Professional Development Goals and Competencies - Example

Professional Development Plan Name: Tutor: Course: Date: Table of contents Table of contents 2 List of Tables 3 1.0 Introduction 4 1.1 Professional development goals 4 1.2 Professional Development Competencies 4 1.3 Personal reflection 8 1.4 Conclusion 9 Reference list 10 Table 1: Competency Area Gap Analysis 11 Table 2: Project Goals Action Plan 13 List of Tables Table of contents 2 List of Tables 3 1.0 Introduction 4 1.1 Professional development goals 4 1.2 Professional Development Competencies 4 1.3 Personal reflection 8 1.4 Conclusion 9 Reference list 10 Table 1: Competency Area Gap Analysis 11 Table 2: Project Goals Action Plan 13 1.0 Introduction The aim of writing my professional development plan (PDP) is to develop competencies, skills and experience in design, architecture and building against industry standards. I intend to start an urban development company in the next five years involved in real estate construction and urban development in Sydney. Meanwhile, I will be learning from experienced firms on how to conduct large scale structural developments based on project management methodologies and people management. To manage and lead such huge projects in future, I will need to study a number of courses and attend industrial attachments in one of the leading real estate firms. I have working knowledge in construction project management but would like to take additional courses in property economics at University of Technology, Sydney. I will be writing to real estate companies such as LJ Hooker and Laing + Simmons in consideration for industrial attachment. 1.1 Professional development goals 1. To become a leading real estate urban development proprietor and project manager in Sydney in five years time 2. To develop and enhance grasp of project management competency areas required in real estate development projects in the next five years 1.2 Professional Development Competencies To achieve my project management competency goals, I will use the Project Management Competency Assessment Matrix (PMCAM) as a standard to gauge my performance in these areas, identify gaps and how I will bridge these gaps. I will be using another project management standard, Global Alliance for Project Performance standards (GAPPS), which also has relevance in my construction project management background (GAPPS, 2007). Both project management standards have descriptors and points to rate the competency scores based on the specific elements (Crawford & Pollack, 2008). To better improve my abilities and competencies, In the case of PMCAM, the descriptors are; Aware (1), Informed (2), Involved (3), and Competent (4) and Best Practice (5). For GAPPS, the descriptors are; Very Low (1), Low (2), Moderate (3), and Very High (4) (Crawford & Pollack, 2008). The gaps are then determined and documented as shown in the table 1 in the appendices. My Professional Development Plan (PDP) is based on the understanding of ten project management areas listed below. Integration: I intend to become a leading project manager in real estate urban development in the next five years. So far, I can measure project performance and recognize changes. My score on integration is ‘involved’ according to PMCAM. Based on GAPPS standards, my score is ‘moderate’ meaning I can evaluate and improve project performance. The gap is moderate and is attributed to my fair understanding of integration of schedule, risk, cost, quality and performance in projects. I understand that for projects to be successful, the project manager needs to lead and coordinate projects at all phases. To become a leading project manager in the next five years, I will need to purchase books and reading materials worth $1,200 on project management and devote 1 hour each day reading them. I will also need to register as a project member in one of the online project management societies. Human resources: In the next five years, I want to obtain the best team to undertake complex projects within the required duration and cost. I already have knowledge of skills and experience sought after when selecting employees to work on projects. I also understand that human resource is key in hiring and training employees for better productivity and engagement. My PMCAM score is ‘informed’ meaning that I am able to estimate resources needs and team competency. When compared to GAPPS standards, my score is ‘low’ meaning that I can only promote effective individual and team performance. Some areas such as performance management, Human Resource Information Systems and training are of interest to me. To improve in this competency area, I will need to attend HR open days and sessions to get a grasp of what is required in recruitment and selection exercise in the next four months. Communication: I intend to promote interpersonal relationships between project team members in different project phases in the upcoming projects. I notice that communication in project management entails development of communication plans, interpersonal relationships with employees and communicating regularly with all the stakeholders. I realize that this area requires knowledge of grammar, wording and speech as well as competence in platforms such as e-mails, memos and letters. My PMCAM score is ‘competent’ meaning that I can monitor and control communication plans. Alternatively, my GAPPS score is ‘moderate’ referring to my ability to manage stakeholder communications. To fill this gap, I will need to listen keenly to audio and video communications and learn what business responses are needed. I will also need to pay attention to grammar and language going forward. Project scheduling/timing: I intend evaluate significance of meeting project deadlines to overall project success in the next five years. I learned that tools such as Gantt charts, PERT and CPM are crucial to perform project scheduling and estimation of the project duration. I also know that knowledge of software such as MS Project makes it easier to schedule projects. So far, my score on PMCAM is ‘competent’ to mean that I can manage project schedules and time plans well. Based on the GAPPS standard I score ‘moderate’ to mean that I can develop schedule based on sequenced work items, resource availability and resource requirements. To excel in this area, I will need to install MS Project in my laptop and run dummy project every week. I will be generating various reports such as Network diagrams, costs reports, Earned Value and resource leveling. In that case I will need to purchase a laptop and do the installations in the next three months. Scope: I intend to ensure the project products or outcomes are desirable to customers and clients in the next years. I understand scope to entail cost, quality, time and client requirement standards. I recognize that projects have specific scope and any change in the listed parameters would likely affect the delivery of the project. My PMCAM score on scope is ‘informed’ to imply that I can manage, justify and determine project end products and work effort required. According to GAPPS standards, I score ‘moderate’ which means I can secure acceptance of the product of the project. To understand project scope, I will need hands-on experience with an ongoing project. I intend to review a number of ongoing commercial projects in Sydney if they are meeting their scope requirements. In the next four months, I will need to approach a project manager of LJ Hooker to assist in explaining the influence of scope on the end product. Cost: My objective is to establish appropriate funding and tracking of project expenditures. I understand that cost overruns or failure of projects to meets its goals can be partially attributed to cost. I also know that it is one of the triple constraints that affect project delivery and success. My understanding of cost according to PMCAM shows score of ‘competent’ meaning that I can track life cycle costs, estimate and manage investment. I have to work towards achieving knowledge on costing to meet GAPPS standard of developing budget based on resource requirements. I will enroll for additional courses in property economics and how to do bill of quantities or indices in the next one year. Risk: I intend to explore and understand challenges faced by large scale projects in the domestic and international economy in the next three years. I know how to formulate a risk assessment matrix but I understand there are many other models such as FMEA and other risk scoring frameworks. I have learned that risks are local and global and may frustrate or halt the progress of a project if not assessed. Based on PMCAM score of ‘involved’ it means that I can identify and manage uncertainties and minimize project losses. The GAPPS standard for risk assessment is to be able to document risks and risk responses for the project. To meet this competency area, I will need to develop a risk assessment matrix and compare with what companies and actuarists have produced. I will need about six months to complete this exercise. Procurement: My objective is to understand project supply value chain and sustainable purchasing. I know procurement plays a role in obtaining quality products as well as sustainable purchasing. Project compliance with legal regulations also emanate from purchasing. This also involves preparation and award of tenders to best bidders during the pre-construction phases of the project. I also need to understand negotiation and calculation of material quantities with respect to currency fluctuation and inflation. My score in the PMCAM is ‘competent’ meaning that I can manage resource acquisition and project material needs. When I compare this performance with the GAPPS standard of managing development of the plan for the project, I feel obliged to put more effort. In this case, I need to understand how tenders are prepared and awarded. I will also have to attend some business information systems exhibitions to get acquainted with systems and procurement methods. Quality: I intend to establish acceptance of project outcomes in real estate development projects in the next five years. Currently, I understand quality as the performance of the project with regard to the expectations of the client or beneficiaries. Quality is the essence of specifying project requirements and achieving them. I know TQM, Ishikawa diagrams, PDCA and control charts are some of the tools used to direct quality in projects. My score in PMCAM on quality is ‘informed’ which means that I can optimize outcomes to meet customer needs. I will measure this with the GAPPS standard which states that I identify completion criteria and describe project products. Therefore, I will need to practice quality in what I buy on regular basis and whether they meet my initial requirements. I will also contact LJ Hooker in the next three months to learn how they approach quality issues in their real estate projects. Systems: I intend to evaluate the role of knowledge management and information systems in real estate urban development projects. My current knowledge in on the basics of Human Resource Information Systems (HRIS), Decision Support Systems (DSS), Enterprise Resource Planning (ERP) software and that of Systems Applications Products (SAP). Regarding my competency on PMCAM, my score is ‘informed’ which means I use technology, processes, procedures and software to support project functions. GAPPS standard provides that I need to Interface project phases with knowledge and data. This implies that I will need about $1,500 to procure and use this kind of software within the next three years. I will also seek the understanding of my colleagues taking business information systems to help in this case. 1.3 Personal reflection Kolb (2014) suggests four learning styles to correspond to the four stages of concrete experience, reflective observation, abstract conceptualization and active experimentation. The author mentioned these styles as assimilators, convergers, accommodators and divergers. I found that based on gap analysis, I belong to the group of convergers, those who learn better when given practical application of theories and concepts. I noticed that competency areas such as communication, cost and procurement are commonplace since I am acquainted to communication gadgets like telephone, e-mails and social media as well as budgeting and purchasing of my household items. I found a big challenge in competency areas like human resource, quality and systems because they have complexities with huge corporate involvement. I felt that needed to increase my understanding and put more effort, time and money to understand the project management competency areas. I am looking forward to a more supportive and collaborative teams in making real some areas like communication, scheduling and integration through role play. I learned that team success requires cooperation, patience, tolerance and focus as demonstrated by my team project. I think that in future, every team member should be given an opportunity to suggest their views and give opinions on better group management in the form of focus group discussions. I have learned that use of professional language and right attitude towards colleagues can increase their involvement of team work and outline parameters for success. I have learned that as a proprietor of a real estate urban development project, one has to be all rounded and have a sense of touch with all team members. I think I have grown my project management practices through practical team projects at a smaller scale. I now understand the need for information systems, administration of project software, scheduling of projects, costing and tracking project progress. As I grow towards becoming a real estate project manager, I will need to advance areas of leadership and understanding of legal and trading requirements at international level. This will be my next assignment. 1.4 Conclusion Competence in project management is moderate and I believe it still requires more time and effort to develop it as best practice. I need to bridge the gaps relating to project management competency areas that I had difficulties. I learned that with an action plan, it is possible to track performance and become a more competent and reliable project manager. I have dedicated resources and time towards learning and developing professionally into a leading real estate proprietor and project manager in the next five years. Reference list Crawford, LH 2013, Competition, Comparison, Collaboration: Mapping a Pathway through Project Management Standards. Procedia – Social and Behavioral Sciences, 74, 1-9. Crawford, LH & Pollack, J 2008, Developing a Basis for Global Reciprocity: Negotiating Between the Many Standards for Project Management. International Journal of IT Standards & Standardization Research, Vol. 6, no. 1, pp. 70-84. GAPPS 2007, A Framework for Performance Based Competency Standards for Global Level 1 and 2 Project Managers. Sydney: Global Alliance for Project Performance Standards. http://globalpmstandards.org/wp-content/uploads/2014/12/GAPPS_Project_Manager_v1.1150411_A4.pdf Kolb, D 2014, Experiential Learning: Experience as the Source of Learning and Development. FT Press. Stretton, AM & Crawford, LH 2014, Bodies of Knowledge and Competency Standards in Project Management. In P.C.Dinsmore & J. Cabanis-Brewin (Eds.), The AMA handbook of project management 4th ed., New York, NY: AMACOM. APPENDICES Table 1: Competency Area Gap Analysis ID# Competency area / Knowledge area Objective PMCAM GAPPs Gap Elements Score Elements Score PMCAM GAPPS 1 Integration To become a leading project manager in real estate urban development in the next five years Measure project performance and recognize changes 3/5 Evaluate and improve project performance 3/4 2 1 2 Human resources To obtain the best team to undertake complex projects within the required duration and cost Estimate resources needs and team competency 2/5 Promote effective individual and team performance (GAPPS, 2007) 2/4 3 2 3 Communication To promote interpersonal relationships between project team members in different project phases Monitor and control communication plans 4/5 Manage stakeholder communications 3/4 1 1 4 Time /schedule To evaluate significance of meeting project deadlines to overall project success Manage project schedules and time plans 4/5 Develop schedule based on sequenced work items, resource availability and resource requirements (GAPPS, 2007) 3/4 1 1 5 Scope To ensure the project products or outcomes are desirable to customers and clients Manage, justify and determine project end products and work effort required 2/5 Secure acceptance of the product of the project 2/4 3 1 6 Cost To establish appropriate funding and tracking of project expenditures Track life cycle costs, estimate and manage investment 4/5 Develop budget based on resource requirements 3/4 1 1 7 Risk To explore the challenges faced by large scale projects in the domestic and international economy Identify and manage uncertainties and minimize project losses 3/5 Document risks and risk responses for the project 4/4 2 0 8 Procurement To understand project supply value chain and sustainable purchasing Manage resource acquisition and project material needs 4/5 Manage development of the plan for the project 3/4 1 1 9 Quality To establish acceptance of project outcomes in real estate development projects Optimize outcomes to meet customer needs 2/5 Identify completion criteria and describe project products 2/4 3 2 10 Systems To evaluate the role of knowledge management and information systems in real estate urban development projects Use technology, processes, procedures and software to support project functions 2/5 Interface project phases with knowledge and data (Stretton & Crawford, 2014) 2/4 3 2 Table 2: Project Goals Action Plan Competency area Objective Budget Duration Resource procurement Risk Action plan (Alternative) Risk To explore the challenges faced by large scale projects in the domestic and international economy $1,500 12 months Reading materials on risk, visit to actuarial companies Limited time to attend lectures and make contacts with companies I will need to attend team conferences and seminars on risk planning and stakeholder management Integration To become a leading project manager in real estate urban development in the next five years $1,800 15 months Watch several documentaries of iconic project’s construction May not provide the hands on experience on managing projects I will coordinate with team supervisor on how to integrate performance of various teams Time To evaluate significance of meeting project deadlines to overall project success $1,300 12 months Buy a clock-watch, note book and tracking sheets Will need a second party to supervise my activities I will need to time team project presentations to determine whether they meet timelines at desired quality Systems To evaluate the role of knowledge management and information systems in real estate urban development projects $2,500 18 months Buy a laptop, purchase simple MS Project and other project systems May lack the knowledge and will to operate to run the systems I will attend team lab sessions, will consult widely with the college systems administrator Quality To establish acceptance of project outcomes in real estate development projects $1,200 8 months Buy books on how to deliver work quality Books may have superficial understanding of true quality I will hold plenary sessions and do ratings for team members on performance and quality of presentations during meetings Scope To ensure the project products or outcomes are desirable to customers and clients $1,300 5 months Photos of ongoing public works projects. Hire a cab for transport to sites Project managers on site may not be cooperative I will contact Project leader of our team prior to visiting the construction sites for appointments Human resources To obtain the best team to undertake complex projects within the required duration and cost $1,500 11 months Team members time and commitment Team members may have their own approach to project human resourcing I will introduce a mock interview and recruitment exercise to team members on selection of a team to a fictitious project Total $11,100 81 months Read More