The Human Element of PM

Transcription

1 The Human Element of PM Presentation for NWA PMI Chapter Meeting Anne Drewry May 18, 2015

2 The Human Element of PM The importance of talent management in project management What can you do to be successful? What to look out for when planning for your needed HUMAN resources

3 Why talent management in project management? Effective alignment of talent management and organizational strategy leads to more project management success. Source: PMI s Pulse of the Profession In-depth Study: Talent Management

4 Why talent management in project management? Alignment of TM to organizational strategy = Greater project success rates; Fewer dollars at risk Source: PMI s Pulse of the Profession In-depth Study: Talent Management

5 Why talent management in project management? Cultivating PM Talent is business advantage imperative. A 15.7 million new PM jobs were projected to be created globally across 7 project intensive industries, between 2010 and Yet, ensuring the skill sets required to fill these PM positions are considered as top challenges globally by CEOs. Source: PMI s Pulse of the Profession In-depth Study: Talent Management

6 Career paths for project manager Senior Project Manager to Senior Management 64% 94% New Hire to Advanced Project Manager Advanced Project Manager to Senior Project Manager 62% 83% 46% 77% Moderate/ Weak Alignment Significant/Good Alignment

7 Measure talent management outcomes REVENUE/PROFIT GROWTH 60% 75% STAFF TURNOVER/ATTRITION EMPLOYEE SATISFACTION/ENGAGEMENT 35% 45% 58% 75% UNSUCCESSFUL SUCCESSFUL EMPLOYEE RETENTION 45% 66%

8 The triple constraint of PM skills

9 Why talent management in project management? Inability to fill such talent gaps has led to adverse effects: 31% Decreased product or service delivery quality 29% Difficulty innovating effectively 27% Cancelled or delayed key strategic initiatives 25% Inability to achieve growth forecasts 20% Inability to pursue a market opportunity Source: PMI s Pulse of the Profession In-depth Study: Talent Management

10 What can you do to be successful? Six facets of intelligence that global leaders share: Cognitive intelligence Business intelligence Emotional intelligence Cultural intelligence Global intelligence Moral intelligence Source: Winning with Transglobal Leadership

11 What can you do to be successful? Five behavior dimensions that global leaders need: Uncertainty Resilience: Building on differences and Complexity Team Connectivity: Integrating Across Boundaries Pragmatic Flexibility: Adapting to Cultures Perceptive Responsiveness: Acting on Intuition and Fact Talent Orientation: Achieving Through People Source: Winning with Transglobal Leadership

12 What to look out for when planning needed HUMAN resources Identify the needed talent: What experience, knowledge & skills is needed in your project team? Do you have the RIGHT people in the RIGHT seat? At the RIGHT time? What are the RIGHT competency to ensure the complex project succeed?

13 What to look out for when planning needed HUMAN resources How to fulfill your HUMAN resource needs: Develop from within? Hire externally? Or internationally? Contract out? What to do with your resource when project is over? How to get a resource from one continent to another? How to get people to where they need to be within the timeline?

14 What to look out for when planning needed HUMAN resources Beware of obstacles: Foreign employment laws and regulations Immigration laws Pay differentials Age requirement Legal paperwork processing time

15 What to look out for when planning needed HUMAN resources Immigration Processing Lead Times EMEA Canada 2~3 wks South Africa 10~12 wks United Kingdom 2~4 wks United States 4 wks ASIA Bangladesh 10~12 wks Hong Kong 10~12 wks China 10~12 wks India 4~5 wks Indonesia 8~10 wks Japan 4~6 wks Vietnam 12~15 wks LATAM Argentina 2~4 wks Brazil 20~30 wks Chile 2~4 wks Costa Rica 10~12 wks Mexico 8~10 wks

16 References PMI s Pulse of the Profession In-depth Study: Talent Management research was conducted in January 2013 among 277 project, program, and portfolio management directors, managers and practitioners who make or strongly influence hiring decisions for project, program and portfolio managers for their organization or who design and/or administer their organization s talent management program.

17 References Winning with Transglobal Leadership How to Find and Develop Top Global Talent to Build World-Class Organizations By Linda D. Sharkey, Nazneen Razi, Robert A. Cooke and Peter Barge, McGraw-Hill 2012