This document summarizes research on the career paths and skills needed for project managers to advance to senior executive roles. The research found that while experience as a project/program manager prepares people for executive roles, it is usually not enough on its own. An additional 10% of soft skills are needed at the executive level, including communication, leadership, managing complexity, and political skills. The type of organization, whether project-driven or project-dependent, also impacts career paths. Moving into a program manager role provides broader responsibilities and a wider range of skills.

1. Project Managers as
Senior Executives
Proposals to Accelerate Advancement from Project
Managers to Senior Executives: a Research project
DeBourse, J-P. & Archibald, R.D. (2012) 2nd ed.
Full Report: http;//www.pmi.org/Knowledge-Centre/Research-Completed-Research.aspx

2. Key Research Findings:
Career Routes to the Top
Program
Manager
Project
Manager
Functional
Manager
Senior
Exec
C
Competition
Consultancy Academia
Start Up
CEO
35%
10%
50%
5%

3. Key Research Findings:
EXPERIENCE
Experience as a
Project Manager and
Program Manager is
excellent preparation for an
Executive position (88% all
respondents agree)
BUT it is normally not
sufficient (say CEOs)
3

4. Key Research Findings:
SOFT SKILLS
The 21 hard & soft skills required are
90% common to Senior Execs and P &
PMs BUT the missing 10% must be
acquired to enable and enhance
promotion opportunities at Exec level
Communication
skills/networking/negotiating
Management skills/people
management
Leadership skills/vision & big picture
Handling complexity/decision-making
skills
Political skills

5. Key Research Findings:
TYPE OF ORGANISATION
PROJECT-DRIVEN
PROJECT-DEPENDANT

6. Key Research Findings:
PROJECT vs. PROGRAM
• BROADER ROLE - more
responsibility & great range
of skills required
• REPORTS in to more senior
roles
6

7. Recommendations for action
at the personal level
Develop visibility and
political intelligence (33%)
Gain experience, develop
skill-set & do personal work
(29%)
Move to another position
(20%)
Build knowledge, skills &
credibility in PPM (8%)
Be lucky! (1%)

8. Proposals from the Literature
Build your brand
Enlarge your power base
Promote yourself & your
project
Enlist a sponsor
(and a mentor - and a
coach)
Plan your career + updated
c.v./Refs/Elevator pitch
Network, network, network

9. Stepping into the Spotlight
What kind of career are YOU looking for?
What do you think are the barriers to women taking on senior roles?
If you’d like to advance, what would help you?
Help us to think of ways to: Increase the visibility of senior women in projects
Help us to think of ways to: Challenge male dominated project teams (and
tokenism) – in a non-threatening, project improving, manner
A project leadership role may not suit you now but lives, priorities and ambitions
change. So if not now, when?