Developing Program Management Competencies To Excel In Your Engineering Career

Engineering Management Institute Developing Program Management Competencies to Excel in Your Engineering Career sixteen%. While not each engineer considers project or program management as distinct career or specialty tracks, most will agree that there are specific competencies that may increase one’s ability to be successful. Program Management Competencies program administration experts Ginger Levin and J. LeRoy Ward: Program Management Complexity: A Competency Model. Ward and Levin are actually two of the first individuals to earn PMI’s Program Management Professional (PgMP) certifications, and are leading figures in each project and program administration education and practice. The mannequin consists of six performance competencies and eight personal competencies. Engineers can use this model to plan how best to enhance their total effectiveness as a program manager in the areas which have the greatest impact on program execution…and their engineering career success. Organizations, either public or personal, can use the model to help management make choices when matching program managers to open positions on existing or rising packages. Performance Competency for the Engineer Program Manager making use of his or her data of program management to executing a profitable program. Personal Competency for the Engineer Program Manager Project managers know that interpersonal skills are important. If you seize a copy of the Project Management Book of Knowledge ®, you’ll even find a listing of interpersonal abilities project managers must be profitable contained in an appendix. Program management is not any totally different â€" interpersonal expertise, called “private competencies” in the Levin-Ward model â€" are important for a program supervisor to develop and use. They improve his or her capacity to efficiently implement the skilled competencies. There are eight personal competencies: Successful management and delivery of a program requires this system manager to combine these professional and private competencies in a style that fits this system, suits the group, and supports this system group members. I’ve run several applications in my career without having had the benefit of seeing these fourteen specific competencies aligned in the way in which Levin and Ward have done so with this model. But after studying this framework, it’s benefited me as a result of I now have parameters I can use to be sure that I’m bringing the best combination of knowledge, expertise and experience into the packages â€" and even projects â€" I handle. “I consider the actual difference between success and failure in a company can be very often traced to the query of how well the organization brings out the good energies and abilities of its people.” ~ Thomas J. Watson Jr. We would love to hear any questions you might have or tales you would possibly share on developing program management competencies. Please depart your comments, feedback or questions within the section below. To your success, Christian Knutson, PE, PMP Engineering Management Institute Filed Under: Blog, Program Management Tagged With: Christian Knutson, Engineer Program Manager, information and expertise, Leadership, management, Performance Competency, Program Management, Successful management