How is your company measuring readiness related to conceptual frameworks/project management?
Defining the frameworks is just one step towards managing a large scale project involving several disciplines. What qualitative measures are you utilizing to measure behaviors related to success?
This requires skill and competency management and a mapping from skills to the framework. As many frameworks of processes require a team for effective implementation it can also require some role modeling.
Some definitions (from current work on the IEEE standard P1484.20 Defining Competencies)
The bundle of people and their skills, frameworks, tools, processes, systems and data needed to deliver an outcome
Competency (Skills in Context)
A bundle of skills, behaviors and in some cases values that are needed for a capability
The genes of competencies (and like genes they are only expressed in the right environment and are often connected in networks)
Once you understand the capability, competencies and underlying skills you need to assess people, address gaps and have a way of building teams (if more than one person is involved).
In my experience, learning and training only goes part of the way to address skill gaps and you need to give people real experience working together. There are a few ways to do this. Pilot projects are one. If you already have some skilled people, build teams with a mix of experts and learners. One could go so far as to say one always wants to have at least one expert and one learner on the team.1
Have you enlisted a set of tools that give you qualitative data to identify the capabilities, competencies, and skills described above?0
@Ray McLean That is a core part of our business so we using our own platform. It manages skill profiles on one side and then competency models on the other and fuses the data to help build teams.0