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

Appointment of the International Certification Advisor (ICA) for MAPM

We are here announcing that our current General Executive Committee, Mr. William Duncan has been appointed by IPMA as the International Certification Advisor (ICA) to guide and lead Malaysian Association of Project Management and Benchmark Certification to run the IPMA 4-L Certification. Mr. William Duncan is one of the world-renowned Project Management Guru with his most notable work as the primary author of the original PMI’s PMBOK and currently leading the IPMA-USA Certification Body. Please expect to hear on the launch of the IPMA 4-L Certification from us soon. Stay tuned!

Notice of 4th Annual General Meeting

Dear Esteemed Members,

Notice is hereby given that the 4th Annual General Meeting of the company will be held at MUTIARA SEPUTEH CLUBHOUSE, Kuala Lumpur  on the 13th August 2016 at 10.00am for the following purposes:

  • To dissolve the current Committee Members.
  • To elect the new Committee Members.
  • To discuss arising matters, resolutions, proposals, and recommendations.
  1. Only paying members are entitled the rights to vote. Otherwise, a member is required to pay the annual membership fee of RM 240 (Ordinary) / RM 120 (Student). Failure to do so will results you as an observer.

  2. Please confirm your attendance before 29th July 2016 by replying to this email or call us at 03-89412001.

  3. See the URL for the location:

Waze: https://www.waze.com/livemap?zoom=17&lat=3.11637&lon=101.68942

Google Maps: https://goo.gl/maps/mtQpYjgKUKm

Yours Truly,

Mohd Fairuz Mohd Yusof
Secretary, Malaysian Association of Project Management