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RISE model for PM training- From Tacit Knowledge to Explicit Knowledge Yumiko Miyake*

Naoshi Uchihira*This paper proposes the training model (RISE model) utilizing Project Manager (PM) competency framework. RISE model consists of4 stages (Reflecting stage, Integrating stage, Setting stage and Empathizing stage). Project Managers discuss theorganizationally-defined competency at the reflection stage. PM competency framework is created at the integrating stage, andrecognized at the setting stage, and then permeated through the project members at the empathizing stage. The cycle of the four stages
is repeated in order to improve the competency. Recently, the information system development projects have grown widespread andcomplicated, and the role of the PM has become more and more important.Project Managers are required to acquire the competencies
that the organization desires, to act as PM. In addition, the organizations are required to define the PM competencies that theorganizations desire, to continue the development of PM training.RISE model contributes to PM training conscious competencies of
the required for the organization.

Key Words & Phrases: PM training, Competency, Tacit Knowledge, Explicit Knowledge1. Introduction
In business changes rapidly, information
technology (IT) must change to be aligned with thebusiness. Within the field projects of information
system development corresponding to such changes,
there are reports, that the performance of the PM
affects the success of project [1], and the ability of thePM affects the efficiency of project [2]. These reports
indicate that the high expectation of the organizations
presents on PM.
Project managers have to meet the expectationsof the organization, not only have acquired theknowledge of project management, as well as thepractical skills and the personal skills. If theorganizations define these skills as the competency thepractical skills and human skills of the PM, it helps tocreate the objective of the PM training and practice ofprojects.
In reference to the PM’s competency, theframework of PM competency, PMCDF [3] (ProjectManager Competency Development Framework)
developed by PMI (Project Management Institute) andIPMA Competence Baseline [4] are widely known.
An example of a case that defines thecompetency as the organization is National
Aeronautics and Space Administration (NASA) which
defined the competency of the PM in the organization[5], developed training model. SECI model isJapanese knowledge creation process, and that has
been utilized in human resource development [6].
*Japan Advanced Institute of Science and Technology

However, there were few researches utilizing
SECI model for PM training.
This paper introduces the effective PM training
for the organization, that the explicit knowledge of thePM defined by PM competency framework. We called
this PM training model RISE model.
2. The Issues of PM Training
2.1 Understanding PM Competency
The objectives of PM training are to improvetheir competency’s level in this model.
The iceberg model of competencies is shown bySpencer and Spencer; competencies are visible such asskills and knowledge, and hidden competencies suchas self-image, traits and motives [7]. PM both hidden
and visible competencies are needed to make aneffective PM.
2.2 Defining PM Competency for the Organization
PM competencies should be defined by the PMfor the organization. As a result, the PM canunderstand the difference between his or hercompetency and the competency is regarded by theorganization. PMCDF, based on the principle ofknowledge competence [8], has defined the type ofperformance criteria and evidence about personal andperformance competence.
TheIPMAcompetencebaseline
comprehensively explains PM competence formanaging projects, programs and portfolios. In this,
there are contextual competencies, behavioral

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Figure 1 Tools for PM Training

competencies and technical competencies.
NASA’s definition of the competencies for
program managers, project managers and systemengineers is useful, because it is derived its
requirements from extensive interviews with highly
successful NASA project managers.
2.3 Creating Training Model for PM
There is a spiral of knowledge involved in SECI
model, where the explicit and tacit knowledge interact
with each other in 4 modes such as socialization,externalization, combination, and internalization.
SECI model helps to be grown the PM
organizational and continuously, improve the PM andthe organization.
During the socialization, it is necessary topractice the project, and to acquire PM competencies.
During the externalization, it is necessary to discuss toacquire competencies. During the combination, it isnecessary to define the competencies like NASA.
Finally, during the internalization, it is necessary tospread these defining competencies through theorganization in order to improve companywidecompetencies. The cycle of the four stages is useful inorder to grow the PM as the organization requires.
3. Training Model Understanding PM Competency
3.1 Three Tools for Understanding PM Competency
PM competency framework, PM competency
evaluation sheet and PM competency check sheet inorder to define PM competency, were developed.
PM competency framework was developed bycollectively PM behavior with reference to PMCDF[7]. Furthermore, PM competency evaluation sheet
and PM competency check sheet, based on PM
competency framework, were developed for PM
training (Figure 1). PM competency framework has
208 items that are required by PM of information
system development. IT included 118 items forpractical competencies, and 90 items for personalcompetencies.
PM competency evaluation sheet was created toevaluate the competencies of the PM. In this sheet, theitems each of the competencies was changed question
the format. The answers of the competency evaluation
sheet are aggregated for each category.
PM competency check sheet is utilized whenthemes are decided at the workshops. PM competency
check sheet is created by selecting the items required
from the PM competency evaluation sheet. Because
PM competency check sheet has few check items, theload for answers of the participants is reduced.
3.2 The RISE Model for PM Training
The RISE model is the training model for thePM which is utilized PM competency framework(Figure 2). This model consists of 4 stages (Reflectingstage, Integrating stage, Setting stage and Empathizingstage). The organizations are grown the PM by thismodel, converting the tacit knowledge to explicit
knowledge.
(1) Reflecting stageDuring reflecting stage, PM understands his or
her competency, utilizing PM competency evaluation
sheet or PM competency check sheet. For example, inthe workshops, the PM discusses and shares theirexperiences each other. Then, the PM not only gets anProceedings of the 9th International Conference on Project Management (ProMAC2015)‫ ׉‬2015 The Society of Project Management415

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idea of PM competency acquisition, but also reflects
the behavior as the PM.
(2) Integrating stageDuring integrating stage, experienced projectmanagers create a PM competency framework. In PM
competency framework, the competencies of superior
PM are visualized, and are integrated. Then, PMcompetency framework will be continuously updated.
(3) Setting stageDuring setting stage, the PM competency
framework is shared in the organization. By
confirming throughout PM competency framework,
the PM recognizes PM competencies desired theorganization.
(4) Empathizing stageDuring empathizing stage, the PM is permeated
PM competency framework in the actual projects.
Project members accept PM competency framework.
Then, they acquire the desired behavior of the PM asexperiences in practicing the project or on the job
training (OJT). By practicing PM competency
framework, their competencies as the PM should be
able to improve, according to the way in effective andefficient.

should be shown by the PM. Tacit knowledge of thePM is converted into explicit knowledge through thediscussion.
4.2 Utilizing at PBL
PM competency evaluation sheet was utilized inproject based learning (PBL) of AIIT in 2014. PMcompetency evaluation sheet at the start and the end ofPBL helped to confirm the increase of PMcompetency acquired by the PBL. In the case of PBL,
the examples that two students confirmed own
competencies are as follows.
The working student who has participated as thePM could confirm to improve the balance ofcompetencies (Figure 3). The student compared withother students in PBL, and understood project
management. Then The Student realized theover-estimated competencies before PBL (Figure 4).

Figure 3 The Competencies of Working Student

Figure 2 RISE Model
4. PM training utilizing PM Competency Framework
Figure 4 The Competencies of Student
4.1 Creating PM Competency Framework
In 2013, 6 working students with PM experiencefrom Advanced Institute of Industrial Technology(AIIT) developed PM competency framework for
information system development. PM competency
framework is developed to discuss the behavior which

4.3Utilizing at Workshop
Through the interaction at the workshop,participants could share the experience as the PM, andreflected the behavior as the PM, and it is one of theeffective training for the PM [10]. In the AIIT

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D21workshop (Table 1), PM competency evaluation sheet
was utilized. Prior to this workshop, the participants
answered PM competency evaluation sheet. Then, thefacilitator reviewed PM competency evaluation sheets.
The effects are as follows;x In the workshops, the facilitator can consult
grouping from the evaluation results.
x Facilitators can consult the workshops progress.
x The participants can try to improve in the workshop,
because they have understood their own PM
competency before the workshop.
Table 1 Questionnaire Results
Satisfaction
IntelligibilityVeryGood53Good35

Neutral00

Bad00VeryBad
005. Conclusions
Business changes rapidly, the demands of theorganization of the PM have been changing. And, PM
competencies that the organization requires have beenchanging.
PM competency frameworks served as thediscussion by the PM, it can continue only to beupdated by the discussion of the PM. PM competency
frameworks help to be the indicator of PM
competency, and PM training conscious competency.
RISE model is the practice model for continuing
to grow as the PM in the organization.
It is the issue that this model has been practiced
only in the graduate school. This model will bepracticed in the company.
Acknowledgements
This research has been supported by Sakamori
laboratory (AIIT).
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