This document outlines a process for developing next generation project and program managers. It discusses challenges such as an aging workforce, changing communication styles across generations, and a lack of intentional manager development strategies. The proposed process involves 6 steps: 1) defining manager duties and empowerment, 2) identifying new manager candidates, 3) assessing knowledge transfer, 4) providing intentional development through mentorship, 5) seating developed managers, and 6) facilitating ongoing development. The goal is to create a new paradigm that focuses on people in addition to tasks and profits.

1. Developing
Next Generation
Project & Program
Managers
CEO/Executive Coaching
Leadership Development
Presented By
Dr. Philip Zimmerman, PE
Artfully Bridging Meaning, Purpose and Calling in People and Organizations

2. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Managers vs. Leaders

3. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Managers
Focus on things
Do things right
Plan
Organize
Direct
Control
Follow the rules
Leaders
Focus on people
Do the right things
Envision
Influence
Inspire
Build
Shape entities

4. Talent in the Workplace
AGE
(Size)
73+
1925-1945
(30M)
38 – 55
1963-1980
(45M)
AGE
(Size)
56 – 72
1946-1962
(80M)
20 – 37
1981-1998
(70M)
Demographically Speaking
DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS

5. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Challenges to
Project and Program
Manager Development

6. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
PHILOSOPHY
Modernism to
Postmodernism
ECONOMY
Industrial to
Connected Age
TECHNOLOGY
Libraries/Books
to MetaData
PEDAGOGY
Individual to
Group Larning
Culture Shifts Affecting Communication

7. BabyBoomers Gen-X’ers Millinnial’s
80 Million 45 Million 70 Million
56-72 yrs. old
Retiring NOW!!
Aged out 2025
38-55 yrs. old
Too few to fill
Boomer slots
GAP
56 38
55
20
37
20-37 yrs. old
Ready for
Connected Age
advancement
“Middle” Talent Shortage
72
64
Next Generation Leader (NGL) Initiative

8. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Mature/BabyBoomers Gen-X & Gen-Y
Task Oriented Play Oriented
Goal Based Mastery Based
Outcome Focused Discovery Focused
Different Approaches to Doing…

9. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Institutional Knowledge (IK) Transfer
Documentation
• Policy & Procedures
• Design Standards
• Safety Protocols
• Bid/Cost Guidelines
• Contracting Guidelines
Historical Brain Trusts
• Client Contact/Relationships
• Market Place Positions
• Competitive Advantages
• Office Workflow Schema
• Executive Winners & Losers

10. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Transition from server systems to cloud based platforms
searchable by aggregators. Really smart AI machines are
being introduced that do can do “manager” jobs now!
Technology Not Stopping…

11. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Tightening Talent Market
Keeping best manager talent and attracting new talent to
fill anticipated openings - Challenging and Expensive.

12. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Intentional Mgr. Development Lacking
FIO (i.e. Figure It Out) is common on the job development
strategy for project and program managers.

13. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Overcoming Challenges
by
Creating a New Paradigm for
Project and Program Manager
Development

14. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Identify the duties and empowerment for each
manager position. “Position” means irrespective of
“person” sitting in the chair.
Step 1 – Duties & Empowerment
Duties
Focus on things…
Do things right…
Plan…
Organize…
Direct…
Control…
Follow the rules…
Empowerment
Role
Scope
Limits of Authority
Responsibility
Accountability

15. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
OLD Paradigm Duties & Empowerment
My Focus is on
Getting Job Out!
You Need to See
Human Resources!
You Need to Ask
Bean Counters!
Project/Program People Profits
Not My ResponsibilityMy Area
Technical BusinessManagerial

16. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
NEW Paradigm Duties & Empowerment
Projects
People
Profits
PROJECT MANAGER
Project(s) Focused
People Sensitive
Profit(s) Aware
Duties
 Focus on things…
 Do things right…
 Plan…
 Organize…
 Direct…
 Control…
 Follow the rules…
Empowerment
 Role
 Scope
 Limits of Authority
 Responsibility
 Accountability

17. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
NEW Paradigm Duties & Empowerment
Program
People
Profits
PROGRAM MANAGER
Program Focused
People Primary
Profit(s) Acumen
Duties
 Focus on things…
 Do things right…
 Plan…
 Organize…
 Direct…
 Control…
 Follow the rules…
Empowerment
 Role
 Scope
 Limits of Authority
 Responsibility
 Accountability

18. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Step 2 – Identify NEW Candidates
Identify NEW manager candidates who demonstrate
an even temperament and…
• Ability to focus on details in the midst of complexity
• Does the right thing without cutting corners
• Keeps accurate calendar, detailed notes, organized files
• Confident in decisions; holding self & others accountable
• Asks when rules unclear

19. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Step 3 – Assess IK Transferability
“Good Data” only included in manager development
• Written and electronic standards & procedures
• Historical brain trust unique knowledge
• Prioritize realistic IK transfer strategy/plan
• Involve current managers in process

20. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Step 4 – Intentional Mgr. Development
Identify & Invite
Candidates
Qualified
Invite & Train
Mentor/Coaches
Business savvy
managers who
are good with
people
Match Making
Candidates with
Mentor/Coaches
Begin
Manager
Development
Cycle.

21. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Manager Development Cycle
Tell Why
Show How
Get Started
Keep
Going
Help
Reproduce
How to
PlayDiscovery
Play
Playing for
Mastery
Mentor/Coach
Do you know a better
or different way?

22. Areas of Support
DEVELOPMENT ACADEMY
GUIDANCE w REASSURANCE w CONFIDENCE
Guidance: Telling Why and Showing How
This is a classic task oriented mentor – protégé relationship
Reassurance: Helping Get Started and Keeping Going
This is a hybrid mentor/coach – protégé relationship
Assignments, expectations, evaluations, support
Knowing the right thing is being done in the right way
Confidence: Helping Reproduce
This is a classic coaching - player relationship
Mastery is demonstrated by training others to become masterful
DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS

23. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Mentor/Coach Note
If a better or different way is suggested
let them try it out and see how it compares

24. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Step 5 - Seat Developed Managers
Duties and Empowerment once seated:
• Know role, scope, authority, responsibility, accountability
• Access and use current and historical company IK
• Communicate transparently and cleanly with others
• Engage in Discovery of workflow improvements

25. DEVELOPING NEXT GENERATION PROJECT & PROGRAM MANAGERS
Step 6 – See Evolving Discovery
Encourage Continuation of “Development” Cycle
• Involved as mentor/coach of others in the “pipeline”
• Assimilated at the highest levels in marketplace
• Evaluates and uses latest technologies and AI tools
• Recruits others to join the team

26. NEXT GENERATION MANAGER
DEVELOPMENT PROCESS
Thank You
NEXT GENERATION LEADER (NGL) DEVELOPMENT PROCESS