Open AccessPersonal Performance Measurement of Project Manager using Project Manager Competency Development Framework (PMCDF®) (Case Study PT.XYZ)
Author(s) -
Sarah Wahyuni,
Devi Pratami,
Achmad Fuad Bay
Publication year - 2020
Publication title -
iop conference series. materials science and engineering
Language(s) - English
Resource type - Journals
eISSN - 1757-899X
pISSN - 1757-8981
DOI - 10.1088/1757-899x/852/1/012097
Subject(s) - project manager , competence (human resources) , weighting , valuation (finance) , analytic hierarchy process , knowledge management , operations management , engineering management , computer science , business , project management , engineering , operations research , psychology , medicine , accounting , systems engineering , radiology , social psychology
PT. XYZ is a company engaged in telecommunications construction. So far, the company has conducted performance appraisals of its employees using the rating scale method. The assessment conducted by the company is less objective because the assessment is carried out by two supervisors of the object being assessed. In addition, the results are only used for consideration of promotion. The format made by the company also has no KPI or minimum value used in assessing. Based on this, a valuation format and a more objective assessment system are needed with the aim of knowing how the personal competencies of managers. Personal competency measurements are carried out at the project manager level with an assessment format based on PMCDF®, 360 feedbacks as a scoring system, and AHP as weighting on six PMCDF® competencies. From the results of the study, the priority results obtained in the six competencies variable PMCDF® are Managing with a weight of 40%, Leading with a weight of 23%, and Communicating with a weight of 11%. The personal competency score of the project manager for each competence is in good category.