Project Management Learning Progression Table

Faculty of Engineering

The Project Management Learning Progression Table defines the essential competencies to be taught and learnt in the project management courses across an ascending series of proficiency levels, from one to five. The table is set out in a standard competency matrix format with a list of key competency domains in the left hand column and proficiency levels listed across the top row. It differs from other PM competency matrices in having a strong focus on the needs of teaching organisation in the way the competency field has been structured. The purpose is not to provide an exhaustive inventory of skill/knowledge requirements, or fine grained assessment of occupational fitness but rather to address the problem of how the various elements of PM professional competency are best grouped together and developed over time, in realistically manageable stages, as a coherent long term educational program. The six competency domains of the PM Learning Progression Table (Project Development, Project Delivery, Project Methods, Project Communication and Professional Practice) represent the practical grouping for teaching and study purposes of the essential discipline competencies expected by the discipline`s governing professional bodies plus the enabling skills and knowledge that underpin these. The five proficiency levels are defined in terms of the operational responsibilities, levels of expertise and depth of critical and systems thinking to be developed in each of the six competency domains. The top three proficiency levels are designed to match AIPM`s RegPM levels of Project Practitioner, Manager and Director.

Level 1 Level 2 Level 3 Level 4 Level 5

1) Project Development
Ensuring clear identification of project strategy, scope, risks, assumptions and expected business value in plans and proposals for complex large scale projects with significant uncertainties (GAC Domains 1 & 2). Project Novice. Understands and applies, as directed, the formal requirements of a complex project proposal. Including project strategy, scope, business case, and assessment of time, costs, risks and probabilities. Project Associate. Prepares complex project proposals that are credible as early draft representations and technically complete. Including project strategy, scope, business case, and assessment of time, costs, risks and probabilities. Project Practitioner. Prepares planning contributions that are credible, complete and transparent for complex large-scale projects. Including project strategy, scope, business case, and assessment of time, costs, risks and probabilities. Project Manager. Prepares comprehensive project planning documentation that is credible, complete and transparent for complex large-scale projects. Manages all aspects of project strategy, scope, business case, and assessment of time, costs, risks and probabilities. Project Director. Sets direction, policies and standards for initiation and planning of projects and programs, consistent with strategic needs and priorities of the organisation.

2) Project Delivery
Managing the complex dependencies and changing circumstances of large scale projects while maintaining optimal quality and ensuring long-term value (GAC Domains 3,4 & 5). Project Novice. Understands and applies, as directed, the formal requirements of project contracting, procurement, quality control and progress management, within the scope of specific project objectives and responsibilities, and with due regard for overall project goals, dependencies and business value. Project Associate. Undertakes guided exercises in project contracting, procurement, quality control and progress management, within the scope of specific project objective and responsibilities, and with due regard for overall project goals, dependencies and business value. Project Practitioner. Develops and implements effective control and response mechanisms for specific aspects of project contracting, procurement, quality control and progress management, with due regard for overall project goals, dependencies and business value. Includes handling of minor variations. Project Manager. Develops and implements effective control and response mechanisms for the whole of project contracting, procurement, quality control and progress management, consistent with overall project goals, dependencies and business value. Includes handling of major variations, project integration and project closure. Project Director. Develops and implements effective control and response systems at program and organisation level governing project contracting, procurement, quality control, progress management, variations, integration and closure in relation to project goals, dependencies and business value.

3) Project Methods
Making effective use of the diverse range of methods, approaches and tools developed for the modelling and analysis of the project cycle. Project Novice. Uses given modelling methods and tools as directed to investigate assigned project questions. Project Associate. Selects and uses modelling methods and tools, as appropriate, with general understanding of assumptions and limitations involved, to investigate assigned project questions. Project Practitioner. Selects and uses modelling tools and methods, as appropriate for assigned project objectives, with thorough understanding of assumptions and limitations involved. Project Manager. Initiates and coordinates modeling and analysis of project processes. Refines models used to improve performance and develops custom models to address unusual situations. Project Director. Finds, develops and disseminates new modelling methods and tools. Guides continuous development of modelling capabilities within the organisation.

4) Project Leadership
Connecting and engaging project participants and stakeholders with their varied roles and responsibilities through a shared sense of the underlying value at personal, project and organisational levels. (AIPM Knowledge Area 5 & 9; GAC Domain Elements 3.4, 6.4, 6.5; CPM Competency Standards View 7). Project Novice. Understands and applies, as directed, established principles and models of practice regarding the alignment of shared project roles and responsibilities. Project Associate. Independently recognises and engages with issues of shared project roles and responsibilities and their alignment with project goals and strategy, applying relevant principles and practice as appropriate. Project Practitioner. Contributes to development of a productive shared approach to project roles and responsibilities and their alignment with project goals and strategy, consistent with relevant principles and practice. Project Manager. Initiates and drives development of a productive shared approach to project roles and responsibilities and their alignment with project goals and strategy, consistent with relevant principles and practice. Project Director. Infuences and motivates others in developing a productive shared approach to project roles and responsibilities and their alignment with project goals and strategy, consistent with relevant principles and practice on a large organisational scale.

5) Project Communication
Conveying complex subject matter accurately, informatively and constructively in discussions, negotiations, documentation and reporting, with due regard for risks and uncertainties of information sources, assumptions and conclusions (AIPM Knowledge Area 6). Project Novice. Conveys complex material accurately and informatively for clearly defined requests with small, familiar audiences. Taking content requirements and information sources as given. Recognises and reliably interprets specialist language within restricted context. Project Associate. Conveys complex material accurately and informatively for specific and implied requests with familiar audiences. Shows some critical judgement regarding content requirements, issues, evidence, assumptions and uncertainties, with routine guidance. Generally reliable in recognising and interpreting specialist language. Project Practitioner. Conveys complex material accurately, informatively and constructively for broadly defined objectives and audiences. Shows probing critical judgment regarding content requirements, issues, evidence, assumptions and uncertainties, within given theoretical and practical guidelines. Reliably interprets and makes appropriate use of specialist language. Project Manager. Conveys complex material accurately, informatively and constructively as operational circumstances require. Shows wide-ranging, well-integrated critical judgement regarding content requirements, issues, evidence, assumptions and uncertainties and their inter-connections. Has thorough understanding of theory and practical context with fluent command of specialist language. Frames and targets messages to address requirements and objectives that are diverse, changing and competing at a tactical, operational level. Project Director. Conveys complex material accurately, informatively and constructively as required, at senior strategic level. Shows wide-ranging, well-integrated strategic judgement regarding content requirements, issues, evidence, assumptions and uncertainties and their inter-connections. Has thorough understanding of long-term strategic implications as well as practical context and theory, with fluency in language of high-level strategic debate. Frames and targets messages to address diverse, evolving and competing priorities and interests at a long-term strategic level.

6) Professional Practice
Maintaining a high standard of professional conduct and proficiency, consistent with current codes of practice professional project management (GAC Domain Elements 6.1-3). Project Novice. Aware of PM professional practice codes and knowledge sources, in particular PMBoK. Project Associate. Discusses professional practice issues with appropriate reference to PM knowledge sources, in particular PMBoK. Seeks opportunities to learn from experience, reflecting constructively upon both failures and successes. Project Practitioner. Takes initiative in furthering own PM professional development and engaging with recommended PM knowledge sources, whether from PMI or other industry bodies. Project Manager. Takes initiative in contributing to PM knowledge and promoting PM best practice within the project team. Actively monitors developments in PM knowledge and professional practice across a broad range of sources, and advises on operational implications. Project Director. Takes initiative in contributing to ongoing development of PM professional codes and standards and in promoting PM best practice across the organisation. Actively monitors and evaluates developments in PM knowledge and professional practice, from a strategic perspective, across a broad range of PM sources.

	Level 1	Level 2	Level 3	Level 4	Level 5
1) Project Development Ensuring clear identification of project strategy, scope, risks, assumptions and expected business value in plans and proposals for complex large scale projects with significant uncertainties (GAC Domains 1 & 2).	Project Novice. Understands and applies, as directed, the formal requirements of a complex project proposal. Including project strategy, scope, business case, and assessment of time, costs, risks and probabilities.	Project Associate. Prepares complex project proposals that are credible as early draft representations and technically complete. Including project strategy, scope, business case, and assessment of time, costs, risks and probabilities.	Project Practitioner. Prepares planning contributions that are credible, complete and transparent for complex large-scale projects. Including project strategy, scope, business case, and assessment of time, costs, risks and probabilities.	Project Manager. Prepares comprehensive project planning documentation that is credible, complete and transparent for complex large-scale projects. Manages all aspects of project strategy, scope, business case, and assessment of time, costs, risks and probabilities.	Project Director. Sets direction, policies and standards for initiation and planning of projects and programs, consistent with strategic needs and priorities of the organisation.
2) Project Delivery Managing the complex dependencies and changing circumstances of large scale projects while maintaining optimal quality and ensuring long-term value (GAC Domains 3,4 & 5).	Project Novice. Understands and applies, as directed, the formal requirements of project contracting, procurement, quality control and progress management, within the scope of specific project objectives and responsibilities, and with due regard for overall project goals, dependencies and business value.	Project Associate. Undertakes guided exercises in project contracting, procurement, quality control and progress management, within the scope of specific project objective and responsibilities, and with due regard for overall project goals, dependencies and business value.	Project Practitioner. Develops and implements effective control and response mechanisms for specific aspects of project contracting, procurement, quality control and progress management, with due regard for overall project goals, dependencies and business value. Includes handling of minor variations.	Project Manager. Develops and implements effective control and response mechanisms for the whole of project contracting, procurement, quality control and progress management, consistent with overall project goals, dependencies and business value. Includes handling of major variations, project integration and project closure.	Project Director. Develops and implements effective control and response systems at program and organisation level governing project contracting, procurement, quality control, progress management, variations, integration and closure in relation to project goals, dependencies and business value.
3) Project Methods Making effective use of the diverse range of methods, approaches and tools developed for the modelling and analysis of the project cycle.	Project Novice. Uses given modelling methods and tools as directed to investigate assigned project questions.	Project Associate. Selects and uses modelling methods and tools, as appropriate, with general understanding of assumptions and limitations involved, to investigate assigned project questions.	Project Practitioner. Selects and uses modelling tools and methods, as appropriate for assigned project objectives, with thorough understanding of assumptions and limitations involved.	Project Manager. Initiates and coordinates modeling and analysis of project processes. Refines models used to improve performance and develops custom models to address unusual situations.	Project Director. Finds, develops and disseminates new modelling methods and tools. Guides continuous development of modelling capabilities within the organisation.
4) Project Leadership Connecting and engaging project participants and stakeholders with their varied roles and responsibilities through a shared sense of the underlying value at personal, project and organisational levels. (AIPM Knowledge Area 5 & 9; GAC Domain Elements 3.4, 6.4, 6.5; CPM Competency Standards View 7).	Project Novice. Understands and applies, as directed, established principles and models of practice regarding the alignment of shared project roles and responsibilities.	Project Associate. Independently recognises and engages with issues of shared project roles and responsibilities and their alignment with project goals and strategy, applying relevant principles and practice as appropriate.	Project Practitioner. Contributes to development of a productive shared approach to project roles and responsibilities and their alignment with project goals and strategy, consistent with relevant principles and practice.	Project Manager. Initiates and drives development of a productive shared approach to project roles and responsibilities and their alignment with project goals and strategy, consistent with relevant principles and practice.	Project Director. Infuences and motivates others in developing a productive shared approach to project roles and responsibilities and their alignment with project goals and strategy, consistent with relevant principles and practice on a large organisational scale.
5) Project Communication Conveying complex subject matter accurately, informatively and constructively in discussions, negotiations, documentation and reporting, with due regard for risks and uncertainties of information sources, assumptions and conclusions (AIPM Knowledge Area 6).	Project Novice. Conveys complex material accurately and informatively for clearly defined requests with small, familiar audiences. Taking content requirements and information sources as given. Recognises and reliably interprets specialist language within restricted context.	Project Associate. Conveys complex material accurately and informatively for specific and implied requests with familiar audiences. Shows some critical judgement regarding content requirements, issues, evidence, assumptions and uncertainties, with routine guidance. Generally reliable in recognising and interpreting specialist language.	Project Practitioner. Conveys complex material accurately, informatively and constructively for broadly defined objectives and audiences. Shows probing critical judgment regarding content requirements, issues, evidence, assumptions and uncertainties, within given theoretical and practical guidelines. Reliably interprets and makes appropriate use of specialist language.	Project Manager. Conveys complex material accurately, informatively and constructively as operational circumstances require. Shows wide-ranging, well-integrated critical judgement regarding content requirements, issues, evidence, assumptions and uncertainties and their inter-connections. Has thorough understanding of theory and practical context with fluent command of specialist language. Frames and targets messages to address requirements and objectives that are diverse, changing and competing at a tactical, operational level.	Project Director. Conveys complex material accurately, informatively and constructively as required, at senior strategic level. Shows wide-ranging, well-integrated strategic judgement regarding content requirements, issues, evidence, assumptions and uncertainties and their inter-connections. Has thorough understanding of long-term strategic implications as well as practical context and theory, with fluency in language of high-level strategic debate. Frames and targets messages to address diverse, evolving and competing priorities and interests at a long-term strategic level.
6) Professional Practice Maintaining a high standard of professional conduct and proficiency, consistent with current codes of practice professional project management (GAC Domain Elements 6.1-3).	Project Novice. Aware of PM professional practice codes and knowledge sources, in particular PMBoK.	Project Associate. Discusses professional practice issues with appropriate reference to PM knowledge sources, in particular PMBoK. Seeks opportunities to learn from experience, reflecting constructively upon both failures and successes.	Project Practitioner. Takes initiative in furthering own PM professional development and engaging with recommended PM knowledge sources, whether from PMI or other industry bodies.	Project Manager. Takes initiative in contributing to PM knowledge and promoting PM best practice within the project team. Actively monitors developments in PM knowledge and professional practice across a broad range of sources, and advises on operational implications.	Project Director. Takes initiative in contributing to ongoing development of PM professional codes and standards and in promoting PM best practice across the organisation. Actively monitors and evaluates developments in PM knowledge and professional practice, from a strategic perspective, across a broad range of PM sources.