climbing the ladder means letting go: attributes that make you good at one level, can derail you at...

Climbing the Ladder Means Letting Go

Attributes that make you good at one level, can derail you at the next

Debbie Bigelow Crawford, PMP

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Performance Areas for a Traditional High Performing Project Manager

Problem Solving and Decision Making

Interpersonal Dynamics

Management / Leadership

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Personal Organization and Time Management

Problem Solving and Decision Making

Interpersonal Dynamics

Management / Leadership

What Do You Expect From a High Performing Project Manager?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

What are the Performance Indicators?

• Capacity to organize priorities

• Ability to manage time

• Follow through to complete tasks.

The Performance Indicators for the Personal Organization and Time Management section demonstrate the PM’s:

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

What are the Performance Drivers?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Personal Organization and Time Management

Problem Solving and Decision Making

Interpersonal Dynamics

Management / Leadership

What Do You Expect From a High Performing Project Manager?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

• Problem-solving style

• Analyze issues, evaluate alternatives, and make

decisions

• Potential to understand complex issues and to

strategize.

What are the Performance Indicators?

The Performance Indicators for the Problem Solving and Decision Making section demonstrate the PM’s:

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

What are the Performance Drivers?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Personal Organization and Time Management

Problem Solving and Decision Making

Interpersonal Dynamics

Management / Leadership

What Do You Expect From a High Performing Project Manager?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

• Style of interacting with others

• Capacity to initiate, develop, and maintain

relationships

• Willingness to consider other points of view

What are the Performance Indicators?

The Performance Indicators for the Interpersonal Dynamics section demonstrate the PM’s:

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

What are the Performance Drivers?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Personal Organization and Time Management

Problem Solving and Decision Making

Interpersonal Dynamics

Management / Leadership

What Do You Expect From a High Performing Project Manager?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

• Capacity to – establish goals, – coordinate tasks on behalf of a team– communicate directly

• Potential to provide coaching and support

• Persist to overcome challenges.

What are the Performance Indicators?

The Performance Indicators the Management section demonstrate the PM’s:

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

What are the Performance Drivers?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Are There Performance Inhibitors for the Traditional Project Manager?

Gregariousness: Comfort with meeting new

people and initiating conversations

Unlikely to sacrifice job performance to make new acquaintances

Motivated to meet new people, perhaps at the expense of achieving work goals

YES

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

A Competent Project Manager’s ProfilePersonal Organization and Time Management

Problem Solving and Decision Making

Interpersonal Dynamics

Management

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

This Is Changing….WHY??

• Flattening of organizations

• Technology

• Changing Business Environment

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

What Do Today’s Project Manager’s Need?

The Deck has been shuffled….

Same competencies….

Just different scores in those competencies

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Senior Project Managers…LEADERS… now need

higher attributes of:

• Analytical Thinking

• Conceptual Ideas

• Visionary Ability

• Influencing Skills

Where’s the Shift?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Where’s the Shift?

• Influencing without authority

• Moving people to action

• Stronger Negotiation

• More Assertive

• More Aggressive

• More Confident

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

What Should One Look For?

Business Acumen: combination of understanding

of where project/program play into the bigger

organizational picture.

It’s a way of thinking – a more strategic approach

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Higher Scores in Influencing Traits

Assertiveness Aggressiveness

Ego Resilience Ego Strength

Empathy

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Higher Scores

Abstract Reasoning Idea Orientation

GregariousnessUsed to be an inhibitor!

Prioritization

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Lower Scores

External Structure Cautiousness

Thoroughness Sociability

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Other Factors

• Experience

• Creating Habits of Keeping Pulse of Industry

• Stronger Organizational Awareness

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Assertiveness 24 90

Aggressiveness

86 28

Ego Strength 2 78

Empathy 70 98

Abstract Reasoning60 99

Idea Orientation49 80

Risk60 98

Sociability11 60

Gregariousness12 82

Empathy79 90

Skepticism92 2

External Structure

39 4

Cautiousness44 18

Thoroughness82 5

Management/ Leadership

Problem Solving

Interpersonal Dynamics

Organizational Time

Management

Competent Project Manager vs Competent PM Leader

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Don’t Get Derailed!

Know the ATTRIBUTES you need

Then the BEHAVIORS you need to shed

The BEHAVIORS you need to develop

Demonstrate you are aProject Management Leader!

PROJECT LEADER

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.

Contact Information

Debbie Bigelow Crawford, PMP

dbcrawford@pmsolutions.com

484-450-0101

www.pmcollege.com

Visit in the exhibit hall … Booth #21!