1 The New Skills Talent Triangle: What You Need to Build Your Project Management Career Path FOSE...
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The New Skills Talent Triangle: What You Need to Build Your Project Management Career Path
FOSE Conference 2014
Christopher Landes PMI Manager, Thought Leadership & Communications www.pmi.org
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Talent Roadmap
• Navigating the Current Environment
• Organizations Need Skilled Talent
• Credentials Matter!
• Future Skills for Success
Leadership is about encouraging andempowering people to collaborate, fail, adjust
and complete projects.
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2014 Macro Business Challenges
If you don't have the people to deliver to your standards of excellence, you lower the value of your entire portfolio.
− Christian Risom, CEO of Shape A/S, Copenhagen, Denmark
Human capital is the #1 challenge globally
Game-changing organizations have effective talent management strategy
Building skills for future success
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Slow Economic Growth
Sources: EIU – January 2013; IMF – April 2013
Projected
IMF
Fore
cast
-8%-4%0%4%8%
12%16%
Regional GDP Growth Forecasts Through 2018
-8%-4%0%4%8%
12%16%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
EIU
For
ecas
t
-12%-8%-4%0%4%8%
12%16%
-12%-8%-4%0%4%8%
12%16%
USAEuro AreaChinaDev. AsiaLat. Am.
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In the past few months, has your company canceled or delayed scheduled projects due to the economic conditions? (%=yes) Q.
Source: PMI Economic Snapshot Survey, 1Q2014
Project Cancelations and Delays
There has been a 2 percent decrease year-over-year; A 3 percent decrease from previous quarter
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6Source: The Economist, Investing in Infrastructure, 3/22/2014.
Global Projects Exceed Skills To Manage Them
Projects needed to build or repair infrastructure are in the $trillions
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7Source: PMI Pulse of the Profession In-depth Study: Talent Management, 2013.
Tangible benefits = greater project success rates …
Talent Alignment to Organizational Strategy
. . . fewer dollars at risk.
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Talent Alignment with Strategy
Source: PMI’s Pulse of the Profession In Depth Study: Talent Management, 2013
45% solidly aligning talent programs with strategies
However, 55% of organizations need to improve alignment of their talent program.
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Human Capital – Still #1 challenge
Source: The Conference Board, 2014 CEO Challenges.
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Government Talent: Challenges at Two Levels
1. Government employees
2. Employees of government contractorsTalent that government can directly support and
shapeTalent whose development government can
influence
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60
69
51
60
45
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Support Career Paths = Performance Success
Meeting Goals/Intent
CareerPath
No CareerPath
Within Budget On Time
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% OF PROJECTS COMPLETED
Source: PMI Pulse of the Profession®
Clearly defined career path for PMs leads to higher program success
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Percentage of projects meeting
goals
Project dollars wasted
Have active sponsors on <50% of projects 46% $163 million
Low alignment of projects to organizational strategy 48% $157 million
Minimally effective at change management 52% $145 million
Immature benefits realization processes 55% $136 million
Minimally effective at innovation 56% $133 million
Low organizational agility 56% $133 million
Low portfolio management maturity 57% $130 million
Minimally effective at knowledge transfer 57% $130 million
Standardization practices not used 55% $136 million
Low project management maturity 56% $133 million
Low program management maturity 57% $130 million
No ongoing PM training 58% $127 million
No formal knowledge transfer process 59% $124 million
No PMO 60% $121 million
No formal process to mature PM practices 60% $121 million
No formal process to develop PM competency 60% $121 million
No defined career path for PMs 60% $121 million
Study average 64% $109 million
Project size $1 billion
The Risks of Poor Project Performance
Estimated dollars wasted (in USD) for every $1 billion spent on projects
Str
ate
gic
p
racti
ces
Tacti
cal p
racti
ces
Source: PMI’s 2014 Pulse of the Profession®
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Certifications Matter!
Met goals/intent Within budget On time Projects deemed failures
0%
20%
40%
60%
80%
100%
69%59% 57%
14%
65%55% 52%
15%
60%52%
47%
17%
Over 35% 10%-35% Less than 10%
More PMP® certifications = better project performance
Q: In your estimation, what percentage of the projects completed within your organization in the past 12 months…Q. What percentage of project managers within your organization have the PMP® credential?
Arrows indicate a significant difference between groups at a 95% confidence level
Source: 2014 PMI Pulse of the Profession®
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Certification Matters to You!
Among countries surveyed, there is an average 15 percent salary difference for PMP certification holders
Country PMP Non-PMP Difference ($)
Difference(%)
United States
$110,000 $91,500 $18,500 20%
Average $73,133 $63,373 $9,760 15%
Source: PMI 2013 Salary Survey, 12/2013.
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The Talent Triangle
66% of organizations say that technical project management skills are the most difficult to find
But over 90% of organizations say that technical project management skills and strategic and business management skills are teachable
And 66% of organizations say that leadership skills are most important for success in project management
© 2010
PMI’s Pulse of the Profession® In-Depth Report: The Competitive Advantage of Effective Talent Management
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How are
organizations achievi
ng significant or good
alignment of talent
management
to organizational strateg
y?
PMI’s Pulse of the Profession® In-Depth Report: The Competitive Advantage of Effective Talent Management
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Talent Management Offerings
Train in soft skills
Make training a priority
Evolve their talent program
PMI’s Pulse of the Profession® In-Depth Report: The Competitive Advantage of Effective Talent Management
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Career Paths for Project Managers
New hire to advanced project manager
Advanced project manager to senior project manager
Senior project manager to senior management
PMI’s Pulse of the Profession® In-Depth Report: The Competitive Advantage of Effective Talent Management
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Integrate Talent Management Across Organization
Integrate talent management across the organization
Performance management programs are aligned with organizational strategy
Learning and training programs are aligned with organizational strategy
PMI’s Pulse of the Profession® In-Depth Report: The Competitive Advantage of Effective Talent Management
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Measure Talent Management Outcomes
Revenue and profit growth
Staff turnover and attrition
Employee satisfaction/engagement
Employee retention
PMI’s Pulse of the Profession® In-Depth Report: The Competitive Advantage of Effective Talent Management
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Critical Behaviors for Future Success
Source: IBM Global CEO Survey, 2013
Leadership seeks talent that is comfortable with change, learns on the go, often from others’ experiences.
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Critical Skills & Behaviors
I. Strategic VisionI. Establish VisionII. Align Team to VisionIII. Design Adaptable Structures
II. Superior CommunicationsI. Seek Diverse PerspectivesII. Tailor CommunicationIII. Communicate Multi-
DimensionallyIV. Promote ProjectV. Influence Stakeholders
III. Exceptional LeadershipI. Manage EmotionsII. Act CourageouslyIII. Maintain PresenceIV. Inspire the TeamV. Build Culture
IV. Conflict ResolutionI. Analyze SituationsII. Think InnovativelyIII. Negotiate Successfully
V. Integrated ThinkingI. Identify Root CauseII. Keep Broad PerspectiveIII. Maintain PulseIV. Understand Ripple EffectsV. Connect Stakeholders
VI. Personal DifferentiatorsI. Be CuriousII. Exemplify IntegrityIII. Maintain FocusIV. Improve SelfV. Build Diverse Network
Source: PMI Global Executive Council Research Findings, 2011.
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23Source: PMI 2014 Pulse of the Profession®
Organizations that have …
Global Total
Government Organizations
A formal process for developing project manager competency
47% 38%
A defined career path for those engaged in project or program management
47% 32%
A formal process to mature existing project/portfolio management practices
47% 34%
Ongoing training for staff on use of project management tools and techniques
62% 55%
A formal process for transferring knowledge from one part of the organization to another
48% 34%
PM Engagement Across Governments Globally
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The Way Forward
• Game-changing organizations are . . .− Purpose driven, performance-oriented, principles led− Have superior talent strategies
• Articulate vital importance of talent management− Demand that everyone is accountable for spotting
developing and retaining the next generation of leaders− Collaboration, trust and respect are the foundation of
game-changing talent strategies − Enable people closest to the market to solve problems
Source: Dr. Robert J. Thomas, Building a Game-changing Talent Strategy, 2014
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The Way Forward
New role of government in a digitizing world is to act as a “broker,” orchestrating the supply of services linked by information systems meeting different citizens needs.
Source: The Digital Government, Booz & Co., Spring 2013.
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• Concentrate investments on specific
capabilities to fulfill missions
• Enable strategic private sector
partnerships
• Expand cloud-based applications − Use open source, collaborative
software, (Veterans Health Information Systems and Technology Architecture, EHR)
Digital Model = Greater Flexibility, Collaboration and Quality
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• Embrace Flexible Workplace (Office of Personnel Management Systems)
− Knowledge transfer, training for new hires
• Continue to develop consumer-oriented services
• Hone best practices• Agencies provide citizens,
businesses, access to personalized content based on specific circumstances
Digital Model = Greater Flexibility, Collaboration and Quality
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Thank you!www.pmi.org/pulse