A Case for Developing Project Manager Scorecards

• Cognizant 20-20 InsightsA Case for Developing ProjectManager ScorecardsHiring project managers, as well as growing and developing projectmanagement expertise in an organization, can be efficientlyaccomplished through the use of customized scorecards. Executive Summary of performance that can be applied in recruiting, training and career development, thereby Every project is unique, and every project manager increasing organizational maturity in project brings his or her unique mix of experiences, skills, management. knowledge and motivation to it. However, from an organizational perspective, there is a need for The Challenges of Hiring consistently high-quality project management One of the challenges that a portfolio or program practice regardless of the inherent variations manager faces in hiring a project manager is in projects and people. A crucial component of selecting the candidate best placed to succeed fulfilling this portfolio and program management in the given assignment. However, as businesses need is effectively staffing upcoming projects. focus on time to market, incremental benefits This, in turn, is dependent on selecting the right and ambitious if leanly staffed programs, there is project manager, since he or she will be respon- rarely the luxury of time for an exhaustive search. sible for hiring the rest of the project team. If an IT organization or a development center However, not every project needs the world’s best exists within the business, its resources are project manager. The key is to match the project’s almost automatically considered for the assign- specific requirements with the appropriate ments that come up. Juggling these resources candidate in terms of skills and experience. This is commonplace in an effort to meet the needs task is, however, hampered by the lack of time of ongoing as well as new projects. The objective as well as the challenge of juggling the needs of is to provide the most appropriate resource to several projects at a time. ensure the success of the project. Using a project manager scorecard can signifi- Now add scalability factors to this scenario. You cantly ease the complexity of this task. It can may have 50 or more active projects at any time. not only help match the right candidate with the At the same time, the work intake process for new right project but also ensure the best use of the projects is not predictable. resources available. By clarifying both the specific In such a scenario, hiring appropriate resources needs of projects and the relevant attributes of quickly calls for first classifying both the project managers, it can contribute to organiza- projects and the potential project managers. tional efficiency. The scorecard sets standards cognizant 20-20 insights | july 2012

This is, however, no easy task. On the resource have therefore found it useful. The projectmanagement side, there may be 40 or more management training curriculum is now basedproject managers on the team, each working on the classifications and behaviors included inon one or more projects of varying durations. If the scorecard. These experiences have strength-motivated, each of them would want the “best ened our belief that other program and portfolioproject” for his or her next assignment. Yet they managers and managers of project manager pop-may not all be ready for the most challenging ulations may benefit from developing and usingnext project; some may even be overqualified. their own PM scorecards.To mitigate delivery risks, project managers who How the Scorecard Worksare likely to succeed on a given assignment need The PM Scorecard comprises 21 items in twoto be chosen. However, to garner support for the basic categories. The 11 “skills and experience”decision, all the project managers in the resource items capture the candidate’s relevant projectpool need to be able to understand the rationale management experience, training and certifi-for the decision. Communicating this rationale is cation, the largest project managed and othertherefore not only necessary but can also be an historical factors that are traditionally consideredopportunity to encourage the project managers important. And 10 “competency” items deal withto focus on specific areas of improvement so as to the capabilities and behaviors required. Thesequalify for more challenging assignments. items have been developed based on our obser- vations of leadership styles and effectiveness.A Tool for Rational Staffing Decisions They include project management skills, clientThe search for a robust tool to enable rational relationship skills, team leadership skills, inde-staffing decisions was what originally prompted us pendence, contribution to the center, complianceto develop our Project Manager (PM) Scorecard. with standards, etc. Figure 1 (next page) illustratesAs the leaders of a global development center for the items in our PM Scorecard and how theya client, our primary objective was to develop and are mapped to the experience and competencysupport world-class project managers, achieving indices.a distribution of performance levels that matchedour project portfolio. Project management Customizationexcellence was critical for the success of the The importance of each item in the scorecardcenter, and project failure was a significant risk. will vary depending upon the context. The itemsOur focus was on raising the overall project can be replaced and/or supplemented with othermanagement expertise in our center and that items that are deemed critical for success in aof the individual project managers. The PM given project management situation. Similarly, theScorecard helps us measure and understand mapping of items to experience and competency,project management competency at the center especially the latter, can be modified dependinglevel and identify the areas for improvement. upon the project.Individual PMs are able to use the scorecard tounderstand how they are perceived by center It is important that the items be independent.leaders and to understand their specific project Where this is not possible, any correlations shouldmanagement strengths and areas for improve- be highlighted. Whereas the broad index includesment. Similarly, ensuring an optimum mix of every item on the scorecard, the specific indexproject management experience has been made is more selective and avoids repetitive and less-easier with the PM Scorecard. predictive items. The scorecard can be simplified by focusing purely on the specific index items.Our PM Scorecard is now widely used within our We note, however, that the expanded scorecard iscompany. At the center level and at the orga- useful in situations that call for the collection ofnizational level, we use the scorecard as part longitudinal data. Also, the seemingly extraneousof the interview process for project managers. items can be valuable in certain situations such asAn even broader use of our PM Scorecard has when the organizational leadership team and evenemerged for our central learning organization. the project managers seek related information.The scorecard includes the soft skills that oftenrequire additional attention in technical organi- For each item, five descriptors were created, withzations. The curriculum planners of the project increasing presence of the factors relevant formanagement career track training program project management excellence. For example, cognizant 20-20 insights 2

PM Scorecard Items Item Scorecard Broad Specific Clarification Comment Number Item Index Index 1 Years Of PM Experience Increases in time, assuming individual stays active Experience in profession. 2 PMI Certification Experience Not found to be predictive, but included since it is a common credential used in assessing PM candidates. 3 Largest Project Experience Experience Our scorecard focus was on application development and Managed In Entirety systems integration projects, not maintenance projects. Experience in maintenance management excluded from items 3-7. 4 Most Projects Experience Experience See comment for item 3. PMs often manage multiple, smaller Managed In Parallel projects, possible enhancement projects a the same time. 5 Most Organizations Experience Experience See comment for item 3. Interfacing with multiple organiza- Managed tions, whether vendors or different business teams, or a dedicated text organization, was important for PM success. 6 Most Complex Project Experience Experience See comment for item 3. Managed 7 Largest Offshore Experience Experience See comment for item 3. Development Team 8 Primary Client Interface, Experience This is for informal daily communication, not just formal Highest Level statuses. 9 Project Planning Experience Project planning is a critical success factor, since we expect Experience end-to-end involvement by PMs. 10 Communication Skills Experience Verbal and written communication needs of PMs. 11 Relevant Technical/Busi- Experience Technical and domain knowledge are required for PMs to gain ness Knowledge the respect of delivery teams and clients. 12 Use Of Basic PM Skills Competency Competency The levels of this item involve increasing ability to anticipate crises, issues, and trade-offs and ultimately the ability to avoid and mitigate them smoothly. 13 Onsite-Offshore Model Competency Competency Working within our onsite-offshore delivery model is a critical success factor. 14 Management Competency Competency Amount of intervention required by a PM from the center Autonomy leadership team to ensure project and client relationship success. 15 Team Development Competency Impact of PM on grooming team members. 16 Team Leadership Competency Ability of the PM to organize, manage and lead his or her team to successful delivery. 17 Client Relationships Competency Competency This item is about the amount of trust and leadership demonstrated by a PM relative to the client. 18 Client-Facing Skills Competency Competency Ability to convey complex, difficult-at-times messages, and to work with clients to resolve issues. 19 PMIS Compliance Competency All projects are measured on compliance in terms of planning, status updates, and metrics reporting within our corporate project management information systems (PMIS). 20 Use Of Center Competency Willingness and effectiveness of the PM to use organizational, Approach development center, and program processes and standards to provide consistent and excellent PM services. 21 Account Development Competency PMs often identify new project needs, which is valued in our situation.Figure 1 cognizant 20-20 insights 3

for project planning experience, the five descrip- patterns will help identify the project manager’s tors that demonstrated increasing performance specific strengths and areas for improvement. levels were: The use of a metaphor for The use of a • None or minimal. the classification of project managers and projects will metaphor for the • Complete planning (schedule, resources, help make the scorecard classification of profitability) for small applications. assessments more “sticky.” For • Program planning experience inlcuding SOW example, a boxing metaphor project managers preparation, RFP reponses. would lead to classification and projects will help • Engagement planning experience, including labels such as Flyweight, make the scorecard Welterweight, Middleweight, MSA negotiation. Heavyweight, and World Class. assessments more Each of the five levels of an item was associated Such labels, though they may “sticky.” with a rating score so that higher levels of perfor- not be tied to the company’s mance had higher scores. The center leadership formal performance assessment system, will rated each project manager on each of the enable clarity in conversations around project 21 items. A facilitated discussion session was requirements as well as performance parameters: used to arrive at the final rating and to ensure “We need a Heavyweight project manager for the fairness and alignment of specific ratings. While complex Project X” and “This training program is the initial discussions may tend to be diffuse, our aimed at associates striving to become Middle- experience has been that over time the scorecard weight project managers in the year ahead”. rating process becomes much more efficient. The overall average score across all scorecard items Figure 2 presents a sample PM Scorecard. The will establish a project manager’s classification at overall score indicates a Welterweight level a given point in time. Indices and item distribution of project management performance and theSample PM Scorecard with Ratings PM Name: Jane Doe Overall Classification: Welterweight Assessment Date: 3/3/2010 Overall Average Score: 2.0 Rating Project Manager Classification Item # Item Flyweight Welterweight Middleweight Heavyweight World Class 1 Years of PM experience 1-3 4-5 6-10 11-15 16 or more 2 PMI Certification None Training towards PMP (<5 years) PMP (5 years or longer) PMP and/or PgMP certification 3 Largest project managed in entirety: • Revenue ($) <$50k <$1M <$5M <$20M >$20M • Effort (total hours) <1k 11-20k 20k-100k 100k-400k >$40k • Peak team size 1-5 6-20 21-50 51-100 >100 • Duration (months) <6 months <6 months 7-12 months 1-2 years 4 Most projects managed in parallel 1 2-4 5-7 8 or 9 10 or more 5 Most organizations managed (companies, 1 2-4 5-7 8 or 9 10 or more vendors, teams) 6 Most complex project Single enhancement, Multiple enhancements or Formal governance, multi- Formal governance, multi- All of the “Heavyweight managed established project. small development project. system solution or major system solution or major capabilities” plus development project. development project, including integration with multiple integration across vendors, releases across vendors, platforms. platforms, possibly new technologies. 7 Largest offshore development team 0-5 6-15 16-50 51-125 >125 management 8 Primary client Team lead or project Project manager Director and/or program VP Business executive interface, highest level manager. manager and/or CxO of success cognizant 20-20 insights 4

Sample PM Scorecard with Ratings continued Item # Item Flyweight Welterweight Middleweight Heavyweight World Class 9 Project planning None or minimal. Complete planning (sched- Program planning experience Program planning experience Engagement planning experience ule, resources, profitability) including SOW preparation, including NDAs, SOW experience, including for small application. RFP responses. negotiation, RFP responses. MSA negotiation. 10 Communication skills Average verbal Good verbal and written Excellent verbal and written Excellent verbal and written Excellent verbal and and written communication, pursues communication, including communication, including written communication, communication. improvements. summaries. summaries, presentations, including summaries, documents. presentations, documents. Instills communication improvements in team. 11 Relevant technical/ Entry-level On learning curve. Has subset of experience with Significant experience with Guru in relevant business knowledge knowledge. similar project technology, similar project, technology, technicolor business (subject matter domain in the same industry, domain in the same industry. domain. expertise) but requires some mentoring and support. 12 Use of basic PM skills Manages schedule and Understands project Demonstrates project plan- Excels at project planning, Manages patterns of deliverables, reports planning, execution and ning, execution and control, execution and control and project risks and issues status and metrics control, and closure and closure processes. Man- closure processes. Manages through the end of the accurately. processes. Manages ages schedule, cost, resources, schedule, cost, resources, project. Trusted for schedule, cost, resources deliverables, statuses, metrics, deliverables, statuses, metrics, statuses and metrics and deliverables, reports understanding interactions and understanding interactions and interpretation. status and metrics trade-offs and predicting and trade-offs and predicting and meaningfully and managing risks and issues 6 managing risks and issues 12 accurately. months ahead. months ahead. 13 Onsite-offshore model Works effectively Manages offshore Defines and develops offshore Coordinates geographically Coordinates geographi- competency with small offshore component within component relationship, dispersed teams in multiple cally dispersed teams in component. established relationship. successful delivery with locations, including significant multiple locations, nclud- significant offshore team. offshore team. ing multiple significant offshore teams. 14 Management Order taker, goes Attempts to solve some Client trusts to lead project. Independently solves Autonomous and autonomy through the motions. project issues, seeks Infrequent, but appropriate significant client problems, supremely effective, management support. escalations. minimal help required. keeps leadership informed. 15 Team development Supports his/her Promotes his/her Develops his/her people; rec- Identifies and mentors future Identifies, mentors and people; seeks manage- people’s interest; involves ommends personnel actions to leaders; trusted to indepen- develops future leaders ment input before management in personnel management; enforces adher- dently make hard personnel consistently and rapidly; making personnel deci- decisions; encourages ence to behavioral guidelines; decisions; encourages team trusted to independently sions; sets guidelines adherence to behavioral creates realistic performance members to develop make hard personnel for team behavior. guidelines. reviews. self-reliance. decisions. 16 Team Leadership Needs significant help Needs some help with Independently organizes, Reliable and effective at Highly effective orga- or guidance learning organizing, managing and leads and manages the team. team organization and nizer and manager with how to organize, man- leading the team. Attempts Generally uses appropriate management. Exhibits strong outstanding leadership age, and lead the team. to motivate and engage management techniques. leadership. Adept at using skills. Serves as mentor Generally unaware of with team. Learning to use Recognizes situations and appropriate management and role model to management methods. appropriate management takes action to deal with them. techniques. Proactively deals aspiring leaders. Skill- Does not recognize or techniques. Needs help Escalates appropriately. with situations and takes fully handles situations deal with situational recognizing situations and prompt and effective action to and creates positive requirements. managing impacts. handle them. outcomes. 17 Client Relationships Gets along with client’s Builds trusted relationship Successful client leadership. Influences client’s decisions Go-to person in inner work team. with the client. and actions, serves as client’s circle for multiple go-to person. high-level clients. 18 Client-facing Skills Always needs an Capable of dealing with Trusted by center leadership Trusted by center leadership to Has impeccable client intermediary when client on routine project to deal with sensitive or deal with sensitive or complex handling skills including dealing with the client. issues. complex project and personnel project, sales, financial and in difficult situations. issues that require sensitivity, personnel issues with sensitiv- tact and discretion. ity, tact and discretion. 19 PMIS Compliance Not aware of PMIS Aware of PMIS compliance Committed to PMIS Prevails through significant Award-winning PMIS compliance needs. needs, tries to follow them. compliance with generally challenges to achieve compliance results. positive results. exemplary PMIS compliance. 20 Use of Center Works within center Demonstrates commitment Fully embodies the center Helps evolve the center Defines the center Approach framework following to the center approach, approach and promotes it to approach and integrate it with approach and trains defined processes. manages others to execute the client. the client company processes team accordingly. to it 21 Account Development No activities. Identifies closely related Develops relationship, looks Develops executive- Develops relationships opportunities. for opportunities sequential level relationship, identifies and opportunities that to and outside of immediate business-based opportunities have significant impact project. that have high cost-benefit to on the entire account. CognizantFigure 2 cognizant 20-20 insights 5

Sample Individual PM Scorecard Feedback Format PM Name Jane Doe Overall Average Score 2.05 Assessment Date 3/3/10 Classification Welterweight Review Date 3/10/10 SCORECARD ITEMS METRICS CLASSIFICATION Item # Subject Broad Index Specific Index Rating FW WW MW HW WC Strength 4 Most Projects Managed in Parallel Experience Experience 3 3 13 Onsite-Offshore Model Competency Competency Competency 3 3 19 PMIS Compliance Competency 3 3 11 Relevant Technical/Business Knowledge Experience 3 3 3 Largest Project Managed in Entirety Experience Experience 2 2 5 Highest Number of Organizations Managed Experience Experience 2 2 6 Most Complex Project Managed Experience Experience 2 2 1 Years of PM Experience Experience 2 2 12 Use of Basic PM Skills Competency Competency 2 2 14 Management Autonomy Competency Competency 2 2 15 Team Development Competency 2 2 8 Primary Client Interface, Highest Level Experience 2 2 17 Client Relationships Competency Competency 2 2 20 Use of Center Approach Competency 2 2 9 Project Planning Experience Experience 2 2 7 Largest Offshore Development Team Experience Experience 2 2 18 Client-facing Skills Competency Competency 2 2 16 Team Leadership Competency 2 2 2 PMI Certification Experience 1 1 10 Communication Skills Experience 1 1 21 Account Development Competency 1 1 Distribution of Ratings 14% 67% 19% 0% 0% Legend CLASSIFICATION DETAILS FW = Flyweight Average Overall Score 2.05 WW HW = Heavyweight Broad Experience Index 2.00 WW MW= Middleweight Broad Competency Index 2.10 WW WC = World Class Specific Experience Index 2.20 WW WW= Welterweight Specific Competency Index 2.20 WW 1.0 1.6 2.6 3.6 4.6 Classification — Min 1.5 2.5 3.5 4.5 5.0 Classification — MaxFigure 3specific strengths and weaknesses can be seen in available. The focus of these discussions shouldthe pattern of bright green ratings. The descrip- be to help the project manager understand thetors for each level of each item provide additional items, their relevance and the meaning of theclarification. We expect that any effective rating. This should be followed by discussionsscorecard would require that similarly detailed about coaching and development opportunities.and relevant descriptors be defined. Figure 3 offers an illustrative format for optionalCommunication Is Crucial discussions with project managers regardingA crucial aspect of implementing the scorecard their assessments.is communication between the senior leadership Conclusionteam responsible for staffing decisions and theproject manager population before and after an Portfolio management is driven by businessassessment. The leadership should explain to objectives, but it ends up with differentiationproject managers the need for a scorecard. After of project types and project manager resourcethe assessment is complete, the overall meth- needs. Using a project manager scorecard is a stepodology and results should be presented to all forward in the maturation of the project, programproject managers. Trends and other statistical and portfolio management processes in an orga-analyses of the group results should be shared nization. Focusing on resource management andto help project managers understand the overall project staffing, the PM Scorecard can help ensureprogress of the initiative independent of their a successful and efficient portfolio execution.personal score. In addition to group communi- Also, the scorecard potentially has broader enter-cations, confidential individual consultations to prise-wide benefits and can be customized todiscuss each project manager’s ratings should be address specific enterprise needs. cognizant 20-20 insights 6

About the AuthorsAita Salasoo is a Program Director within Cognizant’s Advanced Solutions Group. She has led Future ofWork implementation initiatives, major outsourcing development center start-up, transition, organiza-tional change management and program delivery efforts with retail and financial services clients. She hasmore than 25 years of IT and consulting experience, and was previously at SAIC and Telcordia Technolo-gies. Aita has a Ph.D. in cognitive psychology and holds both PMP and PgMP professional certifications.She can be reached at Aita.Salasoo@cognizant.com.Jeff Boyle heads Cognizant’s Advanced Solutions Group in North America. He has more than 25 years ofexperience in IT and has led a variety of application development and systems integration projects acrossnumerous industries. He has built single and multiclient development centers specializing in the use ofonsite/offshore models and leading-edge approaches. Throughout his career, Jeff has been involved inthe development and implementation of systems development and project management methodologiesand has led a variety of organization transformation initiatives tied to methodology changes. He can bereached at Jefferson.Boyle@cognizant.com.Robert Root is an Associate Program Director within Cognizant’s Advanced Solutions Group. Withmore than 20 years of experience in telecommunications, Bob has succesfully led global businessand infrastructure expansion initiatives by focusing on strategic planning, business process engi-neering and organizational metrics. He has a Ph.D. in social psychology. Bob can be reached atRobert.Root@cognizant.com. cognizant 20-20 insights 7

About CognizantCognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out-sourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered inTeaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industryand business process expertise, and a global, collaborative workforce that embodies the future of work. With over 50delivery centers worldwide and approximately 140,500 employees as of March 31, 2012, Cognizant is a member of theNASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performingand fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant. World Headquarters European Headquarters India Operations Headquarters 500 Frank W. Burr Blvd. 1 Kingdom Street #5/535, Old Mahabalipuram Road Teaneck, NJ 07666 USA Paddington Central Okkiyam Pettai, Thoraipakkam Phone: +1 201 801 0233 London W2 6BD Chennai, 600 096 India Fax: +1 201 801 0243 Phone: +44 (0) 20 7297 7600 Phone: +91 (0) 44 4209 6000 Toll Free: +1 888 937 3277 Fax: +44 (0) 20 7121 0102 Fax: +91 (0) 44 4209 6060 Email: inquiry@cognizant.com Email: infouk@cognizant.com Email: inquiryindia@cognizant.com© Copyright 2012, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by anymeans, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein issubject to change without notice. All other trademarks mentioned herein are the property of their respective owners.

A Case for Developing Project Manager Scorecards

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