Beyond PMP Certification

What’s Next

Catherine Daw, MBA, PMP

President

SPM Group Ltd

Agenda

From here to there

What’s happening out there?

What’s next?

Getting started

Growth of the Profession

PMI exponential growth since 1996

PMP certification celebrating 15+years

CAPM and now Program Management

Certification (PgMP)

Standards, certification, & recognition

Launching a career framework for

organizations

Competence and Awareness

Competence

Awareness

Don’t know

/know

Don’t know

/don’t know

Know

/know

Know

/don’t know

Competency Definition

A competency is a group of variables that

accurately predict successful job

performance

Research shows:

• 70% through experiences

• 20% through feedback („how‟ not result)

• 10% structured training & seminars

Need for competent PMs

Competence• fitness

• capability

• ability

PM Competence (in 6 words or less!)

… well suited for project management work …

The changing skills of a Project Manager

Generallyaccepted

Project Managementknowledge

and practices

Application Area Knowledge & Practice

General Management Knowledge &

Practice

Attributes of the PM Today

7

Manage & Lead Risk-taker

Conceptual &

Analytical

Competitive

Results Oriented Demonstrates Initiative

Able to Influence Innovative

Flexible Creative

Energetic Proactive

Positive & Confident Focused

Is the Future Written in the Past?

A Brief History of Research

• 1970s WBS, PM Software, P.E.R.T., Life Cycles

• 1980s Risk Management, EVA, AI, Cost Management

• 1980s had 4 times the research articles than 1970s

• 1990s Team Building, Leadership, Motivation, Risk

management. Quality Management, Communications

• 2000s…Ethics, Loyalty, Trust, Globalization, Morality,

Selling?

9

In other words….

…. “a trend from tools people”

Where are the PMs of the Future

Still an Accidental career

- The Life Cycle of a PM

18 - 24

Commit to career, craft, Skill

Apprenticeship

Advanced Degrees

21 - 28Advanced Degrees

Specific Training at Employment

Supervisory Responsibility

30 - 40 Managerial Responsibility

In-house,& off site training

Expanded Project management Responsibility

40 - 50

Professional Project Manager

40 - 55

Some will be entrepreneurs

50 - 65

Mature Project Manager

Maturing PM Skill sets for the Future

Another view of a PM's life cycle

Time/Project size

Technical

Managerial

Leadership

Project Management Styles of the Future

The Pendulum is swinging

Authoritative ManagementParticipative Management

Leadership

A New Tool for the PM of the Future

Who can you trust, who can trust you?

Competence trust (can you do the job)

Ethical trust (will you take care of my interests)

Emotional trust (does this relationship feel

right)

Combination of the above (Business, social and

sales balanced)

Your

Interests

My

Interests

The PM of the Future

Global Projects require Global PMs• Not contractors or subcontractors

• Business to Business Alliances

• Loyalty an issue

• Asset Protection

Global Model• PMs required to understand 3 dimensions

– Structural Dimension

– Policy Dimension

– Strategic Dimension

• Applied at local level

The PM of the Future

Project managers in a internal sales role• PM is not yet a strategic issue

• Awareness & support during crisis only

The future Project Manager must…• Understand concerns of senior management

• Speak their language

• Demonstrate value

• Connect to business

• Build on early success

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The Role of the PM of the Future

Project Managers as Portfolio Managers

• A coming of age in corporate strategic planning

• Executive function, Enterprise-wide

• More than managing multiple projects

Project Managers and the use of tools

• Watch where you're applying the lipstick

29

What’s happening out there

CEOs are:

Looking for leaders

Focused on execution of strategy

Wondering how to innovate:

• „we need to build organizations where discipline

and freedom aren‟t mutually exclusive‟

Culture issues: building, changing

Burning Questions for corporations

Strategy: How do you link strategy and execution?

Talent: How do you leverage global talent pools for

innovation?

Trends: How will the trend toward clean and green

drive the innovation agenda?

Culture: How can you create sustainable innovation

capability?

Customers: Can they lead breakthrough innovation?

Jump Start: Can you build breakthrough start ups

from within?

* From HBR:Burning Questions website

The Economy

Growth in Canada

Impact of currency

Global leader potential

Sustainability opportunities: economic,

environmental, social

Changing workforce

Not just looming but already here shortage

of skilled resources

Lean structures of the past

Need for bosses and leaders

Profile of the worker today is different

tomorrow

Succession planning

Changing Workforce

Immigration is not going to solve the

shortage

Demographics – difference in younger

generation and attitudes to work/life

Training ain’t performance

Availability isn’t a skill

What’s happening in the PM world

Career pathing

Competency assessment

Search for new sources

Changing definition of a project manager

Not just about projects but change

management, governance, ethics

Team leadership

What’s next

Career pathing

Education and training

Focus on short and long term

Executive leadership

Career pathing

Traditional• Manager, leader, director – project/program

• PMO head – project, program, portfolio

New Direction• Strategic Planning

• Executive Management

Education & Training

70/20/10 rule

Select the career path which works for you:• Career PM

• Executive Management

• Blend – with forks in the road

Based on profile of the future:• Need for general management and „hard‟ skills

• Negotiation, decision making, managing change, conflict, innovation

Formal education – MBA

Other designations – CMC

Short and Long Term

Short Term

Implement career path and competencies

for you

Get serious about training

Rotate through assignments outside your

usual zone

Don’t go it alone

Short and Long Term

Long Term

Enter formal management development

• MBA, internal corporate programs

Become PMs that can be promoted as

leaders

Prepare for uncertainty

Trial – test it out in real life

It’s about leadership

Leadership skill CEO responsibilities PM Equivalent

Selling up Board and shareholder

relations

Winning Stakeholder

Buy-in

Selling down The Entire Firm and its

Customers

The Project Team

People Skills Creating followers Earning Respect

Strategic Planning Big picture, long term

vision

Project scope, planning

& definition

Finance High-level budget and

funding skills

Project resource

planning & cost control

Marketing Product management,

public relations &

advanced promotion

skills

Project vision

statements,

communications

planning

* PM Network – June 2005

How to be an effective leader

Understand & interpret the environment in

which you operate

Develop winning strategies

Execute them brilliantly

Measure the impact of your strategies,

adjust

Develop organizational, departmental, team

& personal capabilities

Taking the next step

Take stock

What does your future look like?

What path do you want to pursue?

More than education

Experience, feedback, training

Leadership and relationships

You are here You want here

Questions