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

Tell a Different Story

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.

A professionally executed survey

A professionally executed survey

A professionally executed survey

Analysis of Data

Analysis of Data

Chief findings Pulse of the Profession 2015

Pulse of the Profession 2015 Perceived Trends

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

“In the Beginning …”: The Triple constraints

According to specs

Get the job done!

Evolving Imperative

According to specs

PMI’s Talent Triangle

Basic business

management skills

People skills

Technical skills; mastery of project management skills

PMI White Paper on Building Project Talent

Talent Gap

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

Rules of Engagement for Talent Management

Plan ahead – it takes years to develop talent

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

PwC CEO Study

93%CEOs Recognizethe need tochange

61%have not done anything about it

PwC CEO Study

93%CEOs Recognizethe need tochange

61%have not done anything about it

PwC CEO Study

93%CEOs Recognizethe need tochange

61%have not done anything about it

Big Surprise!

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.