This paper was first
presented at IPMA's
20th World Congress
in Shanghai, China, in
October 2006.
It has been adapted
for presentation on
this web site.
Published here August 2007

Abstract | Introduction | It's All About Competence | Who Needs PM Competence? 
Exploring Project Management Competence | Developing Project Management Competence 
Enter the PM CompModel | Evolution of asapm's Version of CompModel
Interventions: Training and Coaching | Conclusion

Stacy Goff is president of ProjectExperts®, a project management consulting, tools and training company. His audiences include information technology, aerospace & defense, government, finance, insurance, large and small consultancies, manufacturing and pharmaceutical organizations. His professional affiliations include the Project Management Institute, and the American Society for the Advancement of Project Management (asapm®) of which he is a founder and Vice President. He is also the USA Representative to IPMA. His tools and methods include: KnowRisk®, Quest For Better Estimates® and a project management competency model for his project-oriented enterprise professional development program. He can be reached at: or visit his website at:


Everyone appears to be boarding the Project Management Competence Fast Train (a reference to Shanghai's MagLev Fast Train). But few people really understand the nature of PM Competence. Some know how to develop it but few know how to assess its presence in a project team or project-oriented enterprise. Even fewer know how to adequately certify it.

While professional societies have made significant progress in developing Competence-based Program and Project Manager Certifications, the "forgotten many" stakeholders have been largely ignored. It is not enough to build Project Manager Competence: you must build competence throughout the team. This paper shares a perspective gained in 24 years of training, coaching, and assessing factors leading to demonstrated Project Management Competence.

The audience for this paper includes project managers, their managers, team members, human resource managers, and vendors of project management training. It also includes executives of project-oriented enterprises and professional organizations who aim to improve project performance by improving all stakeholders' project management competence.


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