Talent and World Class Performers

These are the people we are looking for in the next few years to come. Fact is, more and more complex projects with EPC focus will be executed. Especially here in Malaysia, mega engineering projects are in progress and more are coming. However, it is not limited to Malaysia; the search for talents and world class performers is a global hunt. You are may be the next candidate!

How to become a talent or a world class performer? 

Keep learning, increase your competency, and stay ahead of the crowd.

Also technical skills and engineering experience are core to project and programme management. However, current research tells us they’re not enough in today’s increasingly complex and competitive global marketplace. Companies are seeking added skills in leadership and business intelligence — competencies that can support longer-range strategic objectives that contribute to the bottom line.


Talent Management is becoming the ultimate activity in projects and project management companies to ensure continuity and sustainability.


What this means to project and programme talent — what this means to you — is a focus on developing the additional skills you need to meet the evolving demands on your profession. But in doing so, it also means new opportunities to elevate your value as a strategic partner in business success. Here the key elements to look out in talent management:

  1. Recognise these talents early on. Be sure that they have the managements’ attention.
  2. Link the talents to the corporate strategy, vision and culture and empower for strategic leadership.
  3. Assign a mentor or coach, either internally or externally to increase the capacity on the strength and take specific measures to improve weaknesses.
  4. Assess the talented people, define the strengths and potential areas for improvement.
  5. Review the project organisation chart and the corporate organisation chart for succession planning and career path.
  6. “Use” the talents to train the other staff in the project on technical or personal topics to ensure the knowledge-flow within the organisation.
  7. Pay them well… and not just financially. Pay them well in terms of finance, time, acknowledgement and in over treatment.  It’s the overall treatment of people by the superiors and the management which persuades people stay or leave an organisation.

In summary, Richard Branson exlained it best when he said,


To become a better project, programme or portfolio manager, we introduce the IPMA “Individual Competence Baseline” Version 4.0, published by International Project Management Association (IPMA®), 2015.

The IPMA definition of competence is the application of knowledge, skills and abilities. However, what we like in IPMA is the fact that experience plays a significant role and is the key success factor to the growth of the individual. Without experience, competence can neither be demonstrated nor improved. The IPMA “Individual Competence Baseline” addresses – as a standard for competence – those factors that are directly correlated with competence. The IPMA Eye of Competences is applicable for the three management domains; project management, programme management and portfolio management.

The IPMA Eye of Competences is broken down into 29 competence elements. For now, just digest the list of the 29 competence elements. Over the next few months, we will provide more specific information and concepts for each topic in the upcoming articles to develop talents and peak performers.



  1. Strategy
  2. Governance, Structures and Processes
  3. Compliance, Standards and Regulations
  4. Power and Interest
  5. Culture and Values


  1. Self-Reflection and Self-Management
  2. Personal Integrity and Reliability
  3. Personal Communication
  4. Relations and Engagement
  5. Leadership
  6. Teamwork
  7. Conflict and Crisis
  8. Resourcefulness
  9. Negotiation
  10. Result Orientation


  1. Procurement and Partnership
  2. Resources
  3. Finance
  4. Quality
  5. Organisation and Information
  6. Time
  7. Scope
  8. Requirements, Objectives and Benefits
  9. Design
  10. Plan and Control
  11. Risk and Opportunities
  12. Stakeholders
  13. Change and Transformation
  14. Select and Balance

The next article you will see is on Self-Reflection and Self-Management as this is the baseline for all the other competences.

Cheers, Peter Wyss