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ITIL is an approach used by businesses to identify customer needs and issues and address them fully. Receipt of user complaints and grievances: A complaint is received, classified and recorded.
The issue is investigated and clear instructions on what to do to correct the anomaly are given to the customer.
If the initial support staff is unable to deal with the problem, it is passed on to higher and more qualified levels of the support team.
Some issues are easily resolved by the support staff, others may require formal resolution while others are more complex and may require the incident management team to forward a request for change to its system or user. The Project Management Professional Competency Development Framework provides a tool to assess individual project management practitioner’s degree of professional maturity and development.
Once assessed, a training and education program can be put in place to provide the additional training required to achieve higher levels of competence.
Completing the framework is a simple process of marking the practitioner as Competent, Moderately Competent, or Not Yet Competent in each of the identified areas. The Portfolio Manager is able to display all of the project management competencies, as well as demonstrate an understanding of program management. The Program Manager must display most of the competencies of project management and also display an ability to lead, and manage and resolve competing project demands. The Project Director is a senior level project manager with over 5 years project management work experience, and responsibility and competence not only in the project management technical and impersonal areas but also in leading and managing teams and individual stakeholder expectations.
The Project Manager is able to display competence or moderate competence in all of the required technical and interpersonal skills, and has responsibility and authority to deliver projects.
The Project Administrator or Co-ordinator provides support to a project manager, has limited delegated authority and does not display competence or moderate competence in all the project management technical or interpersonal skills. PMI recognised that it was time to focus on what organisations need from their project practitioners, now in order to ensure better project success rates and be prepared for the future business demand for project practitioners. This would be an ideal starting point to see what lessons could be learnt for the benefit of the wider project management community. The report highlighted that there were four areas that high performing organisations tended to excel at.
Talent management became the focus of a paper4 that spelt out what many of us already know, it is the people that really makes a difference to the success of an organisation and in relation to project management it is imperative that there is a talent management strategy related to the overall strategies of the organisation.
As part of the talent management strategies highlighted in high performing organisations there had been a subtle shift in what was expected of project practitioners now and in the future.

Technical Project Management: Knowledge, skills and behaviors related to specific domains of Project, Program and Portfolio Management.
Leadership: Knowledge, skills and behaviors specific to leadership-oriented skills that help an organization achieve its business goals. Strategic and Business Management: Knowledge of and expertise in the industry or organization that enhances performance and better delivers business outcomes.
The Talent Triangle is now driving one of the biggest changes we’ve seen in recent years at PMI and that is how the Continuing Certification Requirements (CCR) Program will change to align to the triangle.
If you are a member of PMI, you need to be aware of the changes to the Continuing Certification Requirements (CCR) Program.
The CCR Program, the way PMI certification is maintained over the three year membership cycle, with the recording of professional development activities – or Professional Development Units (PDU) is being overhauled to bring it inline with the Talent Triangle. PMI have put together a great one page overview of what kind of education you can pursue in each of the three areas.
This category still includes time spent as a volunteer, creating new knowledge and working as a project practitioner. It’s time to get a little smarter about how you approach your professional development. You can seek out training and development that blends two or all three of the areas on a course. It’s a great opportunity to spread your wings when it comes to the types of books you read, conferences you attend or the webinars you view. For a long time now professional development for project practitioners has focused too much on the technical aspects of project management – the methodology training, the planning, scheduling, risk management etc.
Lindsay Scott is Director of Arras People, the programme and project management recruitment specialists. TwentyEighty Strategy Execution helps people around the world improve the way they manage their projects, contracts, requirements and vendors through innovative learning. Just provide the following details and get Scrum Fundamental Certified e-learning Course access for 3 days!! Astrowix helped one of India’s largest telecommunications company set up professional project management practices to prioritize projects, maximize efficiency, eliminate project risks and enhance project success.
Wikipedia says that it doesn't have anything that exactly matches "project_management_professional". Detailed Description:PMI makes it simple and convenient for trainers, consultants and educators to purchase high-resolution, professional quality tables and figures from the PMBOK® Guide for use in training materials.

PMI, PMBOK® Guide, PMP, CAPM, ACP, OPM3, PBA, PgMP, PfMP, PMI-SP and RMP are registered trademarks of the Project Management Institute, Inc.
All members working on the same matter must however record their progress in a common log book. The framework is based on the PMI Project Manager Competency Development Framework and outlines technical, interpersonal and educational competencies that can be used to assess an individual project management practitioner’s current level of competence. The results are processed by our software tool and an assessment of the level of competence of the individual is provided.  The results are provided back with a personalized recommendation for next steps in professional development. Additionally, a competent portfolio manager must display competence in strategic alignment and project selection. These high performers were successfully completing 89% of their projects compared to 36% of projects by low performers. Alongside the technical project management skills which focus on the traditional constraints of time, cost and scope, organisations need and want more leadership ability and developed strategic and business management skills. So that’s 8 in technical project management, 8 in leadership and 8 in strategic and business skills. So something technical project management related like business case development might include a section on strategy planning. If high performing organisations want to see an increase in leadership and strategic and business management skills, what does that really mean for your organisation?
Lindsay is the project management careers columnist for PMI's Network magazine and co-editor of the Gower Handbook of People in Project Management.
This blog is to re-enforce our commitment to the industry and provide a useful tool to the PM Community.
ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries. Getting a steer on what is important for your organisation can really help you choose the right development options.

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