Project Managers as Senior

ExecutivesProposals 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

Key Research Findings:Career Routes to the Top

ProjectManager

ProgramManager

FunctionalManager

SeniorExec

C

Competition

AcademiaConsultancy

Start Up

CEO

35%

10%

50%

5%

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

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

Key Research Findings:TYPE OF ORGANISATION

PROJECT-DRIVEN

PROJECT-DEPENDANT

Key Research Findings:PROJECT vs. PROGRAM

• BROADER ROLE - more responsibility & great range of skills required

• REPORTS in to more senior roles

6

Recommendations for action at the personal

levelDevelop 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%)

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

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?