Competency Mapping of Project and Delivery Management

Volume 1, Issue 7 (July, 2014)
Online ISSN-2347-7571
Published by: Sai Om Publications
Sai Om Journal of Commerce & Management

A Peer Reviewed International Journal
COMPETENCY MAPPING OF PROJECT AND DELIVERY

MANAGEMENT
Dr. Ajay Kaushik
Addl. Registrar, Dr. K. N. Modi University, India
Email: apkaushik007@yahoo.com
ABSTRACT
Competency Mapping is an important and an essential exercise for the sustenance and development of
the organization. Every firm should have well defined roles and list of competencies required to
perform each role effectively. Such list should be used for recruitment, placements and training needs
identification, performance management, and promotions. In performing or carrying out work, it is
essential that the required job skills sets first be articulated. This information not only helps to identify
individuals who have the matching skills for doing the work but also the skills that will enhance the
successful performance of the work. Yet often to perform well, it is not enough just to have these skills.
It is also critical to complement the skills with the necessary knowledge and attitudes.
The intent of this project report is to understand the concept of competency mapping and its impact on
HR practices, in particular and the organization as a whole in general.
Keywords: Competency Mapping; Skills; Knowledge; Job Element

INTRODUCTION
Definition of Competency
HAYES (1979)
Competencies are generic knowledge motive, trait, social role or a skill of a person linked to superior
performance on the job.
Richard Boyatzis (1982)
A capacity that exists in a person that leads to behavior that meets the job demands within
parameters of organizational environment, and that, in turn brings about desired results
Spencer & Spencer (1993) defines competency as,
An underlying characteristic of an individual that is causally related to criterion-referenced effective
and/or superior performance in a job or situation.
Underlying Characteristic: Means the competency is fairly deep & enduring part of a persons
personality and can predict behavior in a wide variety of situations and job tasks.
Causally related means, A competency causes or predicts behavior & performance.
Criterion-referenced: Means that the competency actually predicts who does something well or
poorly, as measured on a specific criterion or standard. Examples of criteria are the rupee volume of
sales for salespeople or number of clients who stay dry for Alcohol-abuse Counselors.
Available online on www.saiompublications.com
16

OBJECTIVES
1. To design a Competency Map for few middle level roles.
2. To progress towards a Competency based performance appraisal
3. To support building an inventory of competencies for future planning.
SCOPE OF THE PROJECT
Design a Competency Map for one Managerial Role for the Project & Delivery Management job
tracks support function
METHODOLOGY
As per project guidelines;
Identification of a minimum of 3 positions, classify the roles/Jobs.
Write the Job description for each identified role/positions.
For each role/positions., present the Job Element Analysis and write a complete job element
analysis table, pinpoint the critical skills, knowledge and traits required.
For each role/positions., list the competencies as selected from the JEA table / quancom or
company values.
BARS table for each competency analysed, for each of the roles.
Brief overview of findings
Clarity in terms of level of performance expected from the considered roles.
Supports employee learning and development by listing competencies that help focus
deliberations on training performance, learning needs and career plans.
Importance
The reading and sample exercise on Competency Mapping helps the scholar to realize how a
competency based culture may benefit the organization;
Improves internal communication
More professionalism in the organization and better role to individual fitment.
More focused development of individuals by identifying and building their competencies.
Helps uplift competencies of critical groups of managers by providing them insights into their
competencies and developmental opportunities.
Create a competency based culture in the organization.
Assessment gets extended to Individuals, Teams and Organization and leads to continuous
development of the organization.
Focuses attention of people on Job-specific behaviours and competencies.
To make faster, more confident decisions about:
Bid pipeline management
Customer & product profitability
Market pricing
Other high-impact choices
VOL. 1, ISSUE 7 (July 2014)
17
Online ISSN 2347-7571

Product forecasts
Response to competitors
What is Competency?
Thus, the above definitions shows, Competencies are a combination of Knowledge, skills and attitudes
required to do a job successfully.
Competencies refer to skills and knowledge that leads to superior performance.
Competencies provide a framework for distinguishing between poor performances to

exceptional performance.
Competencies can apply at organizational, individual, team, occupational and functional

levels.
Once the job requirements have been clarified, then competency interviewing helps
interviewers look for evidence of those requirements in each candidate. For people already in
jobs, competencies provide a way to help identify opportunities for growth within their jobs.
Competencies are not fixed they can usually be developed with effort and support.
Employees and their managers together can identify which competencies would be most
helpful to work on to improve the employees effectiveness
Competencies are not a tool to be used for evaluating people for layoffs.
Criterion reference as mention in Spencer & Spencers definition is very critical to the concept
of competence.
A characteristic is not a competency unless it predicts something meaningful in the real world.
As the famous psychologist William James said, the first rule for a scientist should be thatA difference that makes no difference is no difference. Similarly, a characteristic or credential that
makes no difference in performance is not a competency and should not be used to evaluate people.
The criteria most frequently used in competency studies are:
Superior Performance: Statistically defined as one standard deviation above average performance, it
is roughly the level achieved by the top 1 person out of 10 in a given working situation.
Effective Performance: This usually means minimally acceptable level of work, the lower cut-off
point below which an employee would not be considered competent to do the job.
Types of competencies
Core Competencies:
1. Internal capability that is critical to the success of the business.
2. Core competencies define what an organization values most in its people.
3. e.g., an organization might want its people to possess Teamwork, flexibility and
communication skills.
4. Organizational competencies that all individuals are expected to possess.
5. Core competencies are not seen as being fixed, they must change in response to changes in the
companys environment.
6. They are flexible & evolve over time, as a business adapts to ne circumstances &
opportunities, so its core competencies will have to adapt & change.
18

Professional / Functional Competencies:
1. These competencies are grouped for each job within the organization. e.g., Competencies for
H.R. Manager or Competencies for an Operations Manager.
2. The goal is to optimize performance by having the technical skills to perform a job.
Threshold Competencies:
The characteristics required by a job holder to perform a job effectively are called threshold
competencies. It represents the essential characteristics, that everyone in a job needs to be at least
minimally effective
e.g., ability to read, but that does not distinguish between a superior performer & an average
performer. E.g., Threshold competency for a sales person is knowledge of the product or ability to fill
invoices.
Behavioural Competencies:
Refer to competencies required in terms of behaviour for a particular role.
e.g., Building & Maintaining relationships is an important behavioural competency for an IT Manager
as the job requires developing constructive, cooperative working relationships with people at all levels.
Differentiating Competencies:
These competencies distinguish a superior performer from an average performer.
E.g., Achievement orientation expressed in a persons setting goals higher than those required by the
organization, is a competency that differentiates a superior sales performer from the other average
sales persons in the organization.
Uses of Competency Mapping
Using competency mapping allows companies to raise the bar of performance expectations
Teams and individuals align their behaviours with key organizational strategy
Each employee understands how to achieve stated expectations
19

Competency based recruitment
Competency based recruitment processes reduce the chances of a costly hiring mistake
Increase the likelihood of identifying and selecting the right person for the right job
Competency based Training
Opportunity to identify/ develop specific training programmers
Focused Training enabling improvement in specific technical and managerial competencies
Better ROI on training
Competency based Performance Appraisal
Establishment of clear high performance standards
Collection and proper analysis of factual data against the set standards.
Conduct of objective feedback meetings
Direction with regard to specific areas of improvement
Competency based Pay

Provide an incentive for employees to grow and enhance their capabilities
Competency based Career Planning & Development
Enhances the understanding of development and the individual gets the necessary tools to
take responsibility for their own development
Give the managers a tool to empower them to develop people.
Competency based succession planning
Helps assess employees readiness or potential to take on new challenges
Determining the persons job fit can be based on matching the competency profile of an
individual to the set of competencies required for excellence within a certain position.
Individuals would also know the competencies required for a particular position and therefore
would have an opportunity to decide if they have the potential to pursue that position.
Measurement of competencies
Competencies can be measured using a Behavioural-Anchored Rating Scales (BARS).
In this system, all competencies are defined from levels in a competency framework.
Each definition typically expresses the behaviour expected of the associates if he were to be
rated at that level.
The content of the BAR-scale is developed from a job analysis and is based on responses to
critical job incidents or situations.
The scale used is usually a 3-Point, 4-Point or 5-Point scale but could also be narrative if
appropriate.
Experiment on developing a competency mapping prototype comprises of the following;
Using already identified job description and studying them.
Accordingly identify competencies for above mentioned roles.
20

Meeting various managers & function heads to gather further inputs on the role of a HR
Manager, Solutions Delivery Manager & Solution Architect within XYZ Technologies.
Described each competency in detail and stating the definitions of a competency as per preexisting Competency Dictionaries available online Hay McBer, British Council Competency
and UNIDO Dictionaries.
For the sample role in different job tracks I have indicated levels of specific effective &
operative behaviours for each competency of the managerial band I have considered for the
CPCD project report. The levels range from 1 Lowest to 4 Highest.
Competency Mapping
Project & Delivery Management / Solution Delivery Manager
Discuss the functional & behavioural competencies for a role within the Project & Delivery
Management Track
Job Description
This position is a part of the Professional Services Organization group.
Solution Delivery Manager tracks, monitors and manages Solution Development and
Implementation cycle.
Key Duties and Responsibilities

1. Oversees the technical staff, manages their objectives and responsible for the performance of
the team.
2. Independently handles project proposal, estimation, planning and execution.
3. Provide status reports, issue escalations, risk mitigation. Manages Project Schedule, Issues,
Risks, Tracks the Effort / Cost / Schedule.
4. Establishes and maintains relationships with customers, quality control, and product
development and solution development & implementation teams.
5. Establishes priorities, works independently, and proceeds with objectives without supervision.
6. Researches, reports and corrects any quality assurance issues.
7. Familiar with a variety of the field's concepts, practices, and procedures.
8. Supports new proposal efforts in scoping, estimation, project planning and SOW creation.
9. Has people responsibilities performance appraisals, productivity improvement, punctuality
and discipline, talent retention, career planning & development
10. High customer interaction on day to day basis. Meet the customer and get the initial
requirements. Manages the entire middle level customer base. Need to keep good relationship
with this base to bring in more business, Single point contact for the client for the entire
project.
11. Project Accounting Tracks/reports team hours and expenses, manages project budget,
ensures timely & accurate invoicing, and monitors receivables for project. Analyses project
profitability, revenue, margins, bill rates and utilization.
12. Responsible for meeting SLAs and achieving customer satisfaction goals.
13. Performs other related duties as required.
21

Job Elements Identification Solution Delivery Manager
Serial No.
1.
Job Element
Project
Planning
Project
Monitoring
Project Control
Activities
Estimate the Scope of the Project
Establish Estimates of Work Product and Task Attributes
Define Project Lifecycle Phases
Estimate Effort and Cost
Establish the Budget and Schedule
Identify Project Risks
Plan Data Management
Plan the Project's Resources
Plan Needed Knowledge and Skills
Plan Stakeholder Involvement
Establish the Project Plan
Review Plans that Affect the Project
Reconcile Work and Resource Levels
Obtain Plan Commitment
Monitor Project Planning Parameters
Monitor Commitments
Monitor Project Risks
Monitor Data Management
Monitor Stakeholder Involvement
Conduct Progress Reviews
Conduct Milestone Reviews
Analyze Issues
Take Corrective Action
Manage Corrective Actions
Job Element Analysis Solutions Delivery Manager

Serial
No.
1
Job Element
Project
Planning
Knowledge
& Skills
K
K
S
2
Project
Monitoring
K
S
K
S
Threshold
Competency
Development of
simple project plans
including work breakdown structure.
Customer Service
Orientation
discovers and meets
underlying needs.
Knowledge of Gantt
charts
Contacts many
different sources
Identifying project
risks
Anticipating obstacles
Generating project
metrics
Questions obvious
22
Differentiating Competency
Can oversee and manage
Large, highly complex, diverse
or strategic projects that impact
the organization as a whole.
Analytical Skills anticipating
and planning for obstacles or
seeing the implications or
consequences of situations.
Identifying project slacks and
critical parts in a Gantt chart.
Getting commitments to project
plan from various stakeholders.
Analysing risks and providing
mitigation plans.
Breaks problem apart
systematically and makes logical
conclusions.
Analysing project metrics
Challenges assumptions

Project
Control
mistakes and asks for

clarification of
unclear issues.
Rework project
schedule
Produces a workable
solution that meets
the immediate
demands of the
situation
K
S
Prepare impact
analysis
Recognizes that the
solution to one issue
may have an impact
later on in a process.
and their underlying logic
Rework project schedule so as to

avoid project slippages.
Produces a range of workable
strategies aimed at solving
numerous, possibly related
issues; considers the practical
concerns regarding the
implementation of a range of
possible solutions.
Identification of root cause
through impact analysis
Uses systems thinking to
investigate the complex
relationships between
seemingly unrelated
issues; Steps away from
solving the immediate
problem to place it into a
wider context; Considers
the whole system, not just
one issue or a localized
cluster of issues.
Behaviourally Anchored Rating Scale Solution Delivery Manager Functional & Behavioural
Competencies
1. Conceptual Thinking
2. Planning Delivery
3. Customer Service Orientation
4. Holding People Accountable
5. Impact & Influence
6. Delegation
Conceptual Thinking
The ability to identify patterns or connections between situations that are not obviously related, and to
identify key or underlying issues in complex situations. It includes using creative, conceptual or
inductive reasoning.
Level 1
Uses Basic Rules & Sees
Patterns
Uses simple rules,
common sense, and past
experiences to identify
problems. Recognizes
when a current situation
is exactly the same as a
past situation.
Level 2
Applies Complex
Concepts
Uses knowledge of
theory or of
different past trends
or situations to look
at current
situations.
23
Level 3
Clarifies Complex
Situations or Data
Makes complex
ideas or situations
clear, simple,
and/or
understandable.
Level 4
Creates New Concepts
Creates new concepts
that are not obvious to
others and not learned
from previous education
or experience to explain
situations or resolve
problems.

When looking at
information, sees
patterns, trends, or
missing pieces.
Applies and
modifies complex
learned concepts or
methods
appropriately; e.g.,
statistical process
control, TQM
demographic
analysis,
managerial styles,
organizational
climate etc. This is
evidence of more
sophisticated
pattern recognition.
Assembles ideas,
issues, and
observations into a
clear and useful
explanation.
Restates existing
observations or
knowledge in a
simpler manner.
Putting together
information from
different areas.
Planning Delivery
Defines tasks, milestones, establishes clear priorities and schedules activities to achieve objectives,
while ensuring the optimal use of resources to meet those objectives. Constantly monitors performance
against objectives.
Level 1
Employee
Can do the job
Identifies
information required
for the project and
streamlines
appropriate
resources for
allocation utilization
Uses new planning
tools and techniques
accurately
Level 2
Employee
Plays by the
rules
Most of the time
meets deadlines.
Level 3
Employee
Adapts Own
Approach
Makes realistic
estimates of the
effort, resources &
time to complete
Activities.
Plan & prioritize

the work as per
the deadline &
requirement.
Effectively uses
the resources &
keep members
informed about
the schedules
Works efficiently &

effectively.
Keeps everyone
focused on
completing tasks by
the due date.
Level 4
Employee
Adapts well to
Organizational Strategy
Defines tasks, milestones,
establishes clear priorities
and schedules activities to
achieve objectives, while
ensuring the optimal use of
resources to meet those
objectives.
Constantly monitors
Performance against
objectives.
Expert in time management
& finishes work ahead of
schedule & spares time &
resources for other activities.
Sets challenging, tangible
goals, allows freedom but
ensures accountability.
Customer Service Orientation

Customer Service Orientation is the willingness and ability to give priority to customers, delivering
high quality services which meet their needs.
24

Level 1
Employee
Delivers a service
Level 2
Employee
Adds Value
Keeps customers
up to date and
informed. Interacts
well with all
customers.
Thinks about the

customer when
undertaking dayto-day work.
Acts promptly to
ensure customer
problems are
resolved.
Makes him- or
herself available to
the customer.
Questions "how
is this adding
value for the
customer?"
Makes decisions
with the customer
in mind.
Understands that
each customer is
different.
Takes pride in
delivering a high
quality product or
service.
Investigates
service delivery
and provides
solutions to
problems.
Delivers what is
expected, not what
they think the
customer wants or
needs.
Level 3
Employee
Addresses Underlying
Needs
Takes time to question
and understand the real,
underlying needs of
customers, beyond those
initially expressed.
Focuses resource
without bias on priority
areas and/or key
customer groups.
Does not make
assumptions about
customer needs, but
asks lots of questions to
clarify them
Level 4
Employee
Serves Long-Term
Interests
Always works closely
with customers,
developing an
independent view of
their needs and acting in
their long-term interest.
Moves customer thinking
forward, helping them
understand issues beyond
their day-to-day work.
Requests feedback from
customers to ensure
satisfaction, and shares
the results.
Holding People Accountable

Holding People Accountable involves the ability to be totally clear with others about what has to be
achieved, to what standard, by when, within what budget, and then make clear their accountability for
delivery.
Level 1
Employee
Provides
Direction
Gives clear
instructions and
lets people know
what is expected
of them.
Level 2
Employee
Demands High
Standards
Demands high
performance or
results from others
by setting example.
Level 3
Employee Holds
People Accountable
for Performance
Holds people
accountable for their
actions and
performance.
Accepts
accountability for
own actions and
performance Sets
limits for others
behavior.
Does not bully or
harass and does
Monitors
performance against
clear standards or
deadlines, providing
appropriate feedback
when required.
Helps individuals to
start again when
Challenges individuals
openly and
constructively about
performance problems,
adapting a firm but fair
stance.
Allows others to take
credit when deserved.
25
Level 4
Employee
Addresses Longer
Term Issues
Addresses longer term
performance
problems, removing
poor performers from
positions when
necessary.
Clearly states
consequences, e.g. if
you dont achieve this
goal, this is what will
happen
Provides guidance and
support as well as

not tolerate
inappropriate
behavior in others.
setbacks occur.
challenge and
constructive criticism.
Impact and Influence

Implies an intention to persuade, convince, influence, or impress others, in order to get them to go
along with or to support the speakers agenda. It is based on the desire to have a specific impact or
effect on others where the person has his or her own agenda, a specific type of impression to make, or
a course of action that he or she wants the others to adopt.
Level 1
Employee
States Intention,
takes no specific
action
Intends to have a
specific effect or
impact; expresses
concern with
reputation, status,
appearance, etc., but
does not take any
specific action
Makes no apparent
attempt to adjust the
persuasion attempt to
the interest and level
of the audience
Level 2
Employee
Takes an action to
persuade
Level 3
Employee Calculates
the Impact of Ones
Actions or Words
Level 4
Employee
Uses
Indirect Influence
Uses direct persuasion

in a discussion or
presentation (e.g.,
appeals to reason,
data, others selfinterest; uses concrete
examples, visual aids,
demonstrations, etc.).
Takes one or more
steps to persuade
without trying to adapt
specifically to level or
interest of an
audience.
Anticipates the effect of

an action or other detail
on peoples image of
the speaker. OR takes a
well-thought-out
dramatic or unusual
action in order to have
a specific impact.
Adapts a presentation
or discussion to appeal
to the interest and level
of others. Anticipates
and prepares for
others reactions.
Uses experts or other

third parties to
influence.
Builds a behind the

scenes support for
ideas, gives or
withholds information
to have specific
effects, uses
group process kills
to lead or direct a
group.
Delegation
Utilizes direct reports effectively by allocating decision-making and other responsibilities to the
appropriate person to others to maximize the organization and individuals effectiveness.
Level 1
Gives clear
commands
Gives clear
instructions
& lets people know
what is expected of
them.
Level 2
Monitors assigned
work
Assigned
accountabilities are
indicative of clear
end results, not
simply tasks to
complete.
Accepts
accountability
for own actions &
performance.
Individualizes
delegation to meet
the needs and
abilities of the
individual.
Demands high
Sets limit for others
Level 3
Encourages selfregulating work style
Encourages others to
set own deadlines
within time constraints
of assignment and
holds them accountable
for meeting the
deadline.
Manages risks by
making contingency
plans with employee.
Level 4
Addresses long-term
work related anxieties
Asks employee for
his/her plan to address
issue to be delegated,
allowing person to
create and "own" the
solution.
Clearly communicates
Allows others to
26
Provides the necessary

guidance and resources
when assigning work.

Behavior
performance or
results from others by
setting example.
expectations or
boundaries.
take credit
when deserved.
SUMMARY
The intent of my project report is to touch the concept of competency mapping and its impact on HR
practices and the organization as a whole. I have consequently understood that Competency Mapping
can be used for great benefit in exploring where knowledge resides and how it is shared within an
organization.
If chosen for implementation competency model can serve as an integrative frame-work for the
organizations entire HR system. It can help align the HR system vertically with the organizations
strategic objectives, or horizontally with other HR functions, to ensure harmony and consistency
across the many facets of HR activities that impact human performance.
In todays management world and especially in the Corporate realm, the term competency mapping
has gained tremendous importance and popularity and rightly so. Organizations are contending
globally and they wanted to create a competitive edge over the other. Companies are investing
tremendous amount of time and money to have competent employees or develop ordinary employees
to extra-ordinary employees by developing distinguishable competencies. Service Delivery Managers
and HR professional have realized the importance of competency mapping and they believe that, the
future belongs to competent people and competency based organizations.
CONCLUSION
Competency Mapping is an important and an essential exercise for the sustenance and development of
the organization. Every firm should have well defined roles and list of competencies required to
perform each role effectively. Such list should be used for recruitment, placements and training needs
identification, performance management, and promotions. In performing or carrying out work, it is
essential that the required job skills sets first be articulated. This information not only helps to identify
individuals who have the matching skills for doing the work but also the skills that will enhance the
successful performance of the work. Yet often to perform well, it is not enough just to have these
skills. It is also critical to complement the skills with the necessary knowledge and attitudes.
In todays management world and especially in the Corporate realm, the term competency mapping
has gained tremendous importance and popularity and rightly so. Organizations are contending
globally and they wanted to create a competitive edge over the other. Companies are investing
tremendous amount of time and money to have competent employees or develop ordinary employees
to extra-ordinary employees by developing distinguishable competencies. Service Delivery Managers
and HR professional have realized the importance of competency mapping and they believe that, the
future belongs to competent people and competency based organizations.
REFERENCES
1. P D Pant and Anirban Dutta, the Management Group, Behavioural Competencies an Important
HR Tool Page 3
2. Behavioural
Competencies
_competencies... page 11
British Columbia,
www.env.gov.bc.ca/home/behavioural
3. Generic
and
Behavioural
Competency
Dictionary
www.mcinnescooper.com/wp-content/uploads/docs...
The
British
Council.
4. E book - Competence at Work by Spencer and Spencer.. CiteHR

5. www.citehr.com/203836-e-book-competence-work-spencer-spencer.html The McClelland / Mc
Ber Competency Models
6. www.eyeonsociety.co.uk/resources/CILSChap15.pdf
27

7. Atkinson, J. W. (Ed.). Motives in Fantasy, Action and Society. New York: Van Nostrand.
8. Hay/McBer. (1996). Scaled Competency Dictionary. Boston: Hay/McBer.
9. McClelland, D.C., & Litwin, G. (1967). A Brief Scoring Manual for Achievement Motivation.
Boston, MA: McBer & Co.
10. Murray, H. A. (1938). Explorations in Personality. New York: Oxford University Press.
11. Spencer, L. M., & Spencer, S. M. (1993). Competence at Work. New York: Wiley.
12. . Hay/ McBer. Competency Management in Organizations - SlideShare
13. www.slideshare.net/hrtalksblog/competency-management-in...
14. NHRDNs Webinar 10th Sept09 NHRDN s Sept 09 Competency Management in
Organizations Presented by: P.
15. BUILDING COMPETENCY MODELS coohobbies.com/building-competency-models BUILDING
COMPETENCY MODELS March 2nd, 2013
16. CMMI Version 1.3From Wikipedia, the free encyclopedia
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Volume 1, Issue 7 (July, 2014)

Published by: Sai Om Publications

Sai Om Journal of Commerce & Management