are met. Sees that entry and exit criteria foraccomplishment of corporate initiatives, project objectives, and physical progress are estab-

lished and maintained. Ensures flexibility of monitoring and metrics commensurate with project phases and risk level

Acts as the “General Manager” of the project by achieving project goals. Possesses the abilityto creatively balance and align project team’s focus based on the strategic business objectivesof all project stakeholders.

Has the ability to mobilize the teams energies and talents to focus on and work towards thestakeholders best interest.

Achieves complex project goals by effectively applying necessary expertise/resources. Makesdecisions while taking into consideration global concerns across projects/organizations.

Balances cost, schedule, and project requirements.Has experience in all nine areas of project management. Has knowledge of all project phases.Mentors junior project managers. Obtains professional credentials according to organization’sstandards and time frames. Experienced managing projects.

Insures that project plans are fully integrated, and include requirements from all stakeholderson complex, higher risk projects. Ensures that the required resources are available to achievethe project requirements and goals.

BUILDING CUSTOMER

RELATIONSHIPS AND


LEADERSHIP

PROJECT MANAGEMENT


TECHNOLOGY

MONITOR PROJECT

PERFORMANCE

BUSINESS ACUMEN

MANAGEMENT SKILLS

PROJECT EXECUTION

PROJECT MANAGEMENT

KNOWLEDGE

PROJECT PLANNING

LEVEL 3: PRINCIPAL PROJECT MANAGER



Through all appropriate information sources and continuous stakeholder communicationsanticipates customer and user needs and competitive directions to strengthen Motorola’smarket position and brand equity. Encourages and orchestrates frequent customer contact byappropriate members of the organization.

Builds teams to address the project goals and objectives of multiple and/or large projects. Aligns the organization to customer needs by establishing milestones, goals, and objectives baseon input from stakeholders. Is aware of the diversity of the organization and applies situationalleadership when providing guidance in establishing goals. Sponsors corporate initiatives.

Has the ability to identify and establish the high level requirements for information technologytools required to manage the portfolio of the business’ projects. Is able to work with theorganizations’ management and information technology professionals to establish and maintainstandards, systems, training and tools that foster team effectiveness, work flow management,reuse, collaboration with suppliers and stakeholders, and lessons learned.

Is able to accomplish tasks of level 3 for projects of higher impact and risk. Monitors high-levelgoals/milestones pertaining to a large segment of overall project. Monitors project to completionEnsures 10X target goals are met.

Demonstrates competence to creatively balance and align project team’s focus based on both strate

gic and tactical business objectives of all project stakeholders. Optimizes the project’s contributionto the business objectives by considering commitments to stakeholders, cycle time and schedules,quality, service, project cost management (recurring product costs, cost of ownership, and so forthand profit objectives. Influences stakeholders to embrace an optimized project plan.

Has the ability to arrive at accurate conclusions and solutions by visualizing new potentials, andidentifying, defining and analyzing risks, and problems using rational and intuitive processes.

Achieves results by understanding, building and using formal and informal systems and contacts in complex organization environment. Enhances the work of the project team by interacting with othein ways that develop respect, trust, mutual understanding, and productive working relationships.

Directs project team activities and coordinates interaction required with other groups and

organizations. Provides guidance and motivation to project teams to successfully achieve projecgoals and corporate initiatives. Rewards innovative approaches and solutions.

Is an expert in five or more areas of project management. Recognized expert within company.Experienced manager of high impact or complex projects. Advances project managementknowledge areas. Has understanding of how components and products integrate to providesystem solutions to customers.

Oversees development of plans for high impact and risk projects and/or multiple projects,including allocation of resources, budgets, and strategic business considerations. Communicatesproject objectives in terms of overall strategic business objectives.

BUILDING CUSTOMER

RELATIONSHIPS AND


LEADERSHIP

PROJECT MANAGEMENT


TECHNOLOGY

MONITOR PROJECT

PERFORMANCE

BUSINESS ACUMEN

MANAGEMENT SKILLS

PROJECT EXECUTION

PROJECT MANAGEMENT

KNOWLEDGE

PROJECT PLANNING

LEVEL 4: DIRECTOR, PROJECT MANAGEMENT




Is key interface with senior customer management and stakeholders, TCS initiatives and strate-gic business decisions required to ensure customer and stakeholder satisfaction. Anticipateschanges that impact product and system life cycles and production requirements to establishstrategic responses and plans in a timely manner.

Is responsible for overall team development to fulfill goals and objectives of the organization.Coaches the project team to maximize their effectiveness. Provides direction by establishing over-all project, cost and schedule parameters and overall project objectives based on input fromstakeholders. Develops and displays a vision to the team, and provides various incentives for

team achievements and buy-in. Builds effective teams across organizational boundaries.Sponsors and provides liaison and support for next generation project management tools andinformation technology.

Actively participates in the monitoring of projects ensuring that the results are consistentwith the LRP, technology roadmaps, sector and corporate strategies, and core competencies.

Accomplishes the actions of Level 4 for a portfolio of projects.

Develops complex strategic business plans. Is able to identify, focus on, and resolve critical issues.

Has the ability to recognize talent and attributes in subordinates relative to the skills required to bea successful and professional Project Manager, and the skills to mentor and train those identified.

Has the ability to successfully direct multiple and/or complex projects with new technologyand high risks. Directs projects with high strategic importance, and/or high dollar value.

Expert in all nine areas. Recognized expert within industry. Experienced managing multiplecomplex projects.

Provides project information to support and participates in the development of long rangestrategic plans. Is able to manage Market and Brand management influence. Proactivelyaddresses industry and political issues as they pertain to the strategic business plan.

BUILDING CUSTOMER

RELATIONSHIPS AND


LEADERSHIP

PROJECT MANAGEMENT


TECHNOLOGY

MONITOR PROJECT

PERFORMANCE

BUSINESS ACUMEN

MANAGEMENT SKILLS

PROJECT EXECUTION

PROJECT MANAGEMENT

KNOWLEDGE

PROJECT PLANNING

LEVEL 5: VICE PRESIDENT/DIRECTOR PROJECT MANAGEMENT




Twelve Management Competencies

This section outlines the twelve management competencies,which are not specific to Project Management, but are

fundamental to effective management.

These competencies delineate the knowledge, skills, abilities,

experience, and characteristics which define effective general

management performance.




COMMUNICATIONS

CREATIVITY

DECISION MAKING

FLEXIBILITY

INFLUENCE PERSUASION

INITIATIVE


Good communicator. Understands and can express fairly complex and sensitive conceptsclearly, correctly, and in well-organized form. Is able to produce and deliver presentations of average difficulty to limited audiences. Competently uses common communications mediaas well as demonstrates working skill/knowledge of one specialty area, such as graphics,video or print.

Has the ability to produce alternative approaches or solutions to opportunities or problems;demonstrates competent knowledge of situation, function and requirements. Demonstrates appro-priate willingness to challenge status quo. Is able to flexibly think in terms of “possibilities.”

Demonstrates knowledge of basic decision-making model and process. Demonstrates abilityto conduct basic research, organize information and perform basic cost/benefit analysis. Know-ledge is typically applied in situations involving relatively uncomplicated and unambiguousfactors, impacting a relatively narrow market and having limited potential for significant finan-cial or business consequence. Decisions are usually based solely on fact, not intuition.

Accepts change without excessive fear or stress. Evidences humor and resiliency in “letting go” of former ways and adopting new ones. Demonstrates willingness to “try” new ideas and“consider” new approaches to doing things. Good tolerance and capability for multi-tasking.

Has basic understanding and knowledge of persuasion theories and application. Generally

able to positively influence behaviors or decisions in one-on-one or small homogenous groupsituations where circumstances have narrow scope, limited factors, and relatively low risk.

Owns responsibilities. Demonstrates alertness and caring—sees what needs to be done andresponds accordingly. When problems or crises arise, takes limited risks within parameters of authority, but is generally contented with status quo. Is competent, but predominantly reac-tionary. Doesn’t usually require reminders or follow-ups for regular assignments, but rarely“reaches out” for true excellence.



Consistently encourages respect and tolerance for others. Is willing to address negative com-ments by others about co-workers, the department and/or Motorola. Would never willinglyor intentionally do or say anything that would harm co-workers or Motorola.

Is interested in achieving win/win conclusions. Has adequate skill and knowledge to participatein moderately complicated negotiations.

Has good, sustained work-place relationships, based on consistently respectful and positivebehaviors. Understands reciprocity and works to assure that relationships are balanced and equi-

table to both. There isn’t much here to dislike or be uncomfortable with, even if this persontends to be more of a loner or less extroverted than others. There is still an openness toapproach and a willingness to participate and listen with a more than less neutral and helpfulattitude. Has no glaring negative behaviors that drive others crazy.

Has minimal knowledge of change management principles and processes. Frequentlyquestions proposed changes, but takes otherwise neutral position in change project activities.Requires close supervision and coaching in learning status.

Honors commitments and can be trusted to deal honestly and openly with others. Takesresponsibility for own mistakes. Knows and respects Motorola values, policies and practices.

Is capable of planning and executing activities with optimal efficiency and utilization/leverage of resources, based on ability to determine and recognize the “shortest, cheapest,straightest, fastest and best line from point A to point B.”


LOYALTY

NEGOTIATION

RELATIONSHIP

CHANGE MANAGEMENT

INTEGRITY

STRATEGIC THINKING




Excellent communicator. Understands and expresses complex and sensitive concepts clearly,correctly, and in well-organized form. Is able to produce and effectively deliver wide rangeof presentations to most audiences. Frequently takes lead in identifying and correcting misunderstandings. Is able to use, understand and interpret abstract concepts. Demonstratescompetent user skill/ knowledge of more than one specialty area.

Has the ability to produce multiple, alternative approaches or solutions to opportunities orproblems, demonstrating competent knowledge of situation, function and requirements.Frequently challenges status quo and models attitude of playful willingness to consider non-

traditional ideas and suggestions. Is able to apply knowledge of basic brainstorming processesto enhance personal creativity.

Demonstrates knowledge of some advanced techniques for affecting personal and groupdecision making. Demonstrates ability to apply knowledge in situations typically involving moderately complicated and ambiguous factors, impacting a broader market, and having potential for moderate financial or business consequence. Has technical/functional knowl-edge that is sufficient to incorporate intuition into decision-making process.

Accepts change with grace and appropriate enthusiasm. Understands principle of “winning some and losing some,” and can integrate changes quickly and efficiently. Has high tolerancefor ambiguity and is capable of significant multi-tasking.

Has practitioner level understanding and knowledge of persuasion theories and application.Genuine belief, concern and interest in “win-win” outcomes. Is able to effectively apply tech-niques in more complex situations involving larger homogenous groups, broader scope, morefactors and higher risk.

Demonstrates aggressive ownership of responsibilities. Actively pursues opportunities forimprovement, enhancement or enlargement of products, services, clientele, and so forth.Works to avoid problems instead of waiting to react to them. Actively pursues excellence andis dedicated to “delighting” the customer. Anticipates short range, smaller scale needs andissues and develops plans to implement the required changes within scope of responsibilities.


COMMUNICATIONS

CREATIVITY

DECISION MAKING

FLEXIBILITY


INITIATIVE




Makes responsible decisions and acts responsibly in matters of loyalty. Fully understandsmeaning and value of concept and rarely displays indiscriminate loyalty. Actively works toshare information that could be of value to others and consistently works to promote whatwill affect the larger good of the organization.

Is interested in achieving win/win conclusions. Has adequate skill and knowledge to participatein moderately complicated negotiations.

This person has a wider network of work place relationships, based on positive and trustworthymutual advantages. People are generally willing to work with this person because they arenot exploited, it’s always interesting and fun, and it simply “feels good.” This person is awalking-talking positive reinforcement to coworkers, and the work place is nicer, more pro-ductive and healthy due to this person being part of it. Is frequently sought to work onteams or projects.

Has working knowledge of change management principles and processes. Supports reason-able changes, and willingly participates in change projects under general supervision.

Honors and values commitments and deals honestly and openly with others. Takes activerole of encouraging others to make “good” choices and decisions. Respects Motorola valuesand can be counted on to explain, interpret and defend them, as needed. Refuses or rejects

proposals that violate Motorola values.Understands and can use forecasting and simulation techniques. Is able to develop crediblecost-benefit analyses and projections. Has demonstrated interest and curiosity in trends andinternal/external factors impacting business and behaviors. Has made the effort to acquirea broad base of knowledge and information (or develop broad network of resources forresearch) relevant to work. Is able to work with complex data and create meaningful models.


LOYALTY

NEGOTIATION

RELATIONSHIP

CHANGE MANAGEMENT

INTEGRITY

STRATEGIC THINKING





COMMUNICATIONS

CREATIVITY

DECISION MAKING

FLEXIBILITY


INITIATIVE


Excellent communicator. Is able to develop and implement communication plans and strategies. Issought to prepare and/or deliver extremely complicated or sensitive messages, or those requiring significant skill in persuasion. Understands, uses and interprets abstract concepts. Understands andcan craft effective messages for significantly different audiences and outcomes. Has establishedcredibility and may be sought for spokesperson roles. Has working knowledge of most specialtyareas. Correlates highly with expert change management and influence/persuasion competencies.

Frequently produces unusual and effective alternate approaches or solutions to opportunities orproblems. Reframes concepts and produces counter-intuitive ideas. Encourages and asks for non-

traditional ideas from others. Uses and can facilitate several “creativity” or “brainstorming”methods to enhance personal and group creativity. Is capable of recognizing unusual patterns orrelationships and generating “breakthrough” ideas that reflect technical competency and goodbusiness judgment. Sought for membership on projects requiring innovative and broad thinking.

Demonstrates expert skill and knowledge of several, advanced techniques for affecting andfacilitating personal and group decision-making, and naturally incorporates these into dailyactivities. Coaches others through difficult decision making situations. Demonstrates ability toapply knowledge in situations typically involving highly complex and complicated factor shav-ing a high degree of ambiguity, impacting either a broad or highly significant market, andhaving significant potential for significant financial or business consequence. Has expert tech-nical/functional/business knowledge enables incorporation of intuition into decision-making

process. Coupled with high creativity, is able to produce educated and successful risk-taking.

Accepts and appreciates change. Handles losses well. Works to persuade and console others,demonstrating both compassion, understanding and commitment. Regards ambiguity asadvantageous, and welcomes all opportunities for improvement. Coupled with high creativityand expert decision-making abilities, is able to adjust to changes very quickly and enhanceprocess for others even further with other spontaneous problem-solving behaviors.

Has expert understanding and knowledge of persuasion theories and application. Has genuinebelief and commitment to “win-win” outcomes. Role model level credibility and ethos inspire trusin others. Is able to effectively apply techniques in highly complex situations involving disparate olarge groups, very broad scope, many factors and high risk. Strategic plans include elements for

managing persuasion. General performance reflects equally high communications skill level.

Demonstrates aggressive ownership of responsibilities. Actively pursues opportunities forimprovement, enhancement or enlargement of products, services, clientele, and so forth.Works to avoid problems instead of waiting to react to them. Actively pursues excellence andis dedicated to “delighting” the customer. Anticipates short range, smaller scale needs andissues and develops plans to implement the required changes within scope of responsibilities.



Positively, genuinely and enthusiastically promotes co-workers and Motorola. Is exemplaryrole model of personal public relations for the function and corporation. Is counted on tofirmly defend the organization and coworkers against unfair and unjust criticism.Visibly andverbally reinforces the importance of the value of loyalty to successful teaming and businesssuccess. Is willing to confront others who display disloyalty. Encourages loyalty in others.

Believes in the good of win/win outcomes. Has competent skill and knowledge to participatein complicated negotiations.

There is no doubt in anybody’s mind that this person genuinely cares about others, theirwell-being and success. Displays a high level of sensitivity and tolerance to others’ needs anddifferences. People may go out of their way to work with this person. Without the dependen-cy of “cliques” or “old ---- networks,” this person is able to draw on a wide range of internaland external relationships sustained through mutual respect and trust. Other people pick thisperson to be their mentor, and most everyone who ever worked for this person has grownand gone on to be very successful and happy.

Has competent knowledge of change management principles and processes. Promotes reason-able changes, acts to persuade others, and plays key role in change projects. May occasionallysuggest change projects. Is capable of executing change strategies with general direction.

Rejects or refuses assignments and proposals that violate Motorola values and code of conduct. Is sought for counsel or arbitration in difficult “judgment call” situations. Takesvisible position of advocacy for the “right” choices and decisions, and inspires others to dothe same. Is known role model in organization.

Is regularly capable of ideas and plans that accomplish more with much richer results thanoriginally anticipated. Struggles sometimes, to consider issues within the limited context of theirsingle status, single application, single solution, and short, disconnected life-span. Is able to becounted upon to recognize and capitalize on unintended benefits and advantages to wider andunintended markets. Reflexively seeks strategic implications and opportunities from any andall other concepts and plans. Enables, encourages and reinforces strategic thinking in others.Four is the level where the super and pragmatic technician becomes the creative genius.


LOYALTY

NEGOTIATION

RELATIONSHIP

CHANGE MANAGEMENT

INTEGRITY

STRATEGIC THINKING




Excellent communicator. Is able to develop and implement communication plans andstrategies. Is sought to prepare and/or deliver extremely complicated or sensitive messages,or those requiring significant skill in persuasion. Understands, uses and interprets abstractconcepts. Understands and can craft effective messages for significantly different audiencesand outcomes. Has established credibility and may be sought for spokesperson roles. Hasworking knowledge of most specialty areas. Correlates highly with expert change manage-ment and influence/persuasion competencies.

Frequently produces unusual and effective alternative approaches or solutions to opportunities

or problems. Reframes concepts and produces counter-intuitive ideas. Encourages and asks fornon-traditional ideas from others. Uses and can facilitate several “creativity” or “brainstorming”methods to enhance personal and group creativity. Is capable of recognizing unusual patterns orrelationships and generating “breakthrough” ideas that reflect technical competency and goodbusiness judgment. Sought for membership on projects requiring innovative and broad thinking.

Demonstrates expert skill and knowledge of several, advanced techniques for affecting andfacilitating personal and group decision-making, and naturally incorporates these into dailyactivities. Coaches others through difficult decision making situations. Demonstrates ability toapply knowledge in situations typically involving highly complex and complicated factors having a high degree of ambiguity, impacting either a broad or highly significant market, and having significant potential for significant financial or business consequence. Has expert technical/

functional/business knowledge enables incorporation of intuition into decision-making process.Coupled with high creativity, is able to produce educated and successful risk-taking.

Accepts and appreciates change. Handles losses well. Works to persuade and console others,demonstrating both compassion, understanding and commitment. Regards ambiguity asadvantageous, and welcomes all opportunities for improvement. Coupled with high creativityand expert decision-making abilities, is able to adjust to changes very quickly and enhancesprocess for others even further with other spontaneous problem-solving behaviors.

Has expert understanding and knowledge of persuasion theories and application. Has genuinebelief and commitment to “win-win” outcomes. Role model level credibility and ethos inspirestrust in others. Effectively applies techniques in highly complex situations involving disparate or

large groups, very broad scope, many factors and high risk. Strategic plans include elements formanaging persuasion. General performance reflects equally high communications skill level.

Anticipates longer range, larger scale needs and issues and develops appropriate strategic plans toexpertly manage the required changes, which may extend beyond the scope of job responsibili-ties. Combines initiative energy with excellent communications, creativity, decision-making, andinfluence-persuasion skills to successfully raise critical issues to operational levels of visibility.


COMMUNICATIONS

CREATIVITY

DECISION MAKING

FLEXIBILITY


INITIATIVE




Positively, genuinely and enthusiastically promotes co-workers and Motorola. Is exemplaryrole model of personal public relations for the function and corporation. Is counted on tofirmly defend the organization and coworkers against unfair and unjust criticism. Visibly andverbally reinforces the importance of the value of loyalty to successful teaming and businesssuccess. Is willing to confront others who display disloyalty. Encourages loyalty in others.

Is absolutely committed to win/win outcomes. Is competent and credible enough to leadothers through negotiations. Consistent role model for altruistic values and behaviors.

There is no doubt in anybody’s mind that this person genuinely cares about others, theirwell-being and success. Displays a high level of sensitivity and tolerance to others’ needs anddifferences. People may go out of their way to work with this person. Without the dependencyof “cliques” or “old ---- networks,” this person draws on a wide range of internal and exter-nal relationships sustained through mutual respect and trust. Other people pick this personto be their mentor, and most everyone who ever worked for this person has grown and goneon to be very successful and happy.

Has expert knowledge of change management principles and processes. Frequently initiateschange projects and is picked to lead or consult on change efforts. Is capable of executing change strategies to successful completion with only broad direction. Inspires confidence andenthusiasm in coworkers.

Rejects or refuses assignments and proposals that violate Motorola values and code of conduct. Is sought for counsel or arbitration in difficult “judgment call” situations. Takesvisible position of advocacy for the “right” choices and decisions, and inspires others to dothe same. Is known role model in organization.

Is regularly capable of ideas and plans that accomplish more with much richer results thanoriginally anticipated. Struggles sometimes, to consider issues within the limited context of their single status, single application, single solution, and short, disconnected life-span. Iscounted upon to recognize and capitalize on unintended benefits and advantages to wider andunintended markets. Reflexively seeks strategic implications and opportunities from any andall other concepts and plans. Enables, encourages and reinforces strategic thinking in others.

Four is the level where the super and pragmatic technician becomes the creative genius.


LOYALTY

NEGOTIATION

RELATIONSHIP

CHANGE MANAGEMENT

INTEGRITY

STRATEGIC THINKING




Excellent communicator. Is able to develop and implement communication plans andstrategies. Is sought to prepare and/or deliver extremely complicated or sensitive messages,or those requiring significant skill in persuasion. Understands, uses and interprets abstractconcepts. Understands and can craft effective messages for significantly different audiencesand outcomes. Has established credibility and may be sought for spokesperson roles. Hasworking knowledge of most specialty areas. Correlates highly with expert change manage-ment and influence/persuasion competencies.

Frequently produces unusual and effective alternative approaches or solutions to opportunities

or problems. Reframes concepts and produces counter-intuitive ideas. Encourages and asks fornon-traditional ideas from others. Uses and can facilitate several “creativity” or “brainstorming”methods to enhance personal and group creativity. Is capable of recognizing unusual patterns orrelationships and generating “breakthrough” ideas that reflect technical competency and goodbusiness judgment. Sought for membership on projects requiring innovative and broad thinking.

Demonstrates expert skill and knowledge of several, advanced techniques for affecting andfacilitating personal and group decision-making, and naturally incorporates these into dailyactivities. Coaches others through difficult decision making situations. Demonstrates ability toapply knowledge in situations typically involving highly complex and complicated factors having a high degree of ambiguity, impacting either a broad or highly significant market, and having significant potential for significant financial or business consequence. Has expert technical/

functional/business knowledge enables incorporation of intuition into decision-making process. Coupled with high creativity, is able to produce educated and successful risk-taking.

Accepts and appreciates change. Handles losses well. Works to persuade and console others,demonstrating both compassion, understanding and commitment. Regards ambiguity asadvantageous, and welcomes all opportunities for improvement. Coupled with high creativityand expert decision-making abilities, is able to adjust to changes very quickly and enhancesprocess for others even further with other spontaneous problem-solving behaviors.

Has expert understanding and knowledge of persuasion theories and application. Has genuinebelief and commitment to “win-win” outcomes. Role model level credibility and ethos inspirestrust in others. Effectively applies techniques in highly complex situations involving disparate or

large groups, very broad scope, many factors and high risk. Strategic plans include elements formanaging persuasion. General performance reflects equally high communications skill level

Anticipates longer range, larger scale needs and issues and develops appropriate strategic plans toexpertly manage the required changes, which may extend beyond the scope of job responsibili-ties. Combines initiative energy with excellent communications, creativity, decision-making, andinfluence-persuasion skills to successfully raise critical issues to operational levels of visibility.


COMMUNICATIONS

CREATIVITY

DECISION MAKING

FLEXIBILITY


INITIATIVE

LEVEL 5: VICE PRESIDENT, PROJECT MANAGEMENT



Positively, genuinely and enthusiastically promotes co-workers and Motorola. Is exemplaryrole model of personal public relations for the function and corporation. Is counted on tofirmly defend the organization and coworkers against unfair and unjust criticism.Visibly andverbally reinforces the importance of the value of loyalty to successful teaming and businesssuccess. Is willing to confront others who display disloyalty. Encourages loyalty in others.

Is absolutely committed to win/win outcomes. Is competent and credible enough to leadothers through negotiations. Consistent role model for altruistic values and behaviors.

There is no doubt in anybody’s mind that this person genuinely cares about others, theirwell-being and success. Displays a high level of sensitivity and tolerance to others’ needs anddifferences. People may go out of their way to work with this person. Without the dependencyof “cliques” or “old ---- networks,” this person draws on a wide range of internal and exter-nal relationships sustained through mutual respect and trust. Other people pick this personto be their mentor, and most everyone who ever worked for this person has grown and goneon to be very successful and happy.

Has expert knowledge of change management principles and processes. Frequently initiateschange projects and is picked to lead or consult on change efforts. Is capable of executing change strategies to successful completion with only broad direction. Inspires confidenceand enthusiasm in coworkers.

Rejects or refuses assignments and proposals that violate Motorola values and code of con-duct. Is sought for counsel or arbitration in difficult “judgment call” situations. Takes visibleposition of advocacy for the “right” choices and decisions, and inspires others to do thesame. Is known role model in organization.

Is regularly capable of ideas and plans that accomplish more with much richer results thanoriginally anticipated. Struggles sometimes, to consider issues within the limited context of their single status, single application, single solution, and short, disconnected life-span. Is ableto be counted upon to recognize and capitalize on unintended benefits and advantages to widerand unintended markets. Reflexively seeks strategic implications and opportunities from anyand all other concepts and plans. Enables, encourages and reinforces strategic thinking in

others. Five is the level where the super and pragmatic technician becomes the creative genius.


LOYALTY

NEGOTIATION

RELATIONSHIP

CHANGE MANAGEMENT

INTEGRITY

STRATEGIC THINKING

LEVEL 5: VICE PRESIDENT PROJECT MANAGEMENT




ProjectManager

SeniorProjectManager

PrincipalProjectManager

Director,ProjectManagement

VP, ProjectManagement

E08-E09

E10-E11

E12-E13

E14-E15

E15+

Gives input regarding customer requirementsand growth strategy forthe project.

Is able to help determinecustomer requirementsand growth strategy forthe project.

Is able to determine customerrequirements and influencegrowth strategies for the project. Extensive contact withmultiple customers

Is able to influence customerrequirements. High levelrelationships with multiplecustomers and suppliers,regulators and associations.Well developed marketknowledge. Is able to con-tribute to brand/ marketstrategy

Viewed as a leader withinP.M. community of the ind-ustry segment. Is able to posi-tively influence customers,

suppliers, regulators andother Motorola organizations.Has in depth knowledge of market and competition.Leader in contributing tobrand or marketing area.

Project Management Career Ladder

GRADE LEVEL AND GUIDELINES

LEVEL AND TITLE GRADE CUSTOMER/MARKET RELATIONSHIP MANAGEABLE SPAN OF INFLUENCE EXPERIENCE, EDUCATIORISK/IMPACT AND KNOWLEDGE

Low to mediumrisk; impact toown organizationonly

Moderate impactto Divisionand/or customer

High impact toboth the organi-zation and thecustomer may besignificant (group)

High impactto the sector

High impact tothe Corporation

Typically project teamand/or working level of subcontractor, projectsponsor, customer team.

Level 1+ projectsponsor, functionalmanagers, sub-contractors, productor project managers,customer counterparts

Level 2 + DivisionGM, customers middlemgt., subcontractorsmiddle mgt., govt.agency regulators.

Level 3 + Sector GM,Customers’ SeniorMgt., Subcontractordivision mgt., Govt. Agency Division chief.

Level 4 plus CEOoffice, subcontractorCorporate manage-ment, Govt. agency

head.

BS/BA degree +6 credit hoursProj. Mgt. coursesor equivalent4-7 years total

8-10 years total2+ year P.M.6 additional credithours of Proj. Mgt.courses or equivalent

11-13 years5+ year P.M.6 additional credithours of Proj. Mgt.courses or equivalent

15+ years7+ year P.M.6 additional credithours of ProjectMgt. courses orequivalent

20+ years10+ year P.M.6 additional credithours of Project

Mgt. courses orequivalent

Notes: * This career ladder assumes a baseline that project managers are accountable for project success in an environment of empoweredteams within the charter provided by supportive sponsors and with the cooperation of functional managers. (ref. Wheelright & Clark)** Refer to Appendix A for a detailed Risk/Impact MatrixExperience can be adjusted to an Equivalent experience based on past contribution

1

2

3

4

5




Project Manager Core Competency Evaluatio

BUILDING CUSTOMER

RELATIONSHIPS AND


LEADERSHIP

PROJECT MANAGEMENT


TECHNOLOGY

MONITOR PROJECT

PERFORMANCE

BUSINESS ACUMEN

MANAGEMENT SKILLS

PROJECT EXECUTION

PROJECT MANAGEMENT

KNOWLEDGE

PROJECT PLANNING

COMMUNICATIONS

CREATIVITY

DECISION MAKING

FLEXIBILITY

INFLUENCE/PERSUASION

INITIATIVE

PROJECT/PROJECT MANAGEMENT CORE COMPETENCY EVALUATION–LEVELS 1 THROUGH 5

DATE

NAME

LEVEL 1

PROJECT MANAGER

LEVEL 2

SENIOR PROJECT

MANAGER

LEVEL 3

PRINCIPAL PROJECT

MANAGER

LEVEL 4

DIRECTOR OF

PROJECTS

LEVEL 5

VICE PRESIDENT/

DIRECTOROF PROJECTS

N I N E P R O J E C T M A N A G E M E N T C O M P E T E N C I E S

T W E L V E M A N A G E M E N T C O M P E T E N C I E S




LOYALTY

NEGOTIATION

RELATIONSHIP

CHANGE MANAGEMENT

INTEGRITY

STRATEGIC THINKING

RECOMMENDED TRAINING

CELLULAR SYSTEMS INTEGRATION INSTITUTE

MICROSOFT PRODUCT

CORE PROJECT MANAGEMENT COURSES

• Managing Projects in Organizations

• Risk Management

• Scheduling and Cost Control

• Project Leadership, Management and Communications

• Contracting for Project Managers

Elective Courses (must be 24 hours in length)

• Implementing Continuous Improvements plus oneCourse on Problem Solving

• Problem Solving (4 to choose from in theMotorola Catalog)

• Quality Courses (from the Motorola Catalog)

• The Successful Negotiator• Transcultural Competence

• Systems Thinking

• Strategic Project Management

• International Project Management

• Winning New Business

• Telecommunications Principles for Project Managers

Masters Certificate in Project Management requires completion of the 5 core courses and 2 electives

within 3 years.

Completed Recommended Comments

Recommended Level Evaluator Signature Concurrence

Indicate Highest level attained for each competency, based on the expectations of each level as delineated in the Project/Project Management Career Ladder

LEVEL 1

PROJECT MANAGER

LEVEL 2

SENIOR PROJECT

MANAGER

LEVEL 3

PRINCIPAL PROJECT

MANAGER

LEVEL 4

DIRECTOR OF

PROJECTS

LEVEL 5

VICE PRESIDENT/

DIRECTOROF PROJECTS



CORE PROJECT MANAGEMENT MASTER’S CERTIFICATE

Take these three:

• Managing Projects in Organizations

• Risk Management


Then take four from these:

• Project Leadership, Management,and Communications


• Implementing Continuous Improvement* plus one course on Problem Solving

• Elective Course(s)(Must be equal to or greater than24 hours in length)

• Project Management Applications

Project Management Training Curriculum

SOFTWARE/INFORMATION TECHNOLOGY PROJECT

MANAGEMENT MASTER’S CERTIFICATE

Take one of these:

• Project Management

• Managing Information Technology Projects

Then take:• Systems Integration Project Management


• Software Risk Management


• Systems Analysis and Design

• Elective Course(s)(Must be equal to or greater than24 hours in length)

• Software/Information Technology Applications

Motorola University offers a comprehensive education program on Project Management,including specialization for software projects.



DISTRIBUTED BY MOTOROLA UNIVERSITY PRINTING TECHNOLOGIES1301 East Algonquin Road,IL02-SHBTSchaumburg, IL 60196Tel: 847.576.6319Fax: 847.576.7941

For re-ordering, reference inventory control number BK-B-008

Motorola is an Equal Employment Opportunity/Affirmative Action Employer.

Prepared by the Corporate Engineering Project Management CouncilFor further information or inquiries on the content, please go tohttp://projmgt.corp.mot.com/

®

Career Path for Project Management[1]

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