Project Management Career Path Plan - ACT-IAC Example Career Path Plan... · Project Management Career

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  • Agency Name

    Project Management

    Career Path Plan

    Start

  • Introduction

    This tool was designed to provide individuals with the information they need to develop along the Project Management track within the Agency.

    This tool provides:

    A progression of roles

    Core competencies by performance level, required proficiency levels, behavioral benchmarks and examples

    An opportunity for employees to take control of their development and prepare themselves to reach their career goals

    This tool is not:

    An Individual Development Plan

    A performance appraisal tool

    A selection tool

    A guaranteed path to promotion

    Position Description

    This section will contain a description of the Project Management position.

    Competencies

    For each of the points along the career path (i.e., Entry Level), the guide identifies both general and technical competencies. A competency is a

    measurable pattern of KSAs and other characteristics needed to successfully perform work-related tasks.General competencies cut across

    occupations, while technical competencies are specific to an occupation and/or specialty area. This guide provides definitions of core

    competencies along with illustrative work behaviors.

    For both general and technical competencies, a desired proficiency level is listed for each competency.

    Continue to view

    Career Path Map

  • GS-9/11

    Entry

    Project Management Career Path

    GS-12/13

    Intermediate

    GS-14

    Full/Senior

    GS-15

    Manager

    Click on Performance Level to see

    the corresponding developmental

    competencies and the required

    proficiency levels.

    Return to

    Introduction

  • Competency Required

    Proficiency GS-9

    Required Proficiency

    GS-11

    Customer Service Intermediate Intermediate

    Interpersonal Skills Intermediate Intermediate

    Oral Communication Basic Intermediate

    Planning and Evaluating Basic Basic

    Writing Intermediate Intermediate

    GS-9/11 Entry Level Project Manager

    As a GS-9/11 employee, entry level Project Managers are expected to take advantage of on-the-job and formal training to develop in

    technical aspects of the position. Some competencies are especially critical to the position, and individuals entering the career path at

    this level should concentrate on developing proficiency in the areas below.

    Training &

    Development

    Career Path

    Home

    GS-9/11

    Entry

    GS-12/13

    Intermediate

    GS-14

    Full/Senior

    GS-15

    Manager

  • Competency Required

    Proficiency GS-12

    Required Proficiency

    GS-13

    Customer Service Advanced Advanced

    Interpersonal Skills Advanced Advanced

    Oral Communication Intermediate Advanced

    Organizational Awareness Intermediate Intermediate

    Planning and Evaluating Intermediate Advanced

    Teamwork Intermediate Advanced

    Writing Advanced Advanced

    Business Process Improvement Intermediate Advanced

    Change Management Intermediate Intermediate

    Project Management Intermediate Advanced

    Strategic Planning Intermediate Advanced

    GS-12/13 Intermediate Level Project Manager

    As a GS-12/13 employee, intermediate level Project Managers are considered to be fully able to perform the work successfully without

    the need for much training or guidance. Individuals considering entering the career path at this level should consult the behavioral

    benchmarks and examples for the areas below to ensure proficiency requirements are met.

    Training &

    Development

    Career Path

    Home

    GS-9/11

    Entry

    GS-12/13

    Intermediate

    GS-14

    Full/Senior

    GS-15

    Manager

  • Competency Required

    Proficiency GS-14

    Customer Service Expert

    Interpersonal Skills Expert

    Oral Communication Expert

    Organizational Awareness Advanced

    Planning and Evaluating Expert

    Teamwork Expert

    Writing Expert

    Business Process Improvement Expert

    Change Management Advanced

    Project Management Expert

    Strategic Planning Expert

    GS-14 Senior Project Manager

    As a GS-14 Senior Project Manager, an employee must be able to perform all technical aspects of the job while also being able to

    assist in guiding and advising others on technical issues. Individuals considering this position should concentrate on the developing

    proficiency in the areas below as they may not be formally trained once in the position.

    Training &

    Development

    Career Path

    Home

    GS-9/11

    Entry

    GS-12/13

    Intermediate

    GS-14

    Full/Senior

    GS-15

    Manager

  • GS-15 Manager

    As a GS-15 manager, an employee is responsible for technical and leadership functions. Individuals interested in reaching this level of

    the career path must be skilled in the areas below and should consider leadership development opportunities to reach proficiency

    requirements.

    Training &

    Development

    Career Path

    Home

    GS-9/11

    Entry

    GS-12/13

    Intermediate

    GS-14

    Full/Senior

    GS-15

    Manager

    Competency Required

    Proficiency GS-15

    Customer Service Expert

    Interpersonal Skills Expert

    Oral Communication Expert

    Writing Expert

    Leadership - Accountability Expert

    Leadership - Conflict Management Expert

    Leadership - Decisiveness Expert

    Leadership - Developing Others Expert

    Leadership - Flexibility Expert

    Leadership - Problem Solving Expert

  • Business Process Improvement

    Training &

    Development

    Career Path

    Home

    GS-9/11

    Entry

    GS-12/13

    Intermediate

    GS-14

    Full/Senior

    GS-15

    Manager

    Proficiency Levels Benchmark Behavioral Examples

    5 Expert Applies business process improvement in exceptionally complex, new, or ambiguous situations.

    Serves as a key resource and advises others.

    Develops innovative approaches or new methods for improving effectiveness or efficiency of processes.

    Leads development and implementation of new processes impacting exceptionally complex issues, such as major organizational boundaries and/or highly sensitive issues.

    Mentors and advises others on how to improve business processes.

    4 Advanced Applies business process improvement in considerably complex, new, or ambiguous situations.

    Generally requires little or no guidance or review of work.

    3 Intermediate Applies business process improvement in complex situations.

    Requires occasional guidance or review of work.

    Identifies hurdles in the development and implementation of new processes and provides recommended solutions for overcoming hurdles.

    Assesses process success using established metrics and techniques.

    Identifies and recommends improvements in existing processes.

    2 Basic Applies business process improvement in somewhat difficult situations.

    Requires frequent guidance or review of work.

    1 Awareness Applies business process improvement in the simplest situations.

    Requires close and extensive guidance and review of work.

    Knows of business processes applicable to work unit.

    Collects process metrics.

    Knowledge of business processes, identification of needs for improvement and ability to establish procedures for implementation. Knowledge of methods, metrics, tools, and techniques of Business Process Reengineering.

    *GS-14

    *GS-13

    *GS-12

    *indicates grade level(s) associated with proficiency level

  • Change Management

    Training &

    Development

    Career Path

    Home

    GS-9/11

    Entry

    GS-12/13

    Intermediate

    GS-14

    Full/Senior

    GS-15

    Manager

    Knowledge of methods, metrics, and best practices for change implementation and ability to lead, manage, and facilitate the acceptance of new processes, technologies, systems structures, and values.

    Proficiency Levels Benchmark Behavioral Examples

    5 Expert Applies change management in exceptionally difficult situations.

    Serves as a key resource and advises others.

    Leads organization-wide rollout relating to new processes or organizational changes.

    Develops clear strategies for addressing technical and adaptive nature of change, (such as strategies for communications, training, implementation, evaluation).

    Mentors and advises others on how to effectively manage change.

    4 Advanced Applies change management in considerably difficult situations.

    Generally requires little or no guidance or review of work.

    3 Intermediate Applies change management in difficult situations.

    Requires occasional guidance or review of work.

    Provides recommendations and drafts materials for addressing change management initiatives (such as preparing communication documents and training materials).

    Identifies potential champions/stakeholders for various change efforts.

    Responds to inquiries regarding new processes, procedures, or organizational structures/responsibilities.

    2 Basic Applies change management in somewhat difficult situations.

    Requires frequent guidance or review of work.

    1 Awareness Applies change management in the simplest situations.

    Requires close and extensive guidance and review of wo