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Extra resources for Competency Standard for Complex Project Managers (version 2.0, 2006)

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7 Evidence Guide: Generic - Supporting evidence may include: • • • The vision and mission statements and the values charter A code of conduct Dashboards Project Manager D • • • Traditional Snr Project Manager D Program Manager P Complex Member Fellow C L D D P C L D D P C L D D P C L D D P C L D D P C L D D P C L A strategic plan and account management plan Balanced score cards (layered) and time scale tracking The KPI model, including weighting, the change process, and the measurement process © Commonwealth of Australia (Department of Defence) 2006 Apart from any use as permitted under the Copyright Act 1968 all other rights are reserved.

0 View 2 Underpinning Knowledge for Business Planning, Lifecycle Management, Reporting and Performance Measurement Knowledge Area Specific Knowledge and Theories Project Snr Program Member Manager Project Manager and Manager Business Planning Business plan structure Business planning process Business cases Value for money / fit for purpose / risk of doing business Budgeting and reporting Strategic alignment Performance Measurement Fellow 2 2 3 4 2 2 3 4 2 2 3 4 2 2 3 4 3 3 3 4 2 2 3 4 Statistics 2 Philosophy of Science 2 Layering and using performance measurement as an alignment tool 2 2 3 Reliability and validity Performance Measurement 3 2 Timeliness and tangibility 2 2 3 3 Balanced score card design 2 2 3 3 Alignment to strategy - tangibility and ownership 1 1 3 3 Expectancy theory 1 1 2 3 © Commonwealth of Australia (Department of Defence) 2006 Apart from any use as permitted under the Copyright Act 1968 all other rights are reserved.

As complex projects are dynamic and emerging systems, dealing with ongoing change becomes routine. Most complex projects embark on a journey towards a vision. Complex project managers have to plan and constantly adapt their strategy and implementation plan along the journey. Communication and stakeholder management are central to: alignment of stakeholders; creating motivation; driving continuous improvement; problem avoidance and resolution; the creation and development of the project culture; and political management.

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Competency Standard for Complex Project Managers (version 2.0, 2006) by College of Complex Project Managers, And Defence Materiel Organisation


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