REGIONAL GUIDELINES FOR USING THE

PROJECT MANAGEMENT COMPETENCY FRAMEWORK

(PMCF)
What is the Project Management Competency Framework (PMCF)
Project Management Competency Framework (PMCF) defines and identifies key competencies that
are most likely to impact a Team Leader and Development Facilitators performance in project delivery.

The Framework aims at giving guidance to WV SAR National Offices on how to plan and manage the
selection, retention and professional development of Team Leaders and Development Facilitators who
possess or have demonstrated potential in the required project management skills, in order to better
manage projects of different complexity and size, with an emphasis on Greenfields and IPM Fields.

Why the Project Management Competency Framework

• As WV SAR works towards building a culture of Project Management excellence that will
empower NOs to effectively deliver on programming in the field through the PMU, the PMCF
will contribute towards this strategic objective by facilitating the consistent adoption of project
management as a more defined technical area of practice in World Vision SAR. .

• Having identified and classified the required PM Competencies into a ‘framework’, this will feed
into the PM capacity building plan in WV SAR to improve the capacity of its frontline staff to
successfully deliver projects. In addition, the PMCF could also be used as a key reference point for
future development of the curriculum used by PMDPro.

• The framework will assist NO People and Culture teams – specifically ADPs - in selecting,
retaining, developing and rewarding those who have the right skills, knowledge and experience to
manage projects.

• The PM Competency Framework provides guidance on Project Management competencies by

mapping levels of knowledge and experience which will assist field project managers in progressing
their skills and abilities (Career development)

• The Framework addresses existing gaps between industry best practice standards for project
management frameworks, and current standards used by WVI SAR for planning and managing
the selection professional development of managers

DEFINITIONS
What is Competence?

A Competence is a term which generally means knowledge, skills, attitudes and behaviours that are
causally related to superior job performance (Boyatzis 1982). This understanding of competence
has been described as attribute-based inference of competence (Heywood, Gonczi, et al. 1992).

In a project management context, competence is “the demonstrated ability to perform activitieswithin

a project environment that lead to expected outcomes based on defined and accepted standards”. 1

1
Crawford L.H. A Global approach to project management

Regional Guidelines for Using the Project Management Competency Framework (PMCF) 02
Project Management Competence
Project Management Competence is the demonstrated ability to perform activities within a project
environment that leads to expected outcomes based on designed and accepted standards (PMBOK
3rd Edition)

A Competent project manager

A competent project manager consistently applies his/her project management knowledge and
personal behaviours to increase the likelihood of delivering projects that meet stakeholder’s
requirements. Project managers bring together their knowledge skills, personal characteristics and
attitudes when focusing on delivering a project.

MAPPING TO:
THE PROJECT MANAGEMENT INSTITUTE’S (PMI) “PROJECT MANAGEMENT
COMPETENCE DEVELOPMENT FRAMEWORK”; WV’S CORE CAPABILITIES
FRAMEWORK (CCF);WV’S INTEGRATED COMPETENCY DEVOPMENT

The Competent Project Manager

PERFORMANCE
COMPETENCIES
PMCF

KNOWLEDGE PERSONAL
COMPETENCIES COMPETENCIES
e.g. PMD Pro -CCF, ICD
Cerification

The PMCF has been developed based on the PMI Competency Development Framework, 2nd
edition which has 3 key dimensions of competencies: Performance, Knowledge and Personal
Competencies. All the three dimensions are required for a project manager to competently execute
their work.
While the PMCF focuses on Performance Competencies, it also integrates with existing pieces of
work within World Vision in competencies/capabilities and the PMDPro training program in WV SAR,
which have mainly focused on Personal Competencies and Knowledge in project management.

Regional Guidelines for Using the Project Management Competency Framework (PMCF) 03
Knowledge-what the project manager knows about the application of processes, tools and
techniques to project activities. A project manager demonstrates Knowledge by passing an
appropriately credentialed assessment.eg PMD Pro, Prince 2, PMP Certifications. Knowledge
competencies are the primary requirement for a project manager to demonstrate Performance.

Performance: In order to demonstrate Performance competencies a project manager is required

to have acquired Knowledge in project management demonstrated by the Knowledge Competence.

Performance competencies focus on how the project manager constantly applies this knowledge
to meet project requirements. A project manager’s performance can be demonstrated by assessing
project related outcomes. A competent project manager can provide evidence of compliance with
defined performance criteria/behaviour. Performance competency requires the Team Leader or
Development Facilitator’s ability to apply their knowledge and skills to execute project management
tasks.

Personal: Personal Competencies describe those skills that a Project Manager should possess to
enable an effective interaction with others by focusing on how the project manager behaves when
performing activities within the project environment, their attitude and core personality characteristics.
The capabilities articulated in World Visions Core Capabilities Framework (CCF), and the Integrated
Competency Development (ICD) are an example of Personal Competencies.

Improvements in Personal competencies will enhance a project manager’s ability to use Knowledge
and Performance Competencies.

PMCF FOCUS –PROJECT MANAGEMENT PERFOMANCE COMPETENCIES

The performance competencies in this framework are comprised of units of competence and each
unit is comprised of elements of competence. The units and elements of competence in the PMCD
Framework are intended to represent a project manager who is generally accepted as competent

The PMCF focuses on the performance competencies of a Team Leader and Development Facilitator
which are comprised of 6 Units of competence (one is still currently under development) at the
highest level.

The next tier is Elements of competence which are building blocks of each competence, which are
the basic building blocks of each unit. They describe in output terms - actions or outcomes that are
demonstrable or accessible. Each element is provided with a set of Behaviours.

Each behaviour specifies the actions required to demonstrate competent performance. Each
behaviour includes a listing of indicators or specific documented proof that the action within the
behaviour has been satisfied.

Regional Guidelines for Using the Project Management Competency Framework (PMCF) 04
Units of Performance Competence:
Assessment / Design: (This phase has
not been included in this version of the PMCF, 1. Identifying/ assessing and
however there are plans to include this phase) designing a project
2. Initiating a project
Initiating: The process of defining the scope
of a new project and getting authorization to kick 3. Planning a project
off the project. 4. Executing a project

Planning: Define and mature the project 5. Monitoring and controlling a project
scope, develop the project management plan, and 6. Closing a project and transitioning
identify and schedule the project activities.

Executing: Performing the work defined in

the project management plan to accomplish the project objectives under the project scope statement.

Monitoring and Controlling: compare actual performance with planned performance, analyze
variances, and assess trends to effect process improvements, evaluate possible alternatives and
implement appropriate corrective action as needed.

Closing/ transitioning: Formally terminate a project and transfer the completed product to
operations or to close a cancelled project

TARGET AUDIENCE
The focus for the PMCF Competencies is field level staff, primarily targeting ,but not limited to - the
following keys roles facing communities:
• Development Facilitators
• ADP Managers or Team Leaders

HOW WILL THE PMCF BE USED BY NATIONAL OFFICES

• It strongly recommended that NO People and Culture Teams adopt the PMCF as follows:
o To develop benchmarked job descriptions for Team Leaders and Development Facilitators,
reflecting the identified competencies;
o To make recruitment systems fairer and have more clarity on job levels / grades;
o To ensure that the right staff are attracted, selected and aligned to the right project/ program
roles;
o For specifying job requirements for Team Leaders and Development facilitators.

• For Development Facilitators and Team Leaders:

o To provide a common understanding of the scope and requirements of a specific role and to
provide ownership of individual competence development.

Regional Guidelines for Using the Project Management Competency Framework (PMCF) 05
HOW WILL THE PMCF BE USED BY NATIONAL OFFICES
• For line managers responsible for establishing and developing Team Leaders and DFs
competence:oo develop benchmarked job descriptions for Team Leaders and Development
Facilitators,reflecting the identified competencies;

o To provide a clear foundation for dialogue between line managers and subordinates about
performance and development.

o To ensure that the right staff are attracted, selected and aligned to the right project/ program
roles;
o For specifying job requirements for Team Leaders and Development facilitators.

• For Development Facilitators and Team Leaders:

o To provide a common understanding of the scope and requirements of a specific role and to
provide ownership of individual competence development.

APPENDIX 1: THE PM BANK OF COMPETENCIES

APPENDIX 1: THE PM BANK OF COMPETENCIES

Regional Guidelines for Using the Project Management Competency Framework (PMCF) 06
 COMPETENCY PM 01:
Initiate a Project

This Competency unit describes the attitudes and behaviours of a Team Leader /Development Facilitator
to effectively define and to communicate the project scope and all parameters of the project and to get
authorisation for the project.

ELEMENTS: BEHAVIOURS: INDICATORS:

1. Project aligned with
GC,NO,RO strategy and
Customer needs(Donor,
Sponsor and Community)
1.1. Understands project alignment to
strategy (GC, RO ,NO)
1.2. Achieves agreement on project align-
ment with GC,RO and NO strategies
§ Description of alignment
§ documented agreement with
sponsor Documented stakeholders
needs for a project

1.3. Establishes key community needs and § Documented stakeholders needs

donor expectations for a project

1.4. Determines product or service charac- § Documented high level stakeholder

teristics requirements for products and ser-
vices linked to a project plan used in
delivering the project

2. Preliminary scope state-
ment reflects Primary
stakeholder(Community,
Government, Church,
SO/Donor) needs and
expectation
2.1. Selects and uses an acceptable project
management process e.g. LEAP
2.2. Understands preliminary Scope of the
project
2.3. Articulates project scope ensuring
alignment with organisational and
stakeholder needs and expectations
§ Methods used in previous projects
before and an explanation why it
was chosen
§ Preliminary scope statement or
equivalent
§ Documented description of stake-
holders needs for the project

3. High Level risks , assump- 3.1. Establishes high level- project assumptions § Documented assumptions and
tions and constraints are , constraints and risks constraints
identified and under-
stood 3.2. Quantifies the identified risks ,assumptions § Risk Register containing Identified,
and constraints quantified , and qualified

3.3. Identifies plans to manage identified risks,

assumptions and constraints

4. Stakeholders identified 1.1. Identifies project stakeholders § Documented List of stakeholders

and their needs under-
stood 1.2. Conducts stakeholder analysis and deter- § Documented description of stake-
mines stakeholders power and influence holders needs and objectives

1.3. Identifies High Level Project Communica- § Communication plan, and Docu-
tions mented high level communication
strategy

Regional Guidelines for Using the Project Management Competency Framework (PMCF) 07
4. Project Charter approved 4.1. Develops a high project strategy
This competence defines the ability of a Team Leader and the Development Facilitator to define and
mature the project scope by developing the project management plan and to identify and schedule the
project activities.
ELEMENTS:
1. Project Scope Agreed
1. Project Schedule Ap-
proved
Regional Guidelines for Using the Project Management Competency Framework (PMCF) 08
§ Document high level project strat-
egy
4.2. Establishes the projects key milestones and
deliverables § Documented milestones and deliv-
erables
4.3. Develops a summary project budget
§ Draft Project Charter Document
4.4. Uses governance process to obtain sponsor
approval and commitment § Approved charter, with governance
documentation e.g. business case
stage gate
COMPETENCY PM 02:
Plan a Project
BEHAVIOURS: INDICATORS:
1.1. Develop comprehensive project § PDD, Log Frame
plans ,Project Design Docu-
ments including the Log Frame § List of project alternatives
1.2. Define deliverables us- § Documented Agreement from project
ing a Work Breakdown stakeholders
structure(WBS)
§ Scope Management Plan
1.3. Obtains agreement for the
scope defined by the ,PDD, Log
Frame and WBS
1.4. Develop a Scope Management
Plan
1.1. Defines activities identified § Project Schedule diagrams
in WBS and dependencies to
deliver approved scope § WBS Dictionary
1.2. Estimated time for completion § Documentation of the process used to
of each activity in relation to determine schedule task duration
allocated resources
§ Documented sponsor approval of project
1.3. Identifies Internal and external schedule
dependencies
§ Documented agreement from project
1.4. Schedules the project activities stakeholders
against resource commitments
1.5. Obtain approval for project
schedule
1.6. Communicates project Schedule
with key Stakeholders
3. Cost budget Approved 4.1. Estimates costs for each activity
4.2. Estimates all other project costs
4.3. Develops the cost management plan
4.4. Gains approval for the planned proj-
ect budget
4.5. Communicates planned budget to
key stakeholders
4. Project Team Identi- 4.1. Identifies specific resources
fied with the roles and
responsibilities agreed 4.2. Defines roles and responsibili-
ties
4.3. Reaches agreement with the or-
ganisation for access to suitable
resources
4.4. Develops a performance man-
agement Plan for project team
5. Communication activi- 5.1. Builds a project Communica-
ties agreed tions plan
5.2. Selects suitable tools and meth-
ods to communicate to identi-
fied stakeholders
5.3. Schedule activities to address
the communications plan
6. Monitoring Plan devel- 1.1 Establishes standards to be used
oped Quality manage- within the project that aligns with
ment process estab- World Visons quality policy
lished
1.2 Defines processes to be used to
deliver project Deliverables
1.3 Establishes project quality Matrix
for deliverables ,process and project
management performance
1.4 Develops project quality manage-
ment Plan
Regional Guidelines for Using the Project Management Competency Framework (PMCF) 09
§ Examples of Activity Based Costing
§ Approved budget with supporting detail
§ Cost management Plan
§ Documented Donor approval of project
budget
§ Documented feedback from stakeholders
§ Documented Team members and stake-
holders roles and responsibilities
§ Documented team protocols
§ Documented formal agreements for re-
sources
§ Documented team rules
§ Documented activities and team develop-
ment and resource ramp up
§ Communications management Plan
§ Templates to support Plan
§ Templates to support plan; status reports,
issues log, lessons learned and other organ-
isational process assets
§ Documents feedback from stakeholders
§ Documentation of quality standards used
§ Project Quality process documentation
§ Documentation of project quality metrics
§ Approved quality management plan includ-
ing quality baseline
7. Risk Response Plan Ap-
proved
8. Integrated Change con-
trol process Defined
9. Supply chain manage-
ment plan approved
10. Transition and Sustain-
ability Plans Approved
Regional Guidelines for Using the Project Management Competency Framework (PMCF) 10
1.1 Develop a risk management Plan
1.2 Identifies and quantifies major risks
1.3 Leads/ Delegates the effort to find
response strategies for each identi-
fied risk
1.4 Assigns risk responsibility
1.5 Gains agreement from key stake-
holders for the project risk response
plan
1.6 Establish Periodic Risk Review pro-
cesses
1.1 Leads/Delegates the effort to estab-
lish a change control process
1.2 Involves stakeholders in generating
change control
1.3 Ensures the use of change control
process and procedures
1.4 Communicates with key stakehold-
ers on change control process
1.1 Analyse material requirements
1.2 Plans purchases and acquisitions
1.3 Plans external labour procurement
1.4 Plans Contract administration
1.5 Obtains Procurement Plan approval
from SCM and logistical support
1.6 Ensure consistency with procure-
ment policy
1.1 Develop transition plans in align-
ment with transition strategy
1.2 Share transition plans with all rel-
evant stakeholders
§ Approved risk management plan for the
project
§ Documented results for risk analysis; risk
register
§ Risk response plan including nominated risk
owners and contingency costs
§ Documented integrated change control
process
§ Documentation of stakeholder involvement
in formulating change control plan
§ Minutes of Change control Board Meetings
§ Change Control documentation
§ Documented feedback from stakeholders
§ Project procurement plan approval
§ Bills of Materials
§ Purchase Requests and orders
§ Documentation to support internal and
external labour procurement and resource
contracts
§ Procurement management Plan
§ Sponsor approval of procurement manage-
ment plan
§ Documented feedback from stakeholders
§ Documented feedback from stakeholders
 11. Project Plan Ap- 11.1 Reviews organisational process § Documented review and use of organisa-
proved assets tional process assets

11.2 Reviews enterprise environ- § Documented review and /or use of enter-
mental factors prise environmental factors

11.3 Integrates the planning ac- § Documentation showing how elements of

tivities into a complete project the project management plan integrates
management plan
§ Project management plan approved by
11.4 Seeks approval by Key stake- stakeholders
holders
§ Documented project baselines
11.5 Establishes project baselines
§ Documented feedback from key stakehold-
11.6 Communicates approved plan ers
to stakeholders
§ Agenda/ minutes of kick off meeting
11.7 Conducts kick off meeting

COMPETENCY PM 03:
Implement a Project
This competence defines the ability of a Team Leader and Development Facilitator to execute the work in
the project management plan to accomplish the project objectives under the project scope statement.

ELEMENTS: BEHAVIOURS: INDICATORS:

1. Project Scope Achieved 1.1. Verifies Task completion as identified in § Documented feedback from key
the WBS stakeholders

1.2. Closes identified performance gaps § Documented project tracking ac-

tions and status
1.3. Executes risk management plan
§ Status/ Milestone reports
1.4. Manages phases in transition
§ Formal acceptance documentation
confirming tasks completed success-
fully

§ Project Cost reports showing

planned versus actual completion
and resource utilisation

§ Documentation of corrective and

preventive action

§ Network diagrams, critical path

§ Governance meetings actions and

minutes

§ Feedback from sponsor, Formal

approvals

Regional Guidelines for Using the Project Management Competency Framework (PMCF) 11
2. Project Stakeholders 2.1. Reviews stakeholder expectations
Expectations Managed throughout the project to ensure they
are being met within the project scope
2.2. Interacts with stakeholders to ensure
support for the project
2.3. Obtains clarification with stakehold-
ers on the role WV will play in an IPM
context
2.4. Partnerships reviewed and renewed
3. Human Resources Man- 3.1. Recruit staff per staff management
aged plan in adherence to HR policy
3.2. Builds a team and Ensures professional
development through induction, coach-
ing and mentoring
3.3. Implements competence and capability
analysis for team members
3.4. Develops and implements a succession
plan
3.5. Conducts regular Performance apprais-
als with project team
4. Quality Managed 1.1. Executes quality assurance activities
against Plan
1.2. Ensures compliance with quality stan-
dards and process
4. Supply Chain managed
1.1. Ensures procurement and Supply Chain
standards are met
1.2. Executes procurement tasks against
schedule commitment
1.3. Acquires resources and supplies
Regional Guidelines for Using the Project Management Competency Framework (PMCF) 12
§ Documentation of Updates to
Stakeholder Analysis
§ Documentations of actions taken to
manage stakeholder expectations
§ Minutes of all stakeholder meetings
,ISSUES LOG
§ Documentation of actions taken to
manage stakeholder expectations
§ Documented feedback from stake-
holders
§ Staffing lists, RACI
§ Statement of work for procured
labour
§ Labour Contracts
§ Project Organisational Chart
§ Performance Agreements, Individu-
al Learning Plan
§ Competence Gap analysis
§ Development Plan for team mem-
bers
§ Documented acceptance of project
deliverables by key stakeholders
§ Documented change requests
§ Quality Audits
§ Documented Process Improvement
Recommendations
§ Documented updates to planning
documents based on variance from
plan
§ List of selected sellers
§ Sellers Responses, proof of delivery
of goods
§ Contracts, SOWs, Purchase orders
§ Documented availability of material
resources
5. Finances Managed

5.1. Ensure adherence to financial manage- § Periodic financial reports

ment policy
§ Variance analysis reports
5.2. Conduct periodic review of financial
reports

5.3. Plans for cost overruns and under

spending

5.4. Manages Cash flow

COMPETENCY PM 04:
Monitor and Control a Project
The competence defines the ability of a Development Facilitator to perform the work of comparing actual
performance with planned performance, to analyse variances to assess trends and to effect process im-
provements to evaluate possible alternatives and to implement appropriate corrective action needed

ELEMENTS:
1. Projects tracked status
and communicated to
stakeholders
BEHAVIOURS: INDICATORS:
1.1. Facilitates and coor- § Project Performance reports
dinates the process
of Capturing project § Minutes of regular meeting or status
information reports

1.2. Communicates project § Documented feedback from stakeholders

status to project stake-
holders and partners § Performance Measurements

1.3. Ensures action plans § Documents of preventive and corrective

are put in place to ad- action Plan taken to recover variations
dress any variances

1.4. Facilitates reflections

on project progress
with stakeholders and
partners

1.5. Conducts regular

review of monitoring
plans

Regional Guidelines for Using the Project Management Competency Framework (PMCF) 13
2. Project Change is Man- 1.1 Identifies Changes to § Written change requests submitted for ac-
aged targets and change in tion authorised by the designated approv-
project plans ers

1.2 Follows the change § Updates to project plan as a result of ap-

measurement process proved changes
to manage and record
changes § Documented results of the analysis of the
changes
1.3 Communicates changes
to project stakeholders § Records of the approved and implemented
changes
1.4 Ensure adjustment
to plans and manage § Documented communications to stakehold-
changes of the project ers
plan
§ Documented feedback from stakehold-
1.5 Ensure adjustment ers about configuration management and
to plans and manage control practices
changes of the project
plan

1.6 Conduct regular review

of plans

3. Quality is monitored 3.1. Monitoring plan and system re- § Records of completed and signed off deliv-
and controlled viewed erables

3.2. Collects project information based
on indicator tracking table (ITT)
3.3. Monitors deviation from project
targets
3.4. Recommends corrective and preven-
tive actions
§ Projects and product metric reports
§ Quality defects from reports
§ Documentation of preventive and correc-
tive action
§ Audit reports

3.5. Recommends corrective and preven- § Documented suggestions for improvement

tive actions

3.6. Facilitates financial and operational

Audits

3.7. Facilitate project evaluations

3.8. Documents and keeps record of ap-

proved reports, design documents
and financial reports

Regional Guidelines for Using the Project Management Competency Framework (PMCF) 14
4. Risk is monitored and 1.1 Updates risk management plan in
controlled the risk register
1.2 Recognises unknown and new risks
occur
1.3 Develops mitigation plans for new
and unknown risks identified
1.4 Facilitates Audits and implements
audit recommendations
1.5 Reviews risk response strategies
5. Project Team is man- 1.1 Holds regular team meetings,
aged reviews and reflections
1.2 Conducts ongoing team building
activities
1.3 Performs ongoing performance § Documented feedback given on a team member
support and ensures monitoring
and coaching of staff
6. Contracts adminis- 6.1. Ensures supplier contracts are ef-
tered fectively managed and procurement
standards are me
6.2. Ensures sellers are part of the proj-
ect team culture
6.3. Ensures due diligence on procure-
ment processes
6.4. Facilitates Audits and implements
audit recommendations
Regional Guidelines for Using the Project Management Competency Framework (PMCF) 15
§ Updated risk register
§ Documentation of results of a risk response
plan
§ Documentation of previously unknown
risks that occur
§ Updated risk register
§ Documentation of work arounds for previ-
ously unknown risks
§ Documented results of risk mitigation
reviews
§ Audit reports; Documented for improve-
ments; monthly/ semi annual reports to
include action plans to address variances
§ Minutes of team meetings Documented
§ Documented results of team building activities
§ Results of team satisfaction survey
§ Documented team feedback
§ Feedback from suppliers
§ Seller performance metrics reports
§ Documentation of seller interaction and
integration with the team
§ Seller satisfaction survey
§ Audit reports
§ Documented suggestions for improvement

This competence defines the ability of a Team Leader and development Facilitator to ensure that at the
end of the project life the project deliverables have been handed over to communities and required ad-
ministrative, financial and contract closures have been successfully administered.
ELEMENTS:
1. Transition strategy
reviewed and transition
plans implemented
3. Project outcomes ac-
cepted
4. Stakeholder percep-
tions measured and
analysed
5. Project Formally Closed
Regional Guidelines for Using the Project Management Competency Framework (PMCF) 16
COMPETENCY PM 05:
Close a Project
BEHAVIOURS: INDICATORS:
1.1. Communicates about transition plans § Transition strategy and plan
with key stakeholders
§ Documented feedback from stakehold-
1.2. Analyses and documents feedback from ers
stakeholders
1.3. Review project transition plans and
ensure achievement of mandates
1.4. Implements transition plan activities
§ Documented approval of project out-
come
3.1. Obtains final acceptance
§ Documentation of finished and unfin-
3.2. Meets contractual require- ished deliverables
ments where required
§ Documented acceptance that terms of
3.3. Transitions all deliverables the contract have been met
to operations
§ Documented acceptance by operations
§ Documented feedback from stakehold-
ers
1.1. Surveys Project stakehold-
ers( communities if ready § Documented analysis of feedback
to transition)
1.2. Analyses results from
feedback
1.1. Formally terminate con- § Signed acknowledgement of project
tracts with partners products or services delivered and
documentation of closing activities
1.2. Conduct closing financial
and operational audits § Documented feedback from finance
department on project closures
1.3. Formally hand over project
and processes to Commu- § Document communicating project clo-
nity for continuity sure stored in project file
1.4. Documents and publishes § Documented changes to organisational
project learning process assets
1.5. Updates organisational
assets
APPENDIX 11: SUGGESTED INDEX OF COMPETENCIES FOR TEAM LEADER AND
DEVELOPMENT FACILITATOR

Team Leader(TL) Competency Elements: The ADP TL competencies describe the key project man-
agement competency elements a Team Leader must exhibit to ensure successful Program delivery.
Development Facilitator (DF) Competency Elements: The DF competencies describe the key
project management competencies a Development Facilitator must exhibit to ensure successful
Project delivery.

PM Competency ADP Manager/ Development

Areas
Team Leader Facilitator
1. Assess, Design
and Initiate Pro-
Designs a programme that addresses com- Identifies a project(s) using project
gram/Project
munity priorities and aligns with the NO identification, assessment and design
strategic priorities. methods which address needs and
strengths of the target group, based on
the approved Program Design.

Articulates and applies an understanding of Understands high level project risks

high level risks and assumptions (political, and assumptions and applies these to
socio-economic, ecological, and interna- project level risk assessments in the
tional/regional) and include a mitigation communities where identified projects
plan in the program design. will be implemented.

Ensures the overall program scope reflects
the primary stakeholder priority needs and
expectations (Donor/sponsor, Child/com-
munity, and Government).
Ensures that the project scope state-
ment reflects all relevant stakeholder
needs and expectations e.g. children,
families, CBO, FBO, local authority,
and sector services partners in health/
WASH, education, agriculture and rural
development

Identifies and consults all relevant stake- Actively engages select stakeholders
holders and apply an understanding of and community influential in project
their needs, in a way that reflects their identification, assessment, and design
complexity

Maps and identifies roles that stakeholders Explores project-specific roles and
can play/contribute in addressing commu- partnerships with identified local
nities development challenges stakeholders

Ensures Approval of Program Design Ensures approval of Project Design

Documents according to WV and Govern- Documents according to WV proto-
ment partner protocols and policies cols and policies

Regional Guidelines for Using the Project Management Competency Framework (PMCF) 17
 2. Plan a Program/
Project

Develops the overall program plan and

budget, create high-level plans to guide Develops the detailed implementa-
detailed multi-year, annual planning and tion plans (DIP), LEAP-aligned budgets
resource development, according to NO and ensure that project objectives and
guidance. scope aligns with the overall ADP and
NO strategic goals.
Ensures that project objectives and scope
aligns with the overall ADP and NO strate-
gic goals and also aligned with the country
policy and strategy.

Ensures a realistic scope, schedule and Ensures the project plan and budget is
budget of the programme is agreed with all approved by the Team Leader and key
relevant stakeholders in an inclusive way stakeholders in an inclusive way

Ensures timely approval and communica- Understands and adheres to project

tion of the program schedule, key timelines schedules and key timelines, cost and
and budget with relevant stakeholders budget and communicates with all key
stakeholders

Identifies and organizes the program staff
team with agreed roles. responsibilities,
and required competencies
Supports/supervises the project team
(WV staff and local partners/CBOs)
based on agreed roles, responsibilities,
and contributions – including those of
NO support staff

Develops a program-level communications Develops a project-level communica-

plan and communicates progress/issues tion plan and communicates progress/
with key stakeholders (provincial/regional issues to key stakeholders (communi-
WV staff, government officials, and part- ty-level partners)
ners), as appropriate

Establishes a program monitoring plan to Establishes a project monitoring plan

ensure quality management of projects and to track activities and delivery of
report on outcomes/results. planned outputs.

Identifies and articulates program risks Identifies and articulates project risks,
and develops a risk management plan and and develops a risk mitigation/ re-
communicated to all stakeholders sponse plan

Ensures that program-level changes are ap- Ensures that all project activities are
proved, controlled, and managed well controlled from changes; if changes
are necessary, ensures that proposed
changes (time, scope) and exchange of
learning are managed and communi-
cated to key stakeholders

Regional Guidelines for Using the Project Management Competency Framework (PMCF) 18
 Ensures program-level procurement man- Understands procurement manage-
agement plan is approved ment, and ensures project-level pro-
curement plans are submitted and
approved

Ensures transition and sustainability plans Participates in developing the approved

are approved and communicated to all key transition and sustainability plans; and
stakeholders communicates to communities and all
relevant stakeholders
Ensures that overall plan is approved
and justified by a document signed by
all stakeholders and a change manage-
ment process involving them.
Ensures entire program plan has been ap- Ensures entire project management
proved by all relevant stakeholders accord- plan is approved by stakeholders ac-
ing to WV Policies cording to WV Policies (log frame, ITT,
LEAP budget, M&E plan, and DIP)

3. Implement a Ensures achievement program goals ac- Ensures implementation of plan and
Program/Project cording to plan activity contribute to achievement of
planned objectives/goals

Ensures program changes are integrated, Ensures project stakeholders expecta-

controlled, and communicated to all tions are analyzed and managed in a
stakeholders timely and sensitive manner

Expectations are analyzed and managed in

a timely and sensitive manner

Manages multiple entry and exit of various Ensure risk mitigation activities and
projects within the program design issues are managed and communicated
on time.

Human resources requirements are in- Ensure ongoing communications with

place and well-managed all key stakeholders according to com-
munications plan

Ensures program quality managed against Ensures project quality is managed

Plan against plan as the project is being
implemented

Ensures procurement must be managed Deploys procured resources to proj-

according to agreed plan ects in a timely manner

Ensures finances are managed with regard Ensures project budgets are spent and
to the scope and schedule controlled within acceptable variance
levels (+ or – 10%)
Regional Guidelines for Using the Project Management Competency Framework (PMCF) 19
 4. Monitor and
Control a Project
Promotes good program management
practices, including sustainability mecha-
nisms (ex. savings groups)
Promotes good project management
practices such as monthly activity per-
formance reviews

Ensures program changes (recommenda- Ensures Project Change is Managed

tions) and lessons learned are managed and communicated
and communicated to all stakeholders

Monitors alignment of project activities in

the program with strategic objectives and
ensure alignments are done where neces-
sary

Supervises the program monitoring sys- Ensures project status is tracked and
tem and ensures program status is tracked communicated to stakeholders
and communicated to stakeholders

Ensures program quality is monitored and Ensures project quality is monitored

controlled according to program plan and controlled according to project
plan

Ensures project issues and risks are

managed and controlled using issue
Ensures program issues and risks are logs, risk register and risk response
managed and controlled plan

Ensures program team is managed, mo-

tivated, and work in a good environment
(equipment, physical, social, and psychologi-
cal); performance support plan in-place
and monitored; contractual staff are man-
aged well (including decisions to extend,
move)
Oversees contracts administration Manages service contract deliverables

Regional Guidelines for Using the Project Management Competency Framework (PMCF) 20
5. Close a Pro-
gram/Project
Ensures transition strategy is reviewed and Understands transition strategy, and
transition plans are implemented implements approved transition plans

Verifies program scope completion against

program design documents and evaluation/
annual reports Verifies project scope completion
against detailed implementation Plan

Gets formal acceptance of program out- Ensures project outcomes are accept-
comes from key stakeholders ed by key stakeholders

Ensures community perceptions are mea- Ensures communities’ readiness for

sured and analyzed soft transition is measured

Facilitates administrative (reallocation of Facilitates administrative (reallocation

staff, transfer/disposal of assets), contrac-
tual (close service contracts) and financial
(settle accounts payables and receivables)
closures for the program.
of staff, transfer/disposal of assets),
contractual (close service contracts)
and financial (settle accounts payables
and receivables) closure for the proj-
ect.

Ensures transfer of overall management

responsibility for continuance of program
and services to local partners/community Ensures handover of project to local
partners/ community

Documents and apply lessons learned in

current and future program planning and
practice

Regional Guidelines for Using the Project Management Competency Framework (PMCF) 21