hiring top performing project managers brian richardson, pmp

Hiring Top Performing Project Managers

Brian Richardson, PMP

© 2013 Richardson Consulting GroupAll rights reserved.

Agenda

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Identify specific factors that influence Project Manager performance

Examine best practices for assessing Project Managers during the hiring process

Share experiences and insights with colleagues

Add techniques to your hiring/selection process arsenal


Polling Instructions

• Please turn on your cell phones, laptops or tablets

• Option 1: Web – Open a web browser to pollev.com/RCGroup– Enter responses and click Submit response

• Option 2: Text – In the To field, enter: 22333

– In the Message field, enter the unique message code and then your response

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Does high performance matter?

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LowPerformers

Average Performers

High performers: Achieve their goals and beat their expectations Outperform their peer group � Perform consistently

High Performers


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Motivation is more important than competence

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Motivation• Attitudes• Goals• Critical

Behaviors

Competence• Knowledge• Skills• Aptitude


People often emphasize the wrong elements when assessing a project

manager

BAD• Personal

project management philosophy

• Experience on paper

• Project management acumen

WORSE• Interview

performance

• Likeability

• Presentation

WORST• Where do

you see yourself in 5 years?

• What’s the last book you’ve read?

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Critical Behaviors - Conflict Resolution

We ask: “Tell me about a time when stakeholders did not agree on the goals or approach for a project. What did you do?”

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Response A:

“Key stakeholders invariably have their own ideas. It’s important to acknowledge that you could potentially do a lot of different things. I typically try to get stakeholders aligned by clearly laying out the options and helping them evaluate the pros and cons based on project priorities. What is most important – speed, budget or resources? I document the outstanding issues and work with each stakeholder to resolve them. Effective communication throughout the process is critical.”

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Critical Behaviors - Conflict ResolutionResponse B:

“On a recent aerospace project, the engineering departments did not get along. They stopped talking to one another and the project was bleeding money. I met separately with each dept. lead over coffee to discuss the issue from their perspective. I used the information they provided to identify some quick fixes (e.g. corrected misinformation, re-communicated schedules and dependencies, etc.). I met with each dept. lead again over lunch to share information and potential improvements. After these discussions, the rate of revisions on blueprints dropped from 60% to 30%, which was great. I never lost sight of the fact that no matter what happens, we have to get the product out the door on time.”

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Response C:

“If the project charter was completed correctly in the first place (goals, objectives, etc.), there should not be much disagreement among stakeholders. Sometimes, if you can’t figure out the root cause of the issue, it’s best to raise it to your boss or boss’ boss and have them work it out at that level. That’s why it is so important to make sure you take the time to complete the project charter accurately and socialize it with all key stakeholders before jumping into the project work.”

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Additional Examples - Critical Behaviors

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Tell me about a time when a project did not go according to plan and you experienced some issues. What happened? How did you address the issues?

Tell me about a time when you did not receive clear direction or guidance from a supervisor or sponsor. How did you proceed? Were you successful?

QUESTION

• Shows persistence, does not give up easily, and takes direct action.

• Acts quickly and decisively in a crisis.

• Works independently and completes assignments without direct supervision.

• Takes accountability for project outcome.

EXPECTED ANSWER

Takes initiative



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Tell me about a time when you did not have sufficient authority to manage a project? What did you do?

QUESTION

• Acts with authority • Controls the

situation

• Asks sponsor for appropriate level of authority

EXPECTED ANSWER

Takes ownership



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Tell me about a time when you were challenged to help a diverse group of people work together. What did you do to help the group?

QUESTION

• Speak about and to the team using positive terms

• Listen actively

• Publicly credit those who perform well

• Address, do not hide or ignore, conflict

EXPECTED ANSWER

Demonstrates ability to foster team work and cooperation


Attitude

We ask: “Tell me about a time you felt personal adversity in your role as Project Manager. What did you do?”

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Group Discussion

If you are the interviewer, what characteristics and/or evidence would you look for to indicate a favorable attitude?

Instructions

1) Discuss as a group

2) Agree on 3 or more answers

3) Elect someone to submit responses

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Group Discussion

If you are the interviewer, what characteristics and/or evidence would you look for to indicate an unfavorable attitude?

Instructions

1) Discuss as a group

2) Agree on 3 or more answers

3) Elect someone to submit responses

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Implementation

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Apply the protocol consistently so you have a basis for comparison

Document goals, behaviors and attitudes you think are critical. Write questions for each.

Document the answers you expect to hear and those that indicate a ‘red flag.’

Train any colleagues on the protocol

Design your interview protocol

Brian Richardson, PMP• Email: [email protected]• LinkedIn: linkedin.com/in/briandrichardson• Twitter: @briandrichardso• Web: www.richardsonconsultinggroup.com• Handbook of People in Project Management:

http://www.ashgate.com/isbn/9781409437857

Consulting Staffing Training Coaching Accelerated Facilitation

Contact Information

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mailto:[email protected]

http://www.linkedin.com/in/briandrichardson

http://www.richardsonconsultinggroup.com/

http://www.richardsonconsultinggroup.com/

http://www.ashgate.com/isbn/9781409437857

hiring top performing project managers brian richardson, pmp

Documents

richardson consulting

project priorities

pmp slide

peer group

project manager performance

recent aerospace project

response option

high performance matter