Acquiring the Best Talent
for Crucial Project Leadership Roles
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
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Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
4
Portfolio
Management
Lifecy...
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Speed to Market through Excel...
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6
Portfolio
Management
IT
Met...
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7
Portfolio
Management
R&D
Me...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
Next steps…
Project Assistants
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
© 2011 Project Assistants. All Rights Reserved
Unauthorized Distribution Strictly Prohibited
Speed to Market through Excel...
Q & A
Contact Project Assistants:
302-477-9711
jgoodman@projectassistants.com
www.projectassistants.com
Conclusion & Adjournment
Thanks for attending today!
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  • But, the challenge is that organizations may not be ready for this yet…
  • But, the challenge is that organizations may not be ready for this yet…
  • What suggestions do we have when procurement mandates a staffing process that treats leadership acquisition as a commodity?Treat it like an SOW with deliverables rather than an hourly acquisitionSole source
  • Webinar - staffing acquiring the best talent for crucial leadership roles-for slideshare

    1. 1. Acquiring the Best Talent for Crucial Project Leadership Roles
    2. 2. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 2 Acquiring the Best Talent for Crucial Leadership Roles Introduction Leadership Roles in Context Challenges/Impact Best Practices Next Steps Q&A
    3. 3. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 3 Leadership Roles in Context "The quality of leadership, more than any other single factor, determines the success or failure of an organization." -Fred Fiedler and Martin Chemers in “Improving Leadership Effectiveness”
    4. 4. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited 4 Portfolio Management Lifecycle Management On Specification Project Management On Time On Budget Execution Leadership Technical Execution Strategy/Governance Project, Portfolio & Lifecycle Management: Leadership Roles in Context
    5. 5. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 5 The Integrated Process Framework: Software Development Lifecycle Architectural Engineering Design Consumer Products Biopharma Development Government (includes Aerospace & Defense) Deliverables Deliverables DeliverablesDeliverables Deliverables Project management = Business controls: On-time (Schedule), On-budget (Cost) Portfolio management = Right projects Plan/Select/Measure/Respond LifecycleManagement “OnSpecification”
    6. 6. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited 6 Portfolio Management IT Methodologies On Specification Project Management On Time On Budget Execution Leadership Technical Execution Strategy/Governance Business Analysts, DBAs, Solution Architects Program Mgrs, Project Mgrs, Schedulers, Project Administrators Development QA Documentation Leadership Roles in Context: Information Technology
    7. 7. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited 7 Portfolio Management R&D Methodologies On Specification Project Management On Time On Budget Execution Leadership Scientific Application Strategy/Governance Clinical Research Analysts CRO Management, Study Director Medical Affairs Director Clinical Trials Managers Program Mgrs, Project Mgrs Schedulers, Project Administrators Medical Writers, Data Analysts Clinicians, QA Clinical Research Associate Leadership Roles in Context: Pharmaceutical Industry
    8. 8. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 8 Challenges/Impact “Challenge is a dragon with a gift in its mouth. Tame the dragon and the gift is yours.” - Noela Evans
    9. 9. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 9 Challenges Unrealistic timelines Unclear requirements Hiring technical talent vs. leadership talent Overemphasis on skills vs. results Process gaps (client and staffing partner) Staffing as a commodity Cost of commoditization Inability to meet objectives with suboptimal team
    10. 10. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 10 Challenge: Unrealistic Timelines • Planning with procurement often takes longer than expected • Aligning candidate availability with realistic onboarding date • Best leaders aren’t always the most available leaders • Competing with too many other high priority initiatives • You need the person you’re hiring in order to make time to hire the person… • Multiple inputs to decision process • Unrealistic understanding of time commitment necessary to “get it right” Expectation: Staffing process is quick
    11. 11. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 11 Challenge: Unclear Requirements • Understanding what capabilities are really needed • Providers need to understand the “big picture” • Whisper down the lane: Hiring Manager  Recruiter  Provider • Difficult to know what you’re looking for prior to meeting potential candidates • Requirements sometimes need to change (to compromise?) in order to align with who is available vs. who is optimal Expectation: We need the right person now!
    12. 12. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 12 Challenge: Hiring Technical Talent vs. Leadership Talent GIPS & GAW vs. technical “know-how” • Cultural alignment trumps technical knowledge • Misaligned values are more difficult to overlook Leadership talent is much more difficult to assess • Leadership is taken and not given: Often creates challenges for contracted leaders • Some people make things happen, some people watch things happen, and some people ask…
    13. 13. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 13 Challenge: Overemphasis on (technical) Skills vs. Results • Work history and education • High initiative and self-motivation • Flawless execution • Leadership of teams • Similar success • Adaptability • Personality and style • Cultural and team fit Expectation: You need someone who will effectively get the job done
    14. 14. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 14 Challenge: Process Gaps (Client and Recruiter) Spending the time to help partners “get it right” Providing feedback Trusting provider references Funding confirmation Aligning expectations among provider - procurement - requestor
    15. 15. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 15 Challenge: Staffing as a Commodity • “Redo” – rarely happens • Morale What is the cost of getting it wrong vs. getting it right? • If the replacement cost doesn’t act like a commodity, can it really be a commodity? Easy replacement mentality vs. what would it really cost to replace the resource? • Commodity = Vendor? • Value add = Partner? Which relationship do you need?
    16. 16. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 16 Challenge: Cost of Commoditization What are the real costs of sub-optimal hires? • Hiring costs: fees, training • Lost opportunity costs: revenue, profit, efficiency, customer loss • Excessive management, mental anguish, frustration, wasted time
    17. 17. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 17 Challenge: Inability to Meet Objectives with Suboptimal Team Hiring the wrong key leader causes the whole team to fail • The leader “sets the standard”: Poor performance from a leader sets a standard of poor performance for the team • An expectation is set that poor performance is tolerated: Other team members know this person isn’t living up to expectations
    18. 18. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 18 Best Practices “Historical methodology, as I see it, is a product of common sense applied to circumstances.” - Samuel E. Morison
    19. 19. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 19 Suggested Best Practice Communicate process and define requirements Find the best candidates Review/ compare/select for follow-up Prepare for candidate interview Conduct interview Select the right candidate Conduct the post-decision process
    20. 20. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 20 Best Practices: Communicate Process and Define Requirements Once need is identified, communicate process and target dates to interested parties Identify requirement and confirm the position is approved and funded • Substantial department goal: Describe the situation or problem • Obstacles: What obstacles to success will the person encounter? • Action: What action will overcome the problem (implement, manage, organize, develop create)? • Results: What results will define success? Understand what’s really needed (right ratio of technical vs. leadership talent) Define the plan/timeline for interview/selection/hire Ensure internal constituents are in agreement as to priority: HR, Finance, internal team members, stakeholders Balance job skills vs. results
    21. 21. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 21 Best Practices: Find the Best Candidates Decide how to fill the need • Internally • Externally, with internal sourcing • Externally, via partners (need to identify the best staffing partner) Communicate requirement and (if necessary) hire and solicit staffing partner(s) Communicate the requirement, including the “big picture” clearly
    22. 22. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 22 Best Practices: Review/Compare/Select for Follow-Up Be crisp/timely with scheduling, running interview, following-up – in front of the candidate Respect candidates. The best people are not a commodity – don’t treat them as one Develop results vs. skills matrix and score and compare each candidate • Excel spreadsheets provide objective means (skills vs. results matrix )
    23. 23. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 23 Best Practices: Prepare for Candidate Interview Use the results from skills vs. results matrix to determine focus areas for interview Use a structured assessment tool to collect feedback Assign roles for all involved internal parties Set the stage before asking questions • Get candidate excited about job • Discuss critical success factors • Share candidates role in the future vision The success-based interview: • Use pre-structured core questions • Focus on self-motivation/governors of success • Train yourself to always ask for examples
    24. 24. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 24 Best Practices: Conduct Interview Drilling in to candidate’s ability to deliver required results Define what the candidate will need to be good at and explore this during the interview Force yourself to postpone biases • Don’t fall victim to 1st impressions – remain objective (phone screen prior to face-to-face interview helps) Use the interview to evaluate the 5 best predictors of long term success: • High initiative • Flawless execution • Leadership: Execution by leveraging through others • Past success • Adaptability (to your environment) Listen deeply and be respectful
    25. 25. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 25 Best Practices: Select the Right Candidate Utilize skills vs. results to objectively select the best candidate • GIPS and GAW over technical skills? Coordinate among all parties Review and select candidates provided by staffing partner(s)
    26. 26. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 26 Best Practices: Select the Right Candidate Include ratings in the following areas: • Work history and education • Initiative and self-motivation • Flawless execution • Leadership of teams • Similar successes • Adaptability • Personality/style • Cultural and team fit Include data gathered from standard interview questions Collect substantive feedback from all interviewers Document key areas of concern Validate thorough reference check (subordinates, peers, bosses, customers, vendors, etc.) Provide feedback to everyone who invests their valuable time (value add = partner?)
    27. 27. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 27 Best Practices: Conduct the Post- decision Process Procurement/orientation/onboarding Get the new person productive quickly • Badging • Technology • SOPs Review all Best Practices process steps • Ensure all steps have been completed and communicated • Identify areas for improvement
    28. 28. Next steps…
    29. 29. Project Assistants
    30. 30. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 30 Project Assistants’ Value Proposition Project Assistants is a consulting firm that provides innovative solutions which ensure flawless execution of organizational strategy, typically in a project intensive environment. Reduces risk Maximizes ROI Speeds realization of business value Drives effective organizational change
    31. 31. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 31 Project Assistants’ Practices Project & Portfolio Management Services Collaboration Services Education and Competency Development Application Development Project Management Outsourcing Platinum Staffing ProjectCommander
    32. 32. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 32 Next Steps…  Schedule a complimentary PPM Maturity Improvement Readiness Briefing  Determine requirements for successful PPM improvements in your organization  Project management reporting  Technology environment  Resource planning methods  PPM Governance  Review:  Project Assistants methodology used to improve PPM capabilities through a review of your organization’s current and desired future state  Using a Roadmap to develop scope and justify investment in PPM and the supporting PMO organization  Common PPM challenges:  Ill-conceived PPM technology deployments & their harmful effect on PPM initiatives  Common training and competency development shortcomings  Finding the appropriate PM methodology and guidance
    33. 33. © 2011 Project Assistants. All Rights Reserved Unauthorized Distribution Strictly Prohibited Speed to Market through Excellence in Execution 33 Next Steps…  Contact Jan Goodman to schedule a PPM Improvement Readiness Briefing for your organization:  302.477.9711  Toll-free 800.642.9259  jgoodman@projectassistants.com  www.projectassistants.com  Register for our upcoming webinars:  Go to www.projectassistants.com/events.html to learn more about our upcoming webinars.
    34. 34. Q & A Contact Project Assistants: 302-477-9711 jgoodman@projectassistants.com www.projectassistants.com
    35. 35. Conclusion & Adjournment Thanks for attending today!

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