| Entry
to Mid Level Project Managers |
| |
Outstanding
Behaviors |
| |
- Translates project scope and goals into a realistic work plan
with clear objectives, priorities, deliverables, activities, schedule,
accountabilities and deadlines.
- Stays focused on the project goals.
- Accurately assesses the impact of additional unplanned activities
on scope.
- Clearly explains the project scope and change control process
to all team members.
- Systematically tracks and documents all project changes.
- Negotiates scope changes that have minimal impact on the project
schedule and cost, whenever possible.
|
| |
Marginal
Behaviors |
| |
- Develops an unrealistic or incomplete project plan.
- Allows self or project team to lose focus on project goals.
- Does not anticipate or manage unplanned activities and their
impact on the project.
- Does not develop and communicate a change control process.
- Does not document changes to the project plan.
|
| Mid
to Senior Level Project Managers |
| |
Outstanding
Behaviors |
| |
- Sets and limits the project scope to activities that directly
address the client's needs.
- Creates a comprehensive work plan with clear objectives, priorities,
deliverables, activities, schedule, accountabilities, deadlines,
and criteria for gauging effectiveness.
- Clearly explains the project scope and change control process
to all team members.
- Ensures that the sponsor/customer is in agreement before deciding
to expand the scope of the project.
- Ensures that all project changes are systematically tracked
and documented.
- Identifies new client requirements that emerge as the project
develops, anticipates scope changes, and negotiates them.
|
| |
Marginal
Behaviors |
| |
- Allows the project scope to include items beyond the client's
needs.
- Does not develop a well-thought-out, comprehensive work plan.
- Does not develop and communicate a change control process.
- Does not document changes to the project plan.
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