This presentation by Debbie Bigelow Crawford (originally presented at the 2013 PMO Symposium) hones in on required competencies of different project management roles within an organization.
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With the flattening of organizations, project management has increased visibility within organizations. The layers of hierarchy have diminished leaving the project manager with a more expanded role. New research is showing how mid-level project leaders don’t possess several critical competencies, which have an impact on business results. Some attributes which were rewarded in the past, are a detriment to future career growth. As an example, too much attention to detail in a mid-level leader becomes a derailer in a senior-level role. Senior-level leader roles have also expanded, and now require analytical, conceptual, and visionary attributes.
Creating, sourcing, and placing the right talent…the people who have the right capabilities, the right technical, or the right personal skills … are what’s needed to transform and optimize any business. If your Senior Project Managers and Program Managers have the right attributes, you will see a direct impact to your business results.
There’s a lot of discussion about the “traditional project manager” and the new, business-driven project manager. People are looking to find out where the gap is. How can we get PMs who have been in the business for years and new, upcoming PMs understand the important new role they play. What are the personality attributes and behaviors they need to develop….and when? There have been a lot of changes in the industry over the last few decades….in the 60s, PM was all about the “science”; in the 80’s, it moved into soft skills for negotiating, influencing, motivating team, and now in the 2000s, there is a huge integration with business. What I’d like to do with this presentation is to walk you through what the typical personality profile for a traditional PM looks like….and then point out the changes for this new, emerging business-driven project manager. When you contrast both, you’ll begin to see some of the behaviors you now demonstrate might need some changing if you want to move up the ladder.
In this presentation, I want to show how the performance areas for a traditional project manager and then the performance areas for an emerging project management leader. Not incidentally, the performance areas are the same. The greatest difference that you will see, will be the degree or strength of the attribute drivers, and a result, the demonstrated behaviors. So….What’s an “attribute driver”?? Personality attributes are either DRIVERS , which pushes their performance in a positive direction, or INHIBITORS, which can interfere with their job performance.Why is this important? Well, if you want to move from being viewed as a SME (an expert planner, scheduler, controller…a person who takes limited risk, dealing with “technical issues”)…or a Valuable Resource (who is more general, not just technical…someone who puts problems in context and offers new perspectives, who is more transparent and communicative, and a little more of a risk taker)…or, ultimately, if you want to be viewed as a Trusted Advisor, (Divergent thnker, reflective, takes initiative, not reactive) you are going to need to understand the attributes it takes…and then start demonstrating behaviors that validate you HAVE those attributes.So when we look at “Performance Areas”, what we are really looking at are the attributes and behaviors that research has shown are objectively measured and directly linked to high performing project managers. The first of the these 4 Performance Areas is Personal Organization and Time Management.
So we know what the performance indicators are….what attributes (Performance Drivers) should we be looking at? And then what behavior tendencies?
Behavioral Tendencies Independently sets goals, objectives, and priorities Implication: Tends to proactively set goals and effectively prioritize critical tasks.Manages multiple tasks and activities Implication: Should be able to coordinate multiple activities effectively.Follows established policies and procedures Implication: Is usually inclined to accomplish tasks according to established procedures, but at times may not adhere to them strictly.Works quickly Implication: Is inclined to move quickly in an effort to produce results.
Recognizes problems, issues, and opportunities Implication: Should be able to effectively recognize opportunities; is likely to see angles that others do not.Gathers and analyzes data Implication: Is apt to seek out and analyze relevant data in order to understand subtle trends and complex relationships.Synthesizes information Implication: Is apt to effectively distill information into a coherent and logical framework.Creates new concepts and approaches to solve problems Implication: Tends to devise creative solutions.
Behavioral Tendencies Develops new contacts and initiates relationships Implication: Is not apt to become sidetracked from core tasks in order to network and meet new people.Maintains existing relationships Implication: May not maintain the contact necessary to sustain relationships.Demonstrates an eagerness to help others Implication: Is unlikely to volunteer help.Considers others’ points of view with an open mind Implication: May have difficulty accepting others’ input.
Behavioral Tendencies Confidently expresses ideas and opinions Implication: Seems capable of communicating in a self-assured manner in certain situations.Persuasively sells ideas to gain support and buy-in Implication: Tends to have difficulty convincing staff members or colleagues to support initiatives or to take action.Is willing to make tough decisions Implication: Seems capable of making difficult decisions in certain situations.Is persistent Implication: Tends to persevere in order to overcome obstacles.