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Without having made a formal investigation, it can fairly be said that the firm did not have been a very high level of Project Management Maturity.
The development of a Project Management Competency Model was one of the many steps being taken to reinforce and develop the project management function.
Hélene Guérette, coauthor and student in the program, was given the mandate to build the PM Competency Model with substantial support from two supervisory teams, one in house and one from the university.
The in-house supervisory team was made up of two senior project managers, a program manager, and a program director.
The firm wished to have a tool for use in managing personnel development.
More specifically, they were looking for a tool to assist in managing training and development activities, career path planning and succession planning, including the allocation of resources to these activities.
In recent years, the company has seen a slow emergence of a project management orientation.
Very early in this project, it was decided that rather than build a model from scratch through an inductive approach, the effort would draw on this previous work.
A project plan based on this general was prepared and presented to the program director for approval.
Brian Hobbs and Normand Pettersen, the other co-authors and professors in the Master's program were the university supervisors.