CDG - Project Manager - Project Manager

Competency
Development
Guide
What are Competency Development Guides?.......................................................................8
How to use this Competency Development Guide?..............................................................8
What can I do to develop my competencies?.......................................................................9
On-job development.............................................................................................................9
Development by others........................................................................................................9
Self-development...............................................................................................................10
Focus Area: Software Development Lifecycle.................................................................11
On job development....................................................................................................12
Development by others..............................................................................................13
Self development........................................................................................................13
Focus Area: Project Management Lifecycle....................................................................13
Focus Area: Delivery - Time Management.......................................................................15
Focus Area: Team and People..........................................................................................16
Focus Area: Stakeholder Management and Communication Plan................................18
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Focus Area: Reporting Management................................................................................19
Focus Area: Risk Management.........................................................................................21
Focus Area: Scrum Mastering..........................................................................................22
Focus Area: Project Management Methodologies and Frameworks............................23
Customer Focus................................................................................................................25
Proficiency level 2:.........................................................................................................25
Taking initiative..................................................................................................................26
2
Innovative thinking.............................................................................................................27
Knowledge sharing............................................................................................................29
Self-development...............................................................................................................30
Focus Area: Collaboration....................................................................................................31
Teamwork..........................................................................................................................32
Building Relationships.......................................................................................................33
3
Feedback Culture...............................................................................................................34
Handling Disagreements...................................................................................................35
Focus Area: Communication................................................................................................36
Effective and Efficient Communication............................................................................37
Listen to Understand.........................................................................................................37
Business English................................................................................................................38
4
Focus Area: Lead People......................................................................................................40
Building effective teams.......................................................................................................40
Develop talents......................................................................................................................41
Focus Area: Lead Business..................................................................................................44
5
Focus Area: Deliver Results..................................................................................................47
6
HTEC Competency
Development Guide
Project manager (mid-level)
What are Competency Development Guides?

Competency Development Guides are a set of documents closely following our
Competency Framework and their goal is to provide you with assistance while writing
your Personal Development Plan. This is not a cookbook with recipes to follow to the
letter however, but provides a general guide on how particular competencies can be
developed and practiced. Each seniority level (intern, junior, medior and senior) for each
technology (software engineering, machine learning, data engineering, project
management, etc.) has its own Competency Development Guide, in total 40+ guides.
How to use this Competency Development Guide?

When writing your Personal Development Plan you may want to consult this guide.
Choose one of the competencies that you have agreed with your direct manager to
develop and find it in the guide. Apart from the statement describing the competence
and optional examples, you will find there activities and materials that you may choose
to use. Do note that the activities and materials listed here are just suggestions and you
may find others which are better suited for you and the project you’re working on and we
encourage you to formulate your own as needed. This Competency Development Guide
is still a work in progress and we will be glad to gather your ideas and feedback to
include them in subsequent versions of this Competency Development Guide.
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What can I do to develop my competencies?
Under each competence you will find activities and learning materials grouped into
three sections:
1. On-job development
2. Development by others
3. Self-development
Each of these is described in subsequent sections in this guide.
Please do note that you do not have to fill out all three types of activities/learning
materials when planning the development of a competency in your Personal
Development Plan. You may focus yourself on one or two or all three types of activities
depending on your learning style, proficiency level, amount of time you have available
and the concrete goal you want to accomplish.
On-job development
On-job development is what you would consider as learning-by-doing. Under this section
you’ll find concrete activities and tasks or types of activities and tasks you may want to
take on to practice a particular skill. For example, if you wish to improve your business
English, you may want to prepare a presentation in English for your teammates or lead a
demo session.
Currently technical competencies in this Competency Development Gude do not have a
detailed outline of these activities. This is why we have provided examples along with
the competency as these may provide additional information on what you can plan in
this section.
Once you agree with your direct manager about what these activities are and they
approve your Personal Development Plan, you and your direct manager will be able to
plan your project activities accordingly.
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Development by others
Development by others is commonly understood to be working with a mentor and this is
most certainly the most important track under this section. If you choose to develop
your skills in this way you have a couple of options to find a mentor.
In consultation with your DM, you can ask for help from one of your colleagues within
your team who exceeded in particular competency on the current evaluation process.
Also, you can choose one of your more senior colleagues to help you develop
competence or
Request short-term mentoring from someone outside of your team who has proven
knowledge in this competence.
If it is not possible to find somebody to be your mentor, you can contact your TL (TEO)
or Marija Markovic Performance & Mentoring Lead from the Career Development Office
for support.
Other activities may be included in development by others such as shadowing, technical
consultations, peer reviews, peer programming/testing, being involved in a sub-
committee or a team/task force other than your project team, etc.
Self-development
Self-development activities involve your additional effort. This may be attending an
online or on-site course/training/seminar, studying for and being certified for a
particular skill set, reading a book or an article, etc.
You do not have to choose only from the lists presented in this document when creating
your Personal Development Plan when it comes to this section. Feel free to include any
other materials that seem to fit you and can be approved by your direct manager.
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Technical Competencies
This section is currently being prepared. The Project Management Office and the Career
Development Office are working hard to deliver quality content to everyone. You may
want to refer to this document at a later time, or consult your direct manager and/or
your tech lead. In the meantime, do note that the Core Competencies section for your
level has been fully written out and can be found below.
Focus Area: Software Development Lifecycle

Anticipates the flow of the project, has a holistic view of the business and situation,
conducts a business analysis, and studies the potential change (opportunities, risks,
costs, schedule, feasibility, etc.). Defines the goals and objectives during the project
initiation. Coordinates the activities of the projects and acts on behalf of the business.
Sets expectations, boundaries, and requirements.
Proficiency level 2:
Independently defines, initiates, and completes each of the project life cycle phases.
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Works in predefined templates and/or forms and follows instructions received from
mentors or peers on the project.
On job development
● Actively participate in assessment of the feasibility and provide high-level

estimates in the pre sales phase .
● Attends meetings when system and software design requirements are set and
supports both Product Innovation Office and stakeholders/clients whether
through providing valuable information regarding the project, product, technology
etc.
● Prepare estimates and detailed project plan for all phases of the project
● Has the ability to implement all SDLC phases to medium and large projects with
several development teams according to the project maturity and requirements
● Has the ability to guide the team through all the phases of the SDLC, from initial
phases of the Requirements Gathering to the Maintenance phase or project
handover to the client
● Has advanced knowledge about SDLC models and is able to apply them on their
project
● Understand the environments – development, staging, production. Know how the
environments are used for development, testing and deployment and how the
software product passes from one to the other.
● Understand branching strategies (e.g. GitFlow)
● Understand interdependencies between technology, operations and business
needs
● Has the ability to plan at different levels – high-level planning, user story
mapping, technical planning
● Set and continually manage project expectations while delegating and managing
deliverable with team members and stakeholders
● Makes and reacts on an assumption that critically impacts feasibility of the
project
● Actively participates in design, execution and integration of the project
deliverables by creating releases.
● Monitors project performance by gathering status information about all
development activities
● Organize and supervise the work related to all defined testing aspects e.g.
business testing, unit, integration, user acceptance testing, performance testing,
etc.
● Organize, monitor and take care of secure deployment of products.
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● Take over the project closure process by ensuring the knowledge transfer,
documentation handover, etc.
● PM Mentorship program on Software Development Lifecycle
Self development
● User Stories Applied: For Agile Software Development

● Pitfalls and Perils of Agile Testing (with intro on Testing Quadrants) - Janet
Gregory
● The tools of complexity: the Stacey Diagramme
● Webinar : Is Project Manager’s Role Vanishing in Scrum?
● Making sense of MVP (Minimum Viable Product) - and why I prefer Earliest
Testable/Usable/Lovable - Crisp's Blog
● Seven Signs of Great Agile Leadership
● How to be agile in a non-agile environment
● Why Organizations Don’t Learn
Focus Area: Project Management Lifecycle

Deeper understanding of all of the project management life cycle phases. Independently
defines, initiates, and supports completion of each of the project life cycle phases.
Works with predefined templates and/or forms and with mentors or peers on the project
adjust templates/forms to tailor fit particular project..
On job development
● Understands all phases of the project management life cycle.

● Create a project documentation folder with project templates.
● Support senior team members to customize content to fit a particular project.
● Collect all project related documentation (design, SoW, requirements, etc) and
store them in the project documentation folder.
● Support senior team members in order to identify requirements, set up
goals/deliverables and create a project roadmap.
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● Support senior team members in order to define the project on a broad level, use
project charter template and create project charter.
● Senior team members have sessions to identify key project stakeholders. Create
a stakeholder register with the roles, designation, communication requirements,
and influence.
● With support of the senior team members extrapolating past data to identify
potential risks and develop risk register and strategy to minimize and
opportunize risks.
● Anticipate change and with senior team members and external stakeholders
organize a session to define how changes on project will be managed and
incorporated on project. All in order to avoid bottlenecks and project delays.
● Brainstorm and draw conclusions with internal stakeholders on how to establish
efficient workflows and carefully monitor the progress of your team.
● Maintain effective collaboration between project stakeholders in order for
everyone to stay “on the same page” and the project runs smoothly without any
issues.
● With support of senior team members establish Critical Success Factors (CSF)
and Key Performance Indicators (KPI) of and on the project.
● Use templates to quantitatively track the effort and cost during the delivery in
order to ensure that the project remains within the budget.
● The project closure stage indicates the end of the project or a project phase.
Support senior team members in completing the necessary activities and
paperwork: closes all financial activities associated with project - inform legal
and finance departments, notify all stakeholders of project closure, close all
project contracts and HRM project relationship , hold team reflection meeting
after the completion of the project in order to contemplate on their successes
and failures, document and archive project findings, learnings and
documentation.
● PM Mentorship program on Project Management Lifecycle
Self development
● Deeply Practical Project Management

● A Guide to the Project Management Body of Knowledge
● Managing Successful Projects with PRINCE2
● The Project Management Life Cycle, and Its 5 Phases
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Focus Area: Delivery - Time Management
Independently applies time management skills while trying and validating new ideas
that will create and potentially improve delivery plan with deadlines and milestones,
project activities creation, sequencing, prioritization, estimation and dependencies from,
e.g., epic to the task level, identifying and removing distractions and bottlenecks and
timeboxes all project activities).
On job development
● With support and assistance from senior team members create at least one
delivery plan with deadlines and milestones
● With support and assistance from senior team members create, setup, sequence
and prioritize project activities from epic to task
● Setup ceremonies to define durations / estimations and dependencies of
activities.
● Track on delivery against time by generating sprint metrics (burndown/up charts,
team velocity, team velocity against product backlog)
● Participate in identification and removal of project distractions and bottlenecks
by managing project risks
● With support and assistance from senior team members, timebox all project
activities and ceremonies.
● With support and assistance from senior team members manage project needs
on HRM. Meaning project arrivals and leaves, annual leaves, holidays, other
activities.
● PM Mentorship program on Delivery - Time management unit
Self development
● Agile Estimating and Planning by Mike Cohn

● Project Management: Deliver on Time + Scrum Project Delivery
● Project Schedule Management (2 PDUs)
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● 13 Effective Time Management Techniques for Agile Teams - nTask
Focus Area: Team and People

Independently guides the team through all phases — forming, storming, norming,
performing and adjourning. Provides feedback upon the request from superiors or
peers. Supports team members in setting up career development OKRs. Tracks
progress on career development. Reports to the direct manager on farming
opportunities. Supports the technical selection process for the PM role. Builds and
maintains effective relationships with and among team members. Creates a team
environment that promotes high-performance and high-quality delivery. Resolves
individual and organizational issues with objectivity. Uses assertiveness and
proactiveness when necessary.
On job development
● Support team members in setting up career development OKRs

● Track progress on career development
● Track performance of team and members based on agreed metrics using
burndown/up charts and team and/or individual velocity.
● Provide feedback upon the request from mentor or peers.
● Build and maintains effective relationships with and among team members
● Create a team environment that promotes high-performance and high-quality
delivery
● Identify gaps and build high-performance teams by setting up and maintaining a
sustainable development pace, creating great places to work, and delivering high-
quality software or product
● Resolve individual and organizational issues with objectivity
● Use assertiveness and proactiveness when necessary
● Take care of punctual and regular team meetings and ceremonies (planning,
daily meeting, refinement, retrospective and review)
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● Support direct manager in scheduling and hosting 1-1 meetings with team
members..
● Anticipate and react to farming opportunities by identifying potential sales
opportunities while working daily on the project.
● Reports to the direct manager on farming opportunities
● Manage completely the HRM team members management covering arrivals and
departures on project, leaves, holidays, billability, etc.
● PM Mentorship program on Team and People Management
Self development
● Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders,

Managers, and Facilitators by Patrick Lencioni
● The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever by
Michael Bungay Stanier
● Leadership Is Language: The Hidden Power of What You Say and What You Don't
by L. David Marquet
● Managing A Team Effectively: Build Team Management Skills
● Growth Team Management - How to Build a Growth Team
● https://www.pmi.org/disciplined-agile/process/people-management/the-people-
management-mindset
Focus Area: Stakeholder Management and Communication Plan

Independently define, apply and maintain overall project list of stakeholders, stakeholder
PI and project organizational chart, stakeholder analysis, plan for stakeholder
management and evaluate and document the engagement levels of stakeholders , in
predefined templates and/or forms, received from superiors or peers on the project.
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On job development
● Derive with stakeholder management and communication plan consisting of:

○ Identification all project stakeholders (internal and external)
○ Prioritization stakeholders
○ Plan for engagement of stakeholders
○ Management and control of the stakeholder engagement
○ Creation and tracking of communication plan
● Identify both internal and external stakeholders and prioritize them
● Define all roles and responsibilities on the project and communicate them clearly
and unequivocally to all stakeholders
● Analyze stakeholders’ needs and expectations with appropriate prioritization
● Create RACI matrix and present it to stakeholders and team members
● Create PI matrix to perform qualitative risk analysis
● Manage and monitor stakeholders’ engagement
● Define clear project communication plan for both formal and informal
communication channels
● Expose the communication framework to stakeholders
● Communicate and work with internal stakeholders (project team) throughout the
project life cycle to upgrade and improve the management of external (client)
stakeholders
● Develops and executes actions, responses and countermeasures to maintain an
appropriate level of stakeholder engagement throughout the project life cycle
● Respond to and act upon expectations, concerns, and issues and maintains both
formal and informal communication
● Seek feedback and validation of information
● Understands explicit and implicit content, outcomes, and repercussions of
communication
● Optimize dissemination of information, communication lines, methods, and
levels for the stakeholder audience by providing tailored group information.
● PM Mentorship program on Stakeholder Management and Communication Plan
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Self development
● Rethink! Project Stakeholder Management

● Making Projects Work: Effective Stakeholder and Communication Management
● Stakeholder Management for Project Managers
● Improve Your Stakeholder Engagement With Stakeholder Magic!
● Scrum: Who are the Key Stakeholders that Should be Attending Every Sprint
Review?
● https://www.pmi.org/learning/library/stakeholder-analysis-pivotal-practice-
projects-8905
● Effective Stakeholder Management
● Key principles
Focus Area: Reporting Management

Independently defines, applies, follows and maintains relevant information by using
suitable communication lines, methods, and levels for the project stakeholders, in
predefined templates and/or forms received from superiors or peers on the project.
Understands explicit and implicit content, outcomes, and repercussions of
communication.
Responds to and acts upon expectations, concerns, and issues and maintains both
formal and informal communication
On job development
● Create, improve and further on maintain established reporting processes on the

projects
● Organize a session with both internal and external stakeholders to collect
reporting parameters of interest
● Use already defined or customize project reporting templates to best fit their
project
● Define the level (cadence) of reporting sprint and/or project and ways and timing
to distribute project reports
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● In accordance with stakeholders define types of reports that are a must on their
project (e.g. Team availability report, Status report, Project health report, Risk
assessment, Time tracking report, Baseline reports, Sprint reports, Monthly
project status report)
● PM Mentorship program on Reporting Management
Self development
● https://www.ucop.edu/information-technology-services/_files/itlc/it-project-
management-and-reporting-guidelines.pdf
● How to Write a Project Report
● Project Management Reporting Types & Tips | TeamGantt
Focus Area: Risk Management

Individually and independently collecting, identifying, monitoring, and maintaining the
risk register. Works with other project peers on the processes of identification, analysis,
monitoring, and maintenance of the risk register.
On job development
● Actively participates in the identification of the risks which may affect the project
and documents their characteristics and managing options in the risk register
● Collects and independently analyzes risks that may affect the project
● Prioritizes risks for further analysis or action by assessing their probabilities of
occurrence and impact
● Develops proposals for options and actions to enhance opportunities and reduce
threats to project objectives
● Evaluates risk actions, plans, and responses — or risk process effectiveness.
● Use RAID register template to cover risks along with project-related assumptions,
issues, and dependencies
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● Review risk on a regular basis and use its output to enhance the project overall
performance
● PM Mentorship program on Risk Management
Self development
● Managing Risk in Information Systems

● IT Risk Management
● What is IT Risk Management? A Complete Guide | SecurityScorecard
Focus Area: Scrum Mastering

Independently defines, applies and supports project developments by following, testing
and validating new ideas that could potentially improve the state of Scrum
implementation on the project.
On job development
● Has interpersonal skills essential for a Scrum Master, so they can deal with
different personalities and demands of their team members, the PO, and the
stakeholders.
● Is able to self-regulate, be self-aware, and socially connect with the team
members at a deeper human level in order to build long-term relationships and
create a healthy work environment. Due to the rapidly changing nature of
complex work that requires intense collaboration among the entire team, it is
important that the Scrum Master is adept at emotional intelligence.
● Is intentional in avoiding distractions to be able to stay focused on working on
the highest value tasks. Teaches the development team to stay focused on their
Sprint plan to accomplish the Sprint goal.
● Teaches the team to accept failures and encourages them to keep learning from
the experiments. Adapting Agile Mindset sets the Scrum Master in a position to
be able to help the Scrum Team.
● Has the skill to facilitate meetings, decision-making, and change. Is able to adapt
swiftly to the changing organizational system and team's needs to inspire the
same behavior within the team.
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● Is able to see the interplay of various components and resultant overall system.
Helps avoid local optimization and enables the Scrum Master to take a holistic
view of the complete organization as a system.
● Is able to observe and help the team to identify and remove redundant and
insufficient processes and creates a lean approach to develop and deliver value
to a customer.
● Empowers and teaches the development team and the Product Owner to make
fast decisions and avoid analysis-paralysis to ensure a working product
increment is delivered every Sprint.
● Negotiates, influences, and balances between the team, management
expectations, and client expectations
● Stay fully engaged in tasks at hand, responsible and professional. Motivates and
drives the work of peers and the team
● PM Mentorship program on Scrum Mastering
Self development
● Succeeding with Agile: Software Development Using Scrum

● Mastering Professional Scrum
● Scrum Insights for Practitioners: The Scrum Guide Companion
● FunRetrospectives: activities and ideas for making agile retrospectives more
engaging
● SCRUM! by Adam Vardi
● User Stories
● Agile Estimating
● Leading a Self-Organizing Team
● Suggested Reading for Professional Scrum Master™ I
● Scrum Training Series: Free Scrum Master Training from Seattle
● Scrum Reference Card | The Scrum Reference Card, and Other Articles by
Michael James (MJ), Software Process Mentor
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Focus Area: Project Management Methodologies and
Frameworks
A.
On job development
● Has knowledge of fundamental project management processes, methodologies,

and tools and techniques and is able to adapt them to the organization
● Has deep knowledge of project management methodologies and frameworks
and is able to apply either one to their project successfully
● Craft a strategy to get the Agile transition initiated and off the ground effectively
● Ensure that they are regularly reviewing the progress of the framework that is
being used on the project and making adjustments to make improvements when
required
● PM Mentorship program on Project Management Methodologies and

Frameworks
Self development
● Complete Agile Scrum Management + Kanban + 4 EXTRA courses

● Succeeding with Agile: Software Development Using Scrum
● Scrum: The Art of Doing Twice the Work in Half the Time
● Kanban: Successful Evolutionary Change for Your Technology Business
● How to Achieve a Successful Agile Implementation
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Core Competencies
Focus Area: Growth Mindset
Customer Focus
Ability to understand customer needs and provide sound recommendations and
solutions (this also include internal customers for Support functions such as People,
Finance or Legal).
Builds team members skills to understand and meet overall customer expectations.
Proactively seeks new opportunities to build relationships and understand better
customer needs.
On job development
● Develops a business relationship with a customer to ensure successful delivery.
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● Resources a relevant team and takes full responsibility to deliver relevant
proposal/s and system design/s.
● Manages a dissatisfied internal or external customer; troubleshoot a
performance or quality problem with a product or service.
● Trains customers in the use of the organization’s products or services.
Collaborates with them. Makes them feel involved.
● Spends time with internal or external customers. Writes a report on observations,
and presents it to the people involved.
● Does a customer satisfaction survey in person or by phone, and presents the
results to the people involved.
● Biz Dev
● Peer as a Mentor
Self development
 Design Thinkers Academy: Design Thinking Fundamental Course (certification)

https://www.designthinkersacademy.com/eastern-europe/
 Book: Barlow, J., & Moller, C. (2008). A complaint is a gift: Recovering customer
loyalty when things go wrong A Complaint is a Gift: Recovering Customer Loyalty
When Things Go Wrong (16pt Large Print Edition): Barlow, Janelle:
9780369307569: Amazon.com: Books
 Book: Cockerell, L. (2013). The customer rules: The 39 essential rules for
delivering sensational service.
Taking initiative
Goes above and beyond to do more than is required in the job, takes a proactive
approach, and identifies opportunities for contribution or engagement before they are
assigned to them.
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Proposes and takes ownership for initiatives and looks for various opportunities to
improve processes or outcomes.
On job development
● Proposes an idea and takes responsibility for its realization

● Improves processes/outcomes by delegating tasks or their workable parts to
others in order to make task completion more timely and efficient.
Self development
● Book: Drive: The Surprising Truth About What Motivates Us (Daniel Pink)
Amazon.com: Drive: The Surprising Truth About What Motivates Us (Audible
Audio Edition): Daniel H. Pink, Daniel H. Pink, Penguin Audio: Audible Books &
Originals
● Book: IntrinsicThomas, K. W. (2009). Intrinsic motivation at work: What really
drives employee engagement (2nd ed.). San Francisco, CA: Berrett-Koehler
Publishers Intrinsic Motivation at Work: [large print edition]: Thomas, Kenneth W.:
● Article: Personal growth: Motivation: The drive to change. Psychology Today:
Personal Growth Motivation: The Drive to Change | Psychology Today
● Article: Vorhauser-Smith, S. (2013, August 14). How the best places to work are
nailing employee engagement. Forbes How the Best Places to Work are Nailing
Employee Engagement (forbes.com)
● Video: Pink, D. (2009, August 25). Dan Pink: The puzzle of motivation The puzzle
of motivation | Dan Pink - YouTube
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Innovative thinking
Ability to come up with new and unique ideas or solutions that add value to the
organization
Implements new approaches that prove to be effective. Encourages diverse thinking to

promote and nurture innovation.
On job development
● Facilitates effective team brainstorming.

● Introduces the use of a new tool/process/methodology within the team.
● Relaunches an existing product, service, or process that’s not doing well by
gathering input from end users and trying things not tried before.
● Facilitates a brainstorming session—defines and clarifies the
problem/opportunity, generate ideas using various techniques, and narrows the
list to solutions you want to strengthen, test, and implement.
● Benchmarks innovative business models, practices, processes, products, or
services that come from both well-known and non-traditional
competitors/sources, and reports findings to colleagues.
● Takes part in an entire innovation cycle for a new product/service—from
research, design, concept refinement, and prototyping, through to its launch and
use in the marketplace.
● Identifies an unmet need and experiment with different ways to fill the gap.
Practices seeing failures or mistakes as opportunities to learn
● Introduces the use of a new tool/process/methodology within the team.
Self development
● Design Thinkers Academy: Design Thinking Fundamental Course (certification)

https://www.designthinkersacademy.com/eastern-europe/
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● Innovation and Creative Thinking Course https://www.pwc.rs/en/pwc-s-
academy-home/training-courses/personal-effectiveness-skills/management-
skills/innovation-and-creative-thinking.html
● Video: Bass, C. (2012, February 27). TEDxBerkeley – Carl Bass – The new rules of
innovation TEDxBerkeley - Carl Bass - The New Rules of Innovation - YouTube
● TED (17:33min): https://labs.blogs.com/its_alive_in_the_lab/2012/02/tedx-
berkeley-carl-bass-on-the-new-rules-of-innovation.html
● Book: Creative Confidence: Unleashing the Creative Potential Within Us All (David
Kelley) - Interna biblioteka Niš
● Book: The Design of Business: Why Design Thinking is the Next Competitive
Advantage (Loger L Martin) Amazon.com: The Design of Business: Why Design
Thinking is the Next Competitive Advantage: 8601200550054: Martin, Roger L.:
Books
● Book: Change by Design (Tim Brown) Amazon.com: Change by Design, Revised
and Updated: How Design Thinking Transforms Organizations and Inspires
Innovation: 9780062856623: Brown, Tim: Books
● Book: Design Thinking - Kako da stvarate proizvode koje ljude žele (Milovan
Dekić, Marko Jevtić)
● Video: Five ways to innovate faster https://hbr.org/2013/11/five-ways-to-
innovate-faster
● Article: Sparking Creativity in the Workplace:
https://www.psychologytoday.com/us/blog/the-power-daydreaming/201002/
sparking-creativity-in-the-workplace
Knowledge sharing
Ability to effectively share knowledge in order to inform, educate or coach others.
Actively shares their own knowledge, skills, and experience with their team.
On job development
● Prepares and delivers a presentation on best practices or technical approach.
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● Mentors a colleague on a specific skill.
Self development
● Article: Gallo, A. (2011, February 1). Demystifying mentoring. Harvard Business

Review Blog Network https://hbr.org/2011/02/demystifying-mentoring.html
● Article: Colan, L. (2013, July 29). 4 Keys to coaching underperforming employees.
Inc: https://www.inc.com/lee-colan/4-keys-to-coaching-underperforming-
employees.html
Self-development
Ability to develop professionally and personally by using both formal and informal
development support.
Takes consistent actions to develop new skills. Learns from new experiences, from
others, and from structured learning.
On job development
● Take on a task that you have never tried and is outside of your domain. Stick to it
and focus on the learning you’re deriving from it.
● Attend a course or event which will push you personally beyond your usual limits
or outside your comfort zone.
● Work with a trusted leader in your organization to analyze patterns and trends
emerging in your work, and set a personalized learning plan.
● Join cross-functional teams to learn about subjects beyond the scope of your
present job.
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Self development
● Article: Zenger, J. (2013, July 16). Throw your old plan away: 6 New ways to build
leadership development into your job. Forbes.:
https://www.forbes.com/sites/jackzenger/2013/07/16/throw-your-old-plan-
away-6-new-ways-to-build-leadership-development-into-your-job/?
sh=518fc07250c3
● Article: Garnett, L. (2013, August 16). How to leverage your true talent. Inc.:
https://business.mega.mu/2013/08/27/how-leverage-your-true-talent/
● Article: Tjan, A. K. (2012, July 19). How leaders become self-aware. Harvard
Business Review Blog Network.: https://hbr.org/2012/07/how-leaders-become-
self-aware
● Video: Capture Your Flag. (2013, June 14). Learning to reflect more and get to
know yourself better:
https://www.captureyourflag.com/interview-library/learning-to-reflect-more-and-
get-to-know-yourself-better.html (2:26 min)
● Video (TedX): The happy secret to better work:
https://www.ted.com/talks/shawn_achor_the_happy_secret_to_better_work?
language=en (12:04 min)
● Book: The Inner Game of Work: Focus, Learning, Pleasure, and Mobility in the
Workplace by W. Timothy Gallwey The Inner Game of Work: Focus, Learning,
Pleasure, and Mobility in the Workplace: Gallwey, W. Timothy: 9780375758171:
Amazon.com: Books
● Book:The Fifth Discipline: The Art & Practice of The Learning Organization
Paperback – Deckle Edge, March 21, 2006 by Peter M. Senge:
https://www.amazon.com/Fifth-Discipline-Practice-Learning-Organization/dp/
0385517254
29
Focus Area: Collaboration
Teamwork
Ability to work with others toward team goals, sharing responsibility, and contributing to
the team's capability.
Organizes team activities and supports team members in achieving team goals.
On job development
● Organize teambuilding activities.

● Recognize team members’ contributions at each team meeting. Develop a
reward and recognition program for your team/org unit
● Highlight the efforts of members who get out of their comfort zone to lend a
helping hand to a co-worker to develop a new skill.
● Assign projects tasks to team members and if needed coordinate collaboration
between the team members.
Self development
● Atria: High Performance Team Coaching: https://atriagroup.org/high-

performance-team-coaching/
● GI Group: Team Development and Teamwork:
https://drive.google.com/drive/folders/11Tuvjdf432IohW3pGkMgcrYi1_nHtDQz
● Book: The culture code - The Secrets of Highly Successful Groups, Daniel Coyle
Amazon.com: The Culture Code: The Secrets of Highly Successful Groups
(Audible Audio Edition): Daniel Coyle, Will Damron, Random House Audio: Audible
Books & Originals
● Article: Wharton School. (2006, June 14). Is your team too big? Too small?
What’s the right number? Wharton School of the University of Pennsylvania
30
https://knowledge.wharton.upenn.edu/article/is-your-team-too-big-too-small-
whats-the-right-number-2/
Building Relationships
Ability to relate well to all kinds of people, inside and outside the organization, and build
rapport and effective relationships.
Successfully builds and maintains productive relationships by consistently working well

with a variety of different people.
On job development
● Visit other HTEC offices to build closer relationships with team members and
colleagues in general and invite colleagues from other offices to visit your office.
● Organize a gathering of team members to connect and make better relations.
Self development
● GI Group: Team Development and Teamwork:

https://drive.google.com/drive/folders/11Tuvjdf432IohW3pGkMgcrYi1_nHtDQz
● Internal Workshop: 'Effective 1on1 Meetings'
● Book: Baber, A., & Waymon, L. (2007). Make your contacts count: Networking
know-how for business and career success (2nd ed.). New York, NY: AMACOM
Amazon.com: Make Your Contacts Count: Networking Know-How for Business
and Career Success: 9780814474020: Baber, Anne, Waymon, Lynne: Books
● Book: Anklam, P. (2007). Net work: A practical guide to creating and sustaining
networks at work and in the world. Burlington, MA: Butterworth-Heinemann.
Amazon.com: Net Work: A Practical Guide to Creating and Sustaining Networks
at Work and in the World eBook : Anklam, Patti: Kindle Store
31
● Book: Zack, D. (2010). Networking for people who hate networking: A field guide
for introverts, the overwhelmed, and the underconnected. San Francisco, CA:
Berrett-Koehler Publishers, Inc. Networking for People Who Hate Networking,
Second Edition: A Field Guide for Introverts, the Overwhelmed, and the
Underconnected: Zack, Devora: 9781523098538: Amazon.com: Books
Feedback Culture
Ability to give and receive feedback on a regular basis to better understand and act in
different business situations.
Helps other people develop themselves by regularly giving them insightful feedback in a
motivational and thoughtful way. Nurtures empathy and no-blame culture in their team.
On job development
● Suggest how to improve a process that has failed instead of identifying whose
fault it was.
● Regularly ask your subordinates to offer you feedback and act upon it to improve
your skills and performance as well as team culture (e.g. 360 degree, anonymous
feedback form, 1-on-1 feedback).
● Regularly organize 1-on-1 and group feedback/retrospective sessions. Make
follow-up sessions to ensure feedback was received in a constructive way and
ensure that it is followed through.
● Celebrate success of your subordinates and team members.
Self development

● Training: Partner Team: The Art of Giving and Receiving Feedback
32
● Training: Partner Team: Communication as a tool for leadership skills
development
● Book: Thanks for the Feedback: The Science and Art of Receiving Feedback Well
(Sheila Heen and Douglas Stone) Thanks for the Feedback: The Science and Art
of Receiving Feedback Well: Stone, Douglas, Heen, Sheila: 9780143127130:
Amazon.com: Books
● Book: " Work Rules " A look inside Google Laszlo Bock Book Notes (Laszlo Bock)
Amazon.com: Work Rules!: Insights from Inside Google That Will Transform How
You Live and Lead: 9781455554799: Bock, Laszlo: Books
● Book: The Feedback Imperative: How to Give Everyday Feedback to Speed Up
Your Team's Success (Anna Carrol) Amazon.com: The Feedback Imperative:

How to Give Everyday Feedback to Speed Up Your Team's Success:
9781938416651: Anna Carroll: Books
Handling Disagreements
Ability to effectively handle disagreements and come up with winning solutions.
Improves collaboration between people who have been unable to solve disagreements.
On job development
During regular meetings when you find yourself in a disagreement situation with a
colleague:
● When you notice that two team members or subordinates are in a disagreement
situation offer to help them, place them together to work on a task which has the
potential to transform the disagreement situation and/or mediate between them,
and afterwards organize a retrospective meeting to close the disagreement on
common ground.
● When you identify a potential disagreement with the client create a list of
possible solutions and consult with your direct manager or someone who has a
33
strong background in disagreement transformation within the organization on
how to approach the issue. Try to implement the solution yourself, but don't
hesitate to escalate issues that need involvement of your superiors.
Self development
● Atria: PCM Communication: https://atriagroup.org/pcm-communication/

● Article: How To Handle Conflict At Your Business:
https://www.forbes.com/sites/mikekappel/2017/12/06/how-to-handle-conflict-
at-your-business/?sh=4e422a9d75ad
● Article: Have the difficult conversation:
https://www.businessobserverfl.com/article/have-difficult-conversation
● Video: Dare to disagree | Margaret Heffernan ,Ted:
https://www.youtube.com/watch?v=PY_kd46RfVE
● Book: Conflict Management for Managers: Resolving Workplace, Client, and
Policy Disputes (Susan S Raines) Conflict Management for Managers: Resolving

Workplace, Client, and Policy Disputes: Raines, Susan S.: 9781538119938:
Amazon.com: Books
● Book: Runde, C. E., & Flanagan, T. A. (2008). Building conflict competent teams.
San Francisco, CA: JosseyBass. Building Conflict Competent Teams: Runde,

Craig E., Flanagan, Tim A.: 9780470189474: Amazon.com: Books
34
Focus Area: Communication
Effective and Efficient Communication

Ability to communicate clearly and transparently with respect and in the best interest of
the business and the company.
Proactively flags issues that need to be solved and comes up with potential solutions.
Communicates the impact of status updates to all relevant parties.
On job development
● Think carefully about the challenging messages that need to be conveyed and
plan how you will cover them clearly and concisely.
● Create and deliver a presentation to introduce an innovation to your working
process. Think carefully about how you tailor the presentation to suit the
audience.
● Lead a team discussion on how to improve their accountability and commitment
to each other. Use this as an opportunity to involve everyone. Draw them into the
conversation and make them feel involved.
Self development
● Atra: PCM Communication: https://atriagroup.org/pcm-communication/

● Partner Team: Communication as a tool for leadership skills development
● Training: Atria Group: The Persuasive Communicator: https://atriagroup.org/in-
house-programs/the-persuasive-communicator/#more
35
Listen to Understand
Ability to listen actively in order to understand key messages, relations, different views,
and potential solutions
Puts themselves in other people’s shoes to better understand what they are saying.
Recognizes the needs and feelings of other participants in the conversation and
responds accordingly.
On job development
● Pay close attention to the non-verbal signs of others when communicating with
them. Determine what emotions are being communicated and check your
assessment with the individual before acting on them.
● Assess your progress in understanding. Practice to ask open-ended questions to
encourage and motivate the speaker.
● During the conversation repeat in your own words what you’ve just heard and ask
questions to clarify any points you may not fully understand.
Self development

● Book: Hoppe, M. H. (2007). Active listening: Improve your ability to listen and
lead. Greensboro, NC: Center for Creative Leadership. Active Listening: Improve
Your Ability to Listen and Lead: 9781882197941: Business Communication
Books @ Amazon.com
Business English
Ability to effectively use the English language to communicate and present in various
business situations
36
Communicates competently and effortlessly in many professional and personal

situations and can find different ways of expressing the same thing. Deals with a variety
of topics in the appropriate manner. Takes part in a conversation with native speakers
On job development
● Proposes a solution with solid arguments at a team meeting, demonstrating their

expertise, in English.
● Writes detailed texts or reports about activities that can be used by other teams.
● Participates in writing a proposal for a potential project.
● Independently prepares and holds a presentation at events.
Self development
● Berlitz Business English Course (expected level 7, optional 8):

https://www.berlitz.com/en-au/berlitz-proficiency-levels
● English Grammar and Vocabulary books: Martin Hewings (2013)
● Advanced Grammar in Use Michael McCarthy, Felicity O'Dell (2017)
● English Vocabulary in Use Advanced Bill Mascull,
● Business Vocabulary in Use Arthur Mckeown and Ros Wright (2011)
● Professional English in Use Management -Udemy: Better Business Writing (3.5h):
https://htecgroup.udemy.com/course/betterbusinesswriting/
● Writing for business - presentations: Pt.1 A guide:
https://docs.google.com/presentation/d/1DcqpDOH0B2YZoROC0YhSxDgnQcW
DRsgXRdCrrTyBE6A/edit?usp=sharing
● Pt.2 Emails, Reports, Proposals
https://docs.google.com/presentation/d/1gSJ_D77dejyqFewKgdZmNqO5xM8e
wo7Wd6xURctovOg/edit?usp=sharing -Additional learning resources - links:
https://docs.google.com/document/d/178XN-38_qpGEcPPkiO8fQO-
8J0goqFF_GDGRMKq77iw/edit
37
Leadership Competencies
Focus Area: Lead People
Building effective teams

Ability to create strong-identity teams that apply their diverse skills and perspectives to
achieve team goals.
Identifies and manages the team members strengths and weaknesses and overcomes
barriers in order to maximize team performance.
On job development
● Assemble a team of diverse experts to accomplish a difficult team goal that

requires collaboration and creative thinking.
● Agree on purpose, goals, roles, and a structure that best supports the team’s
work.
● Share wins and rewards of your team efforts to create a sense of belonging and
strong team morale.
Self development
 Udemy: Developing Your Team - Forming to Performing:

https://htecgroup.udemy.com/course/building-your-team/ (2h)
38
 Udemy: Agile Leadership and Resilient Teams:
https://htecgroup.udemy.com/course/agile-leadership-and-resilient-teams/
(1.5h)
 Book: Team Topologies: Organizing Business and Technology Teams for Fast
Flow by Matthew Skelton Team Topologies: Organizing Business and Technology
Teams for Fast Flow: Skelton, Matthew, Pais, Manuel, Malan, Ruth:
 Book: Leaders Eat Last: Why Some Teams Pull Together and Others Don't by
Simon Sinek Amazon.com: Leaders Eat Last: Why Some Teams Pull Together
and Others Don't (Audible Audio Edition): Simon Sinek, Simon Sinek, Penguin
Audio: Audible Books & Originals
Develop talents
Ability to develop people to meet both their career goals and the organization’s goals.
Secures that talent development processes and tools are applied to all team members.
Aligns employees career goals with team and company goals and support them grow
professionally and personally.
On job development
● Evaluate all team members as a direct manager through MYE/Annual Evaluation.

● Give clear feedback on competency evaluation strengths and gaps through MYE
and/or Annual Evaluation.
● Support employees to define and achieve their OKRs (consultation and final
approval for defined OKRs, monthly progress tracking in 1on1s etc.)
● Lead regular 1on1 meetings to follow up on OKRs, PDP and career development.
39
Self development
 Book: Measure What Matters: How Google, Bono, and the Gates Foundation Rock
the World with OKRs by John Doerr Amazon.com: Measure What Matters: How
Google, Bono, and the Gates Foundation Rock the World with OKRs (Audible
Audio Edition): John Doerr, John Doerr, full cast, Larry Page - foreword, Penguin
Audio: Books
 Book: Building and Sustaining a Coaching Culture by Agnieszka Bajer Building
and Sustaining a Coaching Culture: David Clutterbuck, David Megginson,
Agnieszka Bajer: 9781843983767: Amazon.com: Books
 Article: 5 Ways to Nurture Developing Leaders by Andrea Derler
https://deloitte.wsj.com/articles/5-ways-to-nurture-developing-leaders-
1495512130
Attract and retain top talents

Ability to attract, select and retain the best talent to meet current and future business
needs.
Attracts and selects new team members based on clear selection criteria and team
needs. Retain talents by providing support and building engagement and motivation of
team members.
On job development
 Attracts best candidates by promoting HTEC within their LinkedIn or other

network.
 Actively participate in referral programs for their or other HTEC teams.
 Interview candidates for your team and decide on technical competence level,
does the candidate fits the team and give a final employment decision.
40
 Onboard and lead new employee with clear job role, compensation, performance
standards, development path, evaluations and feedback.
 Act based on engagement survey results to reduce risk of loss (gptw)
 During 1on1s discuss with team members their satisfaction with the role and the
project, the recognition of achieved results, and the ability to cope with the
current workload.
Self development
 Book: Work Rules!: Insights from Inside Google That Will Transform How You
Live and Lead by Laszlo Amazon.com: Work Rules!: Insights from Inside Google
That Will Transform How You Live and Lead: 9781455554799: Bock, Laszlo:
Books
 Bock Article: Tjan, A. K. (2011, February 9). Three ways to recognize a talent
magnet. Harvard Business Review Blog Network: https://hbr.org/2011/02/three-
ways-to-recognize-a-tale.html
 Article: James, G. (2013, October 22). Hiring: 6 Secrets to attracting top talent.
Inc: https://www.inc.com/geoffrey-james/6-secrets-for-hiring-great-people.html
 Article: Cohan, P. S. (2013, September 25). Your secret to hiring a kick-ass team.
Entrepreneur: https://www.entrepreneur.com/article/228564
Empowering people
Ability to empower and support people to achieve outstanding results.
Encourages all team members to be responsible for their own decisions. Supports them
to take on new challenges, providing them autonomy instead of micromanaging.
41
On job development
 Delegate responsibility and tasks to team members according to their

knowledge, skills and capabilities.
 Give team members autonomy in important areas of their work and be available
for support if needed.
 Empower team members to make decisions in their own area of expertise and let
them know that we all learn from mistakes.
 Encourage employees to set ambitious OKRs which will challenge them, and
support them in achieving those goals.
Self development
 Udemy: Leadership: How to Influence, Inspire and Impact as a Leader:

https://htecgroup.udemy.com/course/leadership-influence-everyone/ (1h)
 Book: The Manager's Path: A Guide for Tech Leaders Navigating Growth and
Change by Camille Fournier Amazon.com: The Manager's Path: A Guide for Tech
Leaders Navigating Growth and Change: 9781491973899: Fournier, Camille:
Books
 Book: Start with Why: How Great Leaders Inspire Everyone to Take Action by
Simon Sinek Amazon.com: Start with Why: How Great Leaders Inspire Everyone
to Take Action (Audible Audio Edition): Simon Sinek, Simon Sinek, Penguin Audio:
Books
 Book: Radical Simplicity: How simplicity transformed a loss-making mega brand
into a world-class performer Kindle Edition by Ken Allen Amazon.com: Radical
Simplicity: How Simplicity Transformed a Loss-Making Mega Brand into a World-
Class Performer (Audible Audio Edition): Ken Allen, Ken Allen, Penguin Audio:
Audible Books & Originals
 Article: David Rock's SCARF Model, Using Neuroscience to Work Effectively With
Others: https://www.mindtools.com/pages/article/SCARF.htm
42
Focus Area: Lead Business
Strategic thinking
Ability to create and articulate a clear vision for the future and link strategic objectives
to team work priorities.
Understands company vision and strategy and implications on team work and
objectives. Applies strategic directions into actionable plans and tasks of the team.
On job development
● Explains company vision and strategy to team members in regular team

meetings
● Translates strategic goals into practical and specific plans of the team.
● Cascade teams OKRs to team members' OKRs by reviewing and giving approval.
Self development
 Udemy: Think Strategically and Make Your Ideas a Reality:

https://htecgroup.udemy.com/course/think-strategically-and-make-your-ideas-a-
reality/ (1.5h)
 Udemy: Being Strategic: Thinking and Acting with Impact:
https://htecgroup.udemy.com/course/being-strategic-thinking-and-acting-with-
impact/ (1.5h)
 Book: The Infinite Game by Simon Sinek Amazon.com: The Infinite Game
(Audible Audio Edition): Simon Sinek, Simon Sinek, Penguin Audio: Books
Decision making
43
Ability to make good , timely and objective evidence based decisions that secure the
organization moving forward.
Makes timely decisions based on complete data and accurate assumptions to

maximize team results.
On job development
Self development

reality/ (1.5h)
 Udemy: Master your Decision-Making, and Critical Thinking Skills:
https://htecgroup.udemy.com/course/leadership-science-for-decision-making/
(4.5h)
 Book: Bears on the road By Bojan Leković Laguna - Bears on the Road - Bojan
Leković - Knjige o kojima se priča
 Article: How to Minimize Your Biases When Making Decisions by Robert F. Wolf
https://hbr.org/2012/09/how-to-minimize-your-biases-when
 Book: Think on Your Feet: 10 Steps to Better Decision Making and Problem
Solving at Work (Career Makers series) by Jeremy Kourdi Think on Your Feet: 10
Steps to Better Decision Making and Problem Solving at Work (Career Makers
series): Kourdi, Jeremy: 9781904879541: Amazon.com: Books
Managing stress
Ability to deal with stress and remain calm and productive in difficult situations
44
Stays resilient in high-pressure situations while maintaining a focus on key priorities and
deliverables. Supports team members to cope with pressure and change.
On job development
Self development

reality/ (1.5h)
 Book: Mood Mapping –Dr Liz Miller Mood Mapping by Dr Liz Miller: Dr Liz Miller:
 Book: Mindset (The New Psychology of Success) –Carol S. Dweck, Ph.D Mindset:
The New Psychology of Success: Dweck, Carol S.: 9780345472328:
Amazon.com: Books
 Book: Why We Sleep –Matthew Walker, PhD Why We Sleep: Unlocking the Power
of Sleep and Dreams: Walker PhD, Matthew: 9781501144325: Amazon.com:
Books
 Book: Immunity to Change –Robert Kegan and Lisa LaskowLahey Immunity to
Change: How to Overcome It and Unlock Potential in Yourself and Your
Organization (Leadership for the Common Good): Kegan, Robert:
 Podcast: “Huberman Lab” on Spotify –Dr Andrew Huberman Huberman Lab |
Podcast on Spotify
Focus Area: Deliver Results

Accountability
45
Ability to hold self and team members responsible for the job, decisions, actions and
results.
Accepts personal responsibilities and holds self accountable for overall team result.
Implements clear responsibilities and processes for monitoring team work and
measuring results.
On job development
Self development
 Book: The Power of Personal Accountability: Achieve What Matters to You by

Mark Samuel and Sophie Chiche The Power of Personal Accountability: Achieve
What Matters to You: Samuel, Mark, Chiche, Sophie: 9780975263815:
Amazon.com: Books
 Book: Accelerate: The Science of Lean Software and DevOps: Building and
Scaling High Performing Technology Organizations by Jez Humble Accelerate:
The Science of Lean Software and DevOps: Building and Scaling High Performing
Technology Organizations: Forsgren PhD, Nicole, Humble, Jez, Kim, Gene:
 Book: Managing By Accountability: What Every Leader Needs to Know about
Responsibility, Integrity and Results Amazon.com: Managing by Accountability:
What Every Leader Needs to Know about Responsibility, Integrity--and Results
eBook : Dealy, Milton D., Thomas, Andrew R.: Kindle Store
 Book: Accountability Leadership: How to Strengthen Productivity Through Sound
Managerial Leadership by Gerald Kraines Accountability Leadership: How to
Strenghten Productivity Through Sound Managerial Leadership: Kraines, Gerald:
 Book: Winning with Accountability: The Secret Language of High-Performing
Organizations by Henry J. Evans Winning with Accountability: The Secret
Language of High-Performing Organizations: Henry J. Evans: 9780981924205:
46
Amazon.com: Books
Planning & Organizing
Ability to plan, prioritize, delegate and organize work and resources to secure
organizational goals achievement.
Effectively plans and delegates tasks to team members to achieve team goals.
Manages resources and prioritizes activities according to plan.
On job development
Self development
 Workshop: Leadership Academy Module Delegation

 Workshop: Leadership Academy Module Time Management
 Book: Scrum: The Art of Doing Twice the Work in Half the Time by by Jeff
Sutherland Amazon.com: Scrum: The Art of Doing Twice the Work in Half the
Time: 8601410683535: Sutherland, Jeff, Sutherland, J.J.: Books
 Book: Management 3.0: Leading Agile Developers, Developing Agile Leaders
(Addison-Wesley Signature Series (Cohn)) by Jurgen Appelo Management 3.0:
Leading Agile Developers, Developing Agile Leaders (Addison-Wesley Signature
Series (Cohn)): Appelo, Jurgen: 0785342712476: Amazon.com: Books
 Book: Death by Meeting: A Leadership Fable...About Solving the Most Painful
Problem in Business by Patrick Lencioni Death by Meeting: A Leadership
Fable...About Solving the Most Painful Problem in Business: Lencioni, Patrick:
 Book: Your Brain at Work: Strategies for Overcoming Distraction, Regaining
Focus, and Working Smarter All Day Long by David Rock Amazon.com: Your
Brain at Work, Revised and Updated: Strategies for Overcoming Distraction,
47
Regaining Focus, and Working Smarter All Day Long (Audible Audio Edition):
David Rock, Roger Wayne, HarperAudio: Audible Books & Originals
 Video: Confessions of a recovering micromanager | Chieh Huang: Confessions of
a recovering micromanager | Chieh Huang - (TEDx, 12:07min) Confessions of a
recovering micromanager | Chieh Huang - YouTube
Finance acumen
Ability to understand key financial indicators to make better business decisions.
Understands basic financial terms and how team contributes to the company financial
performance.
On job development
Self development
 Book: Financial Literacy for Managers: Finance and Accounting for Better
Decision-Making (Wharton Executive Essentials) by Richard A. Lambert Financial
Literacy for Managers: Finance and Accounting for Better Decision-Making
(Wharton Executive Essentials): Lambert, Richard A.: 9781613630181:
Amazon.com: Books
 Book: Quick Value: Discover Your Value and Empower Your Business in Three
Easy Steps: by by Reed Phillips Amazon.com: QuickValue: Discover Your Value
and Empower Your Business in Three Easy Steps: 9781264269648: Phillips,
Reed, Slack, Charles: Books
Negotiation
48
Negotiates based on observations and information collected from both sides using
proper arguments and data. Manages to win support or buy-in from others.
Negotiates based on observations and information collected from both sides using
proper arguments and data. Manages to win support or buy-in from others.
On job development
Self development
 Udemy:Successful Negotiation: Master Your Negotiating Skills:

https://htecgroup.udemy.com/course/a-practical-guide-to-negotiating/ (2h)
 Video: Never Split The Difference By Chris Voss
https://www.youtube.com/watch?v=MjhDkNmtjy0 (TEDx, 12 min)
 Book: Getting to Yes: Negotiating Agreement Without Giving In by by Roger
Fisher Amazon.com: Getting to Yes: Negotiating Agreement Without Giving In:
8601420133235: Fisher, Roger, Ury, William L., Patton, Bruce: Books
 Book: Beyond Reason: Using Emotions as You Negotiate by Roger Fisher and
Daniel Shapiro Beyond Reason: Using Emotions as You Negotiate: Fisher, Roger,
Shapiro, Daniel: 0884720532528: Amazon.com: Books
 Book: Getting More: How You Can Negotiate to Succeed in Work and Life by
Stuart Diamond Getting More: How You Can Negotiate to Succeed in Work and
Life: Diamond, Stuart: 9780307716903: Amazon.com: Books
 Book: Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant
Results at the Bargaining Table and Beyond by Deepak Malhotra, Max Bazerman
Amazon.com: Negotiation Genius: How to Overcome Obstacles and Achieve
Brilliant Results at the Bargaining Table and Beyond (Audible Audio Edition):
Deepak Malhotra, Max Bazerman, Fred Sanders, Random House Audio: Audible
Books & Originals
49
 Book: Bargaining for Advantage: Negotiation Strategies for Reasonable by G.
Richard Shell Amazon.com: Bargaining for Advantage: Negotiation Strategies for
Reasonable People: 2nd Edition (Audible Audio Edition): G. Richard Shell, Sean
Pratt, Gildan Media, LLC: Audible Books & Originals
 Book: Whatever It Takes: Master the Habits to Transform Your Business,
Relationships, and Life by Brandon Bornancin Amazon.com: Whatever It Takes:
Master the Habits to Transform Your Business, Relationships, and Life (Audible
Audio Edition): Brandon Bornancin, James Larson, Brandon Bornancin: Books
 Book: 99 Negotiating Strategies: Tips, Tactics & Techniques Used by Wall Street's
Toughest Dealmakers by David Rosen Amazon.com: 99 Negotiating Strategies:
Tips, Tactics & Techniques Used by Wall Street's Toughest Dealmakers (Audible
Audio Edition): David Rosen, Eric Morrison, Ross & Rubin Publishers LLC: Audible
Books & Originals
50

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Competency

What are Competency Development Guides?

How to use this Competency Development Guide?

Focus Area: Software Development Lifecycle

● Actively participate in assessment of the feasibility and provide high-level

● PM Mentorship program on Software Development Lifecycle

● User Stories Applied: For Agile Software Development

Focus Area: Project Management Lifecycle

● Understands all phases of the project management life cycle.

● PM Mentorship program on Project Management Lifecycle

● Deeply Practical Project Management

● PM Mentorship program on Delivery - Time management unit

● Agile Estimating and Planning by Mike Cohn

Focus Area: Team and People

● Support team members in setting up career development OKRs

● PM Mentorship program on Team and People Management

● Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders,

Focus Area: Stakeholder Management and Communication Plan

● Derive with stakeholder management and communication plan consisting of:

● PM Mentorship program on Stakeholder Management and Communication Plan

● Rethink! Project Stakeholder Management

Focus Area: Reporting Management

● Create, improve and further on maintain established reporting processes on the

● PM Mentorship program on Reporting Management

Focus Area: Risk Management

● PM Mentorship program on Risk Management

● Managing Risk in Information Systems

Focus Area: Scrum Mastering

● PM Mentorship program on Scrum Mastering

● Succeeding with Agile: Software Development Using Scrum

● Has knowledge of fundamental project management processes, methodologies,

● PM Mentorship program on Project Management Methodologies and

● Complete Agile Scrum Management + Kanban + 4 EXTRA courses

● Develops a business relationship with a customer to ensure successful delivery.

 Design Thinkers Academy: Design Thinking Fundamental Course (certification)

● Proposes an idea and takes responsibility for its realization

Implements new approaches that prove to be effective. Encourages diverse thinking to

● Facilitates effective team brainstorming.

● Introduces the use of a new tool/process/methodology within the team.

● Design Thinkers Academy: Design Thinking Fundamental Course (certification)

● Prepares and delivers a presentation on best practices or technical approach.

● Article: Gallo, A. (2011, February 1). Demystifying mentoring. Harvard Business

● Organize teambuilding activities.

● Atria: High Performance Team Coaching: https://atriagroup.org/high-

What’s the right number? Wharton School of the University of Pennsylvania

Successfully builds and maintains productive relationships by consistently working well

● GI Group: Team Development and Teamwork:

● Internal Workshop: 'Effective 1on1 Meetings'

Your Team's Success (Anna Carrol) Amazon.com: The Feedback Imperative:

● Atria: PCM Communication: https://atriagroup.org/pcm-communication/

Policy Disputes (Susan S Raines) Conflict Management for Managers: Resolving

San Francisco, CA: JosseyBass. Building Conflict Competent Teams: Runde,

Effective and Efficient Communication

● Atra: PCM Communication: https://atriagroup.org/pcm-communication/

● Internal Workshop: 'Effective 1on1 Meetings'

Communicates competently and effortlessly in many professional and personal

● Proposes a solution with solid arguments at a team meeting, demonstrating their

● Berlitz Business English Course (expected level 7, optional 8):