Post on 30-Mar-2018
transcript
Making project management indispensable for business results.®
Talent Management: A Strategic ImperativePresented to Great Lakes SymposiumJ. Davidson Frame, PhD, PMP, PMI FellowPMI Board of Directors
April 22, 2016
PMI Commitment to Thought Leadership
Over the years, PMI has devoted increasing effort to becoming a premier thought leader in the domain of project management
PMI Commitment to Thought Leadership
To this end, it carries out surveys and other research on the thoughts and practices of members of the project management community, particularly senior managers – The findings provide valuable insights into current thinking about project management practice and identifies trends
PMI Commitment to Thought Leadership
Perhaps PMI’s most significant effort as thought leader is the annual publication of The Pulse of the Profession, which reports findings based on surveys of project management practitioners
Pulse of the Profession
Annual survey of project leaders and implementers from throughout the world.
In 2015, some 2,800 respondents participated in the survey.
Largest survey of its kind in the world.
Member Organizations of Global Executive Council
AB Volvo Accenture Adobe Systems Airbus Group Aon Hewitt Australia Defence Materiel Organisation (DMO) BAE Systems Barclays Barrick Gold Corporation BASF Bill & Melinda Gates Foundation Boeing Booz Allen Hamilton Bosch Group BP Burns & McDonnell CareFirst Caterpillar, Inc. China National Offshore Oil Corp. (CNOOC) China Petroleum Engineering & Construction
Corporation (CPECC) China State Nuclear Power Engineering Corp.
Citibank CLP Engineering, Ltd. Corporate Education Group CSC Deere & Company Dell Services Deloitte UK Deloitte US Deutsche Bank du Telecom (EITC) DuPont Pioneer EMC Corporation Engineers India Limited Entel Ericsson ExxonMobil Fluor Fujitsu GE Energy GMR Group Hewlett-Packard Huawei Technologies
Member Organizations of Global Executive Council
IBM Global Business Services ICF International IIL Indra Infor Infosys Ltd JLL KPMG International Larsen & Toubro Limited Lawrence Livermore
National Laboratory Mayo Clinic Michelin Microsoft NANA Development Corporation NASA NiSource, Inc. Oil and Natural Gas Corporation, Ltd. (ONGC) Oracle Optum Technology Praxair Premera Blue Cross Blue Shield
PriceWaterhouse Coopers Procter & Gamble Rio Tinto Roads and Transport Authority (RTA) SAP America, Inc. Saudi Telecom Company (STC) Siemens TD Bank Thomson Reuters - IP & Science Thomson Reuters - Technology U.S. Army Corps of Engineers U.S. Department of Energy U.S. Department of Veterans Affairs Verizon Wärtsilä Wells Fargo Wolters Kluwer ZTE
Making project management indispensable for business results.®
PMI Top Priority: Explore Talent Management in Project Management
PMI’s Talent Triangle
Basic business
management skills
People skills
Technical skills; mastery of project management skills
Making project management indispensable for business results.®
Notable Approaches to Talent Management in Organizations
MD Anderson Cancer Center, Houston
24
PMI White Paper: Building High Performance Project Talent
Building talent
through a tiered
structure of project
management
seniority
MD Anderson
PMI White Paper: Building High-Performance Project Talent © 2013
Associate Project
Manager
Project Manager
Program Manager
Senior Project Manager
• Plans, organizes, monitors and leads small teams
• PMI CAPM® certification
• Manages all aspects of moderately complex medium- to large-scale projects
• CAPM® certification or PMP® credential
• Oversees and supports programs and process across the institution
• Seven years experience required
• Manages all aspects of highly complex medium- to large-scale strategic projects
• PMP® credential required
Shell Project Academy
Foundation: Broad introduction to PM Core: Training in core competencies for project
engineering
Focus: In-depth training on critical topicsLeadership & People: Soft side of project,
program and portfolio mgtToolbox: Application of principles in real world
scenarios
Rules of Engagement for Talent Management
Hold leaders accountable for developing the next generation
–Executives should see themselves as talent scouts
Rules of Engagement for Talent Management
Look for passion and confidence as signs of high performers
–The high performers go beyond official training and support and look for opportunities to strengthen their professional capabilities
Rules of Engagement for Talent Management
Build a support structure that nurtures young talent
–NASA’s Project HOPE – Hands-on Project Experience
Rules of Engagement for Talent Management
Educate the organization about the value of project management skills in meeting strategic goals
Invest in knowledge management systems to capture, manage and share best practices of your most highly skilled workers
Implement a rotation program for new hires for highly skilled jobs
Workforce planning to accomplish your company’s long-term objectives
Improve the interviewing and sourcing skills among your hiring managers
Aberdeen Group Insights on Talent Management
Get your financial analysis thinking straight
View Talent as an Asset, Not a Cost Acquiring talent is an investment
Change in HR Practices to Improve Talent Screening
•Use of simulation scenarios for recruiting that test a candidate’s reasoning when handling complex project issues and dealing with risks•Placing more emphasis on classifying projects and
identifying the competencies, skills and behaviors necessary for success. • Instituting informal approaches to mentoring, driven
more by the mentee than the organization or the mentor.