Buildingcapabilitytosupport projectmanagementasa mainstreammanagementdiscipline

Author MelanieFranklin,ChiefExecutive, MavenTrainingLimited

Contents Overview................................................................................................................................3 ProjectManagementasamanagementmainstreamdiscipline...........................................5 Challenges..............................................................................................................................7 BuildingCapability.................................................................................................................9 Conclusion............................................................................................................................15 Companyoverview..............................................................................................................16

PRINCE2isaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountries MSPisaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountries M_o_RisaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountries P3M3isaTradeMarkoftheOfficeofGovernmentCommerce

Overview

Projectmanagementisfastbecomingamainstreammanagementdiscipline.Thispaperexplains whythisisthecaseandidentifiesthechallengesthattheprojectmanagementcommunityandthe generalmanagementcommunityfaceasprojectmanagementdevelopsasaformalskillset requiredbyabroadrangeofstaff. Projectmanagementistheprocessbywhichprojectsare defined,planned,monitored,controlledanddeliveredsuch thattheagreedbenefitsarerealised.Projectsareunique, transientendeavoursundertakentoachieveadesiredoutcome. Projectsbringaboutchangeandprojectmanagementis recognisedasthemostefficientwayofmanagingsuchchange. APMBodyofKnowledge5thedition Thiswidedefinitionrecognisesthatmodernprojectmanagementincorporatesthedisciplinesof riskmanagement,changemanagementandprogrammemanagementwhichinturn,involvesthe managementofmultiple,interdependentprojects.Mainstreammeansamajorprevailingtrend andisapplicableduetothehighgrowthinthenumberofprojectsthatareinitiatedbythosenot traditionallyseenasprojectmanagers. Thereasonsforbecomingmainstream,andthepressurethatthisputsonexistingtrainingand developmentconcepts,isexplored,andamodelforthefutureisexplained.Thismodelisbased onthepremisethatwecannolongertrainstaffinskillsormethodologywithoutfirstbeingclear abouttheirlongertermgoalscoupledwiththestrategicobjectivesoftheorganisationforwhom theywork. Inthischallengingeconomicenvironmentthereisaneedtoensurethattraininginitiativesare integratedintoawiderprogrammeofcapabilitybuildingactivitieswhichensuresthatthe organisationhassufficientskilledresourcesfortodaybutisalsobuildingskillsandexperiences thatwillberequiredastheorganisationgrowsandmatures. TypicallydepartmentsresponsibleforprojectmanagementhaveexcludedHRfromtheproject managementenvironmentasthewidespreaduseofprojectmethodologieshasbroughtwithit clearlydefinedtrainingpathsleadingtorecognisedqualifications.Indoingsotheyhavefailedto benefitfromthetoolsthatHRhavebeenintroducingthroughtheirworkinorganisational development,andwhichhastranslatedthroughtolearninganddevelopmentfunctions. Thelongertermviewoftheorganisationexistswithinthelearninganddevelopmentcommunity, butitsapplicationtoprojectmanagementandtheassociatedskillsetsofprogramme management,changemanagementandriskmanagementisjustbeginning,andisidentifying challengeswhichmustbeaddressediforganisationsaretocreateanenvironmentwherestrategic objectivesandthechangestheyrequirearedeliveredasanormalpartofbusinessnotasoneoff miraclesamongstaseaofprojectfailures.

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Themodelofthefutureoutlinedinthispaperincorporatesthelongertermapproach,identifies howprojectmanagementskillsdevelopmentcanformpartofbuildingawidercapabilityinproject managementandhowthedevelopmentofcapabilitysupportstalentmanagementandsuccession planninginitiativesacrossanorganisation. Themanagementofprojectsislargelyanintellectualexercise,thereforecapabilityinthisinstance isaproductof: Theskillsandexperienceofthehumanresourcesassignedtotheproject Thenumberofthesehumanresourcesavailableforprojectinitiatives Theeffectivenessoftheprocessesthattheyapply Thecapability,takentogetherwiththerateofworkoftheindividualsinvolvedproducesthe availablecapacityoftheorganisationforchangeinitiativesandthereforeforgrowthandthe achievementofstrategicobjectives.

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ProjectManagementasamanagementmainstreamdiscipline

Projectmanagementisthevehiclethroughwhichwedeliverchangeintoourorganisations.This meansthatprojectmanagementdealswithuncertaintyandtheflexibilityrequiredofstaffand processeswhenenteringnewterritory.Businessasusualisanenvironmentofrelativestability andcertaintyofinformation.Teamstructures,processesandsystemsarebuiltforlongtermuse. Thetwoenvironmentscollideasprojectmanagementisresponsibleforcreatingthefuturestate ofthebusinessasusualenvironmentandtherefore,bydefinition,introducingchangeintothe businessasusualenvironment. Projectmanagementinitsmostrecentiterationhasbeenrecognisedasadisciplineforthelast tentofifteenyears.Progresshasbeenmadeindevelopingmethodologiesandframeworks detailinghowprojectsshouldbeconceived,managedandimplemented.Thisworkhasbeen supportedbythecreationofroles,jobdescriptions,documenttemplates,ITsystemsandtraining coursesthatsupporttheformalisationofprojectmanagementwithinorganisations. Thisformalisationhasledtoamaturityinunderstandingofprojectmanagementwithrecognition fromthemostseniormanagementdownwardsthatprojectsarethewayinwhichthestrategic objectivesoftheorganisationwillbeachieved.Itisnowmuchmorecommonfortheboardto refertotheneedforaninitiativetobeestablishedasaprojectthanitwasevenfiveyearsago. Howeverthisunderstandingdoesnotextendaswidelytotheideaofprogrammeorportfolio managementthesebattlesarestilltobewon. Theterminologyofprojectmanagementhasbecomeadoptedmorereadilythanbefore,suchthat projectmanagementisnolongerseenasthepreserveofcertaindepartmentsorindustries(such astheITdepartmentortheconstructionindustry).Itisjustaslikelythataprojectteamwillbe formedtolaunchanewadvertisingcampaignorrestructureadepartmentasitistoimplementa newITsystem. Thisspreadofunderstandingofprojectmanagementandtheinvolvementofamuchwider rangeofstaffinitsapplicationhasledtotherecognitionofprojectmanagementasamainstream discipline,asimportantasthoseotherstalwartsofmanagementincludingleadershipand teamworking. Asithasbecomeamainstreamdisciplinethereisanexpectationthatallstaffwillpossessorwill worktodeveloptheseskills.Thismeansthattheuseofspecialistprojectmanagersisfalling.Ina recentsurveyofjobsites1,theaverageproportionofspecificprojectmanagementjobsacrossall industrytypeswasintherangeof713%.Howeverifthesearchwasforprojectmanagementskills insteadofthejobtitleprojectmanagerthenthispercentageroseto65%.Thisisleadingtothe expectationinmanyorganisationsthatspecialistprojectmanagerswillnotberecruitedbut insteadexistingstaffwillbeaskedtomanageprojectsrelatedtotheirexpertise,alongsidetheir daytodayresponsibilities. Whilstthisishelpfulinembeddingtheapplicationofprojectmanagementacrossanorganisation, itdoesputgreatstrainonexistingresourceswhohavetobalancetheirdayjobwiththetimeand
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ThefollowingsiteswerereviewedduringtheperiodJune7thtoJune21st2010:www.jobserve.co.uk;www.totaljobs.co.uk; www.jobsite.co.uk.

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commitmentneededtodriveaprojectthroughtosuccessfulconclusion.Thereisunlikelytobea lesseningoftheirotherresponsibilitiessoprojectmanagementhastobefittedaroundexisting tasks.Inadditionasprojectmanagementisseenasmainstreamsomeseniormanagersare assumingthattheirstaffhaveanimmediatecapabilitytomanageorsponsorprojects.Howeverin manycasestheyhavebeengivennoformaltrainingandnoopportunitytodeveloptheseskills otherthanwhattheyhavebeenabletogleanfromseeingothersintherole. Inadditiontothegrowthinformaleducation,asignificantamountoftraininghasbeen undertakenwithinorganisationsinanefforttoadoptbestpracticeapproachesinproject managementandestablishacoresetoftrainedprojectmanagers.Forexample,many organisationsinthepastfiveyearshavesuccessfullytrainedsignificantnumbersofstaffinthe PRINCE2methodology. Whilstthisisadmirable,thereisnowtherecognitionthatanunderstandingofthisprocessdriven modelisnotsufficienttodeliverexperiencedandskilledprojectmanagers.Thisrealisationis drivingthedemandforskillsbasedtrainingtositalongsidethestructuralinformationofferedby PRINCE2,ManagingSuccessfulProgrammes(MSP),ManagementofRisk(MoR)etc. ThereisagrowingrecognitionoftheplacethatprofessionalbodiesincludingtheAssociationfor ProjectManagement(APM)andProjectManagementInstitute(PMI)haveinofferingthought leadershipandsubjectmatterexpertise. Themostrecentstepintheevolutionofprojectmanagementistheapplicationofspecifically designedcompetencyframeworkstoidentifyactualandtargetskilllevelsforindividuals,teams andorganisations.Thiscanprovideanobjectivebaselinefromwhichpersonaldevelopmentplans andtrainingneedsanalysiscanbedevisedandskillsgapsclosed.

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Challenges

Thereisaneedforthoseconceiving,managingandsponsoringprojectstoensurethatthe deliverablescreatedbytheprojectarebusinessrelevantthattheyarecontributingtothelonger termstrategicgoalsoftheorganisation.Whilstthoseinseniormanagementpositionscandefine thecontributionforlargescaleinitiatives,thisisnotthecasefurtherdownthehierarchy.If projectmanagementistocontinueitsclimbtowardsacceptanceasacorebusinessskillemphasis mustbegiventoensuringthatallthoseinvolvedinprojects,howeversmall,areclearthatthe deliverableswillhelptothetaketheirorganisationtowhereitplanstobeinthenextthreetofive years. Currentlythereisverylittleattentionpaidtotheneedforcommercialunderstandingand awarenessintraditionalprojectmanagementcourses.Howeverthecurrenteconomicclimatewill continuetoforcecomprehensivejustificationofprojectsbeforetheywillbefunded.Successful justificationreliesonaclearunderstandingofthecommercial,political,competitiveandsupplier environmentsintowhichtheprojectwilldeliver.Understandingstrategyandthecommercial environmentiscriticaltosuccessinthepublicandtheprivatesectors. Anotherchallengeistoensurethatanystepstakenwithintheprojectenvironmenttodevelop skills,processesandproceduresarealignedwiththeapproachthattheorganisationtakesasa wholetoitsprofessionalism.Structuresexisttoensurequality,professionalismandethical behaviourandprojectmanagementshouldformapartofthis. ForexampleorganisationsthatareaccreditedasISO9000requirequalityproceduresthatinclude howtomanageandsponsorprojects,InvestorsinPeopleschemesshouldincludeproject managementtraining,professionalismmaydictatethatmembershipofprofessionalbodiesis mandatoryorthatprojectmanagementformspartofinductionprogrammesfornewjoiners. Itwouldbecounterproductiveforthoseinprojectmanagementtocreatestructuresthatrun countertothesecoreinitiatives,asitwouldindicatethatprojectmanagementisnotmainstream butisonthemarginofhowtheorganisationbehaves. Thechallengeishowtobuildstructurethatdevelopscapabilityandispracticalenoughtobe successfullyimplemented.Aconsiderableimpedimenttoimplementationisthedifferencesin prioritiesbetweencapabilitybuilding(longtermstaffdevelopmentandsuccessionplanning)and projectmanagement(shorttermdeliveryofoutputs). Projectmanagersandprojectsponsorsareincentivisedtodeliverontime,onbudgetandtothe requiredlevelofquality.Essentiallythereisashorttermismandanurgencyinsuccessfulproject management,drivenbytheneedtoachieveallofthetasksontheprojectplanoftentoan aggressivetimescale.Whereisthemotivationforprojectmanagerstogomoreslowlythantheir existingteamarecapableofsothatnewteammemberscanlearntheskillsandpracticeapplying themtoreallifeprojectsituations? Theproductivitydipthatweallexperiencewhenacquiringnewskillshasasignificantcosttothe projectinlongerdeliverytimesandtheriskofstakeholderswaitingtomaketheircontribution whilstotherscatchup.Thereisalsothecostofmistakeswhichareaninevitablepartofthe
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processoflearninganewskill.Projectplansrarelyincludetimeandotherresourcestoperform reworksomistakeswillleadtodelaysandbudgetoverruns. Anotherfacetofthischallengeisthatthosemostactivewithinprojectmanagementrarelyhavea backgroundinpersonneldevelopment,educationandcareerplanning. Itisessentialthatnewskillsarenotdevelopedadhocbutareplannedaspartoftheconsidered developmentoftheindividual.Thisdevelopmentmustbeinlinewiththeircareerplansandthe futureneedsofthebusiness.Itisasignificantchallengetothoseembeddedinthedeliveryof changetostepbackfromthesehighlydemandingresponsibilitiestoensurethattheirresource poolisreceivingthisconsidereddevelopment.Itwillbeextremelydamagingiftheproject managementdisciplineestablishesitsrequiredskillsetbutdoesnotprovidethesupportforits acquisition.Forexampleitwillbeeasytolosetheimpetusandmotivationofstaffiftheycomplete competencyassessmentsbuttheinformationgoesnowhere: Staffwillwantaccesstotraining,coachingandmentoringandotherdevelopment opportunitiestobridgethegapbetweenwhattheyknownowandwhattheyneedfor futureroles Staffwillwanttoknowthattheorganisationhasacknowledgedtheirskillsetandis makinguseofitinopportunitiesthatitisofferingthem Tomeetthesechallenges,projectprofessionalsmustenlisttheservicesoftheirHRfunctionwho canprovideavitalcoordinationrole.HRisresponsiblefordeliveringapeoplebasedstrategythat meetsthebroadestpossibleneedsoftheorganisation.Theyhaveexperienceandunderstanding ofactivitiesandstructuresthatdevelopinspiredandcommittedstaff. InrecentyearsHRfunctionshavetransitionedintoHRbusinesspartnerswhosupportandenable managerstomanagetheirstaffdirectly.HRbusinesspartnerscanenablethecreationofcapability buildingbydevelopingastructureforidentifying,trackingandcommunicatingwiththosethey identifiedashavingtheaptitudetoexcelwithinaprojectmanagementenvironment.This structurecanensurethatorganisationscansuccessfullydeliverprojectstodaywhilstbuilding skills,knowledgeandexperiencethatwillmeettheneedsofcurrentandfutureresource requirements.

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BuildingCapability

Thismodelisarepresentationofthefuturethatcanaddressthechallengesoutlinedabove.It providesanexampleofthesortsofstructurethatorganisationscanadopttodeliversuccessful changeonacontinualbasis. Therearesevenlevelsinthisdiagram,startingwithstrategicobjectivesanddemonstratinghow theseultimatelydefinewhichchangeinitiativesarerequired.Oncechangehasbeensuccessfully achieved,thestrategicobjectivesarereconceivedforthenexttimeperiod,representinga continualcycleofgrowthfortheorganisation.

StrategicObjectives
Theseobjectivessetthelongertermdirectionoftheorganisationestablishinghowitwillgrowin size,productorservicerangeandmarketposition.Seniormanagementrequireacomprehensive pictureofwhatprojectmanagementexcellencelookslikeiftheyaretoplanthegrowthoftheir organisationsuccessfullyandresourceitappropriately.
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Theyrecognisethatthosewhoareresponsibleforsuccessfulprojectand/orprogrammedelivery needtounderstandwhatdrivesbusinessperformanceandensurethattheirprojector programmecontributestothis. Thismeansthattraditionalprojectmanagementtrainingprogrammesthatonlyconcentrateon methodologyorskillsdevelopmentdonotgofarenough.Projectmanagementtrainingmust provideguidanceincommercialunderstandingandthemanagementofchange.

Services
Projectmanagementisaservicetothebusinessand,assuch,mustclearlydefinewhatitis offeringandwhatthebusinesswillbeexpectedtoacquirefromothersources. Aservicemenuprovidesthisclarificationbydefiningthecatalogueofservicesthattheproject managementdisciplineofferstheorganisation.Theseservicesmightincludebusinessanalysisto supportrequirementsgatheringandscopedefinitionforprojects,technicalexpertiseinplanning, scheduling,riskanalysisandtestingofdeliverables,andchangemanagementactivitiestoensure behaviouralchangewithinthoseresponsibleforadoptingthedeliverablescreatedbytheprojects. Aswellasthedefinitionofservicesthatareoffered,theservicemenucanbeusedtodefinethe likelynumberofresourcesrequiredtoperformeachserviceandthedesiredlocationofthose performingtheserviceinrelationtothebusinessfunctiontheyaresupporting.ForexampleItend tocategorisestafflocationasNearorFartoidentifyiftheservicecanonlybeperformedfaceto faceorifitissomethingthatcanbeperformedbyresourcesnotcolocatedwiththeproject teams.AgoodexampleofaFartaskisprocessingoftheexpensesconnectedwithrunninga project;andanexampleofNeartaskisimplementationsupportwiththebusinessunit responsibleforusingwhattheprojecthascreated.

Competencies
'Competencies'arethebehavioursthatemployeesmusthave,ormustacquire,toinputintoa situationinordertoachievehighlevelsofperformance. Toperformanyaspectofprojectmanagementrequiresamixtureoftechnicalandinterpersonal (peopleorsoft)competencies.Thisisbecausewhilstthereisaneedfortechnicalabilitytoplan work,assessrisksandcontrolprogressnoneoftheseactivitieswillhappenwithouttheabilityto persuade,influenceandmotivatetheprojectteam,theprojectstakeholdersandthosethatwill ultimatelyusewhattheprojectiscreating. Projectmanagementreliesuponmanystandardmanagementcompetenciessuchasleadership andteamworkbutthemostcomprehensiveskillsethasalreadybeendefinedforusinthe competenciesframeworksthathavebeendevelopedinrecentyearsbythevariousprofessional bodiesforprojectmanagement.

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IntheU.K.theAssociationforProjectManagementhasdevelopeditsAPMCompetence Frameworkwhichidentifies47competenciesinsevendistinctskillareasspecifictoprojectand programmemanagement.Foreachcompetence,anindividualwillassessthemselvesagainst twodimensions: Knowledgeanindividualhasunderstandingofthesubject Experienceanindividualhaspracticallyappliedthesubject APMisafoundermemberoftheInternationalProjectManagementAssociation(IPMA),a federationofover40nationalmemberassociations.TheAPMCompetenceFrameworkisaligned withtheIPMACompetenceBaseline(ICB).TheICBsetsouttheknowledgeandexperience expectedfromthemanagersofprojects,programmesandprojectportfolios.Itcontainsbasic terms,practices,methodsandtoolsforprofessionalprojectmanagementaswellasspecialist knowledgeandexperience. ProjectManagementInstitute(PMI)alsohasacompetencyframework,calledtheProject ManagerCompetencyDevelopment(PMCD)FrameworkSecondEdition,whichprovidesgeneral contextforthedefinition,assessmentanddevelopmentofprojectmanagercompetency.The frameworkoutlinesthekeydimensionsofprojectmanagementcompetencyandidentifiesthose competenciesthataremostlikelytoimpactprojectmanagerperformance. Projectmanagercompetencycomprisesthreeseparatedimensions: Knowledgewhataprojectmanagerknowsabouttheapplicationofprocesses,tools andtechniquesinprojectactivities Performancehowaprojectmanagerappliesprojectmanagementknowledgetomeet projectrequirements Personalhowaprojectmanagerbehaveswhenperformingactivitiesinaproject environment Theequivalentofcompetencyatanorganisationallevelismaturitywhichisusuallyassessedusing amaturitymodel.Therearemanymanagementmaturitymodelsinexistence,includingthose specifictoprojectmanagement.ForexampletheP3M3modelfromtheOfficeofGovernment Commerceassessesthecompetencyofanorganisationinproject,programmeandportfolio management,providinganindicationofmaturityfromlevelsone(awarenessofprocess)to five(optimisedprocess). TheProjectManagementInstitute(PMI)alsohasamaturitymodelcalledtheOrganisational ProjectManagementMaturityModel,OPM3.Thishelpsorganisationsunderstandtheirproject managementprocesses,ensuresthattheirprojectsaretiedtotheorganisation'slargerstrategy andmeasuresandguidestheircapabilitiesforimprovement.

Capability
Capabilityistheabilityoftheorganisationtodeliveritsobjectives.Thisabilitycanonlybe developedifthereisclearinstructiononwhatcapabilityisinthecontextofwhatisbeing achieved.Projectmanagementreliesuponmatrixmanagementasindividualsareexpectedto workaspartofaprojectteamandtoretainresponsibilitiesforbusinessasusual.Asaresultthe reportinglinesandlevelsofauthoritythateachindividualhasindifferentsituationsmustbe
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clarifiedthroughahierarchyofresponsibilities.Jobdescriptionsareneededtoestablishallofthe assumptionsthataremadeabouteachrolewithinthismatrix. Effectivetrainingmustbecoupledwithaprogrammeofcontinualprofessionaldevelopment whichencouragesindividualstotakeresponsibilityforacquiringknowledgeandexperience relevanttotheircareeraspirations.Organisationscanusetheirtrainingbudgetsforcoursesand workshopsbutindividualscanincreasetheeffectivenessoftheseeventsthroughtheadditional supportofferedbymembershipofprofessionalbodies,subscriptiontoprofessionaljournals, joiningcommunitiesofpractice,contributingtheirexperiencestoactionlearningsetsetc.

Talentmanagement
Talentconsistsofthoseindividualswhocanmakea differencetoorganisationalperformance,either throughtheirimmediatecontributionorinthelonger termbydemonstratingthehighestlevelsofpotential. CIPDTalentManagementResearchInsight,June2007 Byestablishingcareerdevelopmentpaths,talentmanagementprovidesarouteforindividuals toparticipateintheirowndevelopmentandthereforegeneratessupportforcontinual professionaldevelopment. Careerdevelopmentpaths,integratedwithPersonalTrainingPlansandContinualProfessional Developmentprogrammes,areimportantinthematrixmanagementenvironmentthatprojects relyupon.Whenstaffareaskedtoparticipateinprojectmanagement,questionsariseoverwho theirrealmanagerislinemanagerorprojectmanager/sponsor,whoishelpingtoplantheir career,whounderstandstheircontributiontotheorganisationandtheirfuturepotential. Onechallengeisbuildingacareerframeworkthatincorporatesthedifferentprojectroles withoutcreatingastructurethatonlyaddressesprojectresponsibilitiesattheexpenseofbusiness asusualactivities.Earlierinthispaperitwasstatedthatorganisationsaremovingawayfrom specialistprojectrolestoincludingprojectresponsibilitieswithinotherrolesintheorganisation. Thereforeacareerdevelopmentplansolelyforprojectandprogrammemanagementdoesnot reflecttheenvironmentinwhichindividualsareexpectedtoperform.Maturityandexperiencein theirabilitytomanageprojectshastodovetailwithinincreasingabilityinotherskillsintheir chosenspecialism. Thefollowingdiagramprovidesanexampleofhoworganisationsarecreatingcareerpathsthat havelevelsreflectingmanagementgradesbutthatarenotspecifictojobtitles.Thisenablesan organisationtofutureproofjobdescriptionsasrolesevolveandminimisepotentialclaimsfor unfairorconstructivedismissalasrolesadaptandgainorloseresponsibilities.Thisisasensible approachasinafastmovingenvironment(oftendrivenbytechnology,economicand legislativechangesandcustomerdemand)thereisadangerthatjobdescriptionswillonly describearoleusingpastandpresentresponsibilitiesandnotthoseofthefuturewhichmaynot evenhavebeenconceived.

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 Theapproachshowninthediagramavoidsaconstantroundofupdatingofthesedocuments.Job descriptionsbecomemodularwithamoduleforeachspecialism(managementortechnical).The modulesspecifytheskillsandcompetenciesrequiredratherthandescribingtheactivitiesand tasksinvolved.Thisenablesflexibilityandspeedofchangetomeettheinnovationthatispartof organisationaldevelopmentinthe21stcentury. Thisapproachalsoallowsfortheinclusionofthemultiplicityofjobtitlesthatisaresultofjobtitle inflation,whichisoftenaproductofnonfinancialrewardthathastakenplaceduringthe recession,andwhichislikelytocontinueasbonusesarecutandpayfreezescomeintooperation.

Successionplanning
Aprocessbywhichoneormoresuccessorsare identifiedforkeyposts(orgroupsofsimilarkeyposts), andcareermovesand/ordevelopmentactivitiesare plannedforthesesuccessors.Successorsmaybefairly readytodothejob(shorttermsuccessors)orseenas havinglongertermpotential(longtermsuccessors). HIRSH,W.(2000)Successionplanningdemystified. Brighton:InstituteforEmploymentStudies ''

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Inthepast,therehasbeenatendencyforthemaindeterminantswhenformingprojectteamsto bepasthistorywiththeprojectmanagerandavailability.Whilstthesefactorswillalwaysbe important,theincreasingimportanceofsuccessfuldeliveryofprojectsrequiresamovetoamore objectivebasisforselectingprojectstaff.Thisisalsoanaturalextensionoftheapplicationof careerpathsandcompetencyframeworks.Interviewsandassessmentcentrescanbedevisedto reviewtherequiredcompetenciesandlevelsofexperienceandensurethatpromotionsdeliver individualswhohaveprogressedintheirunderstandingandability.

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Conclusion

Projectmanagementcontinuestogrowinimportancetoorganizationsandisbeingadopted acrossallrolesandfunctions.Adoptionintoawidersetofjobfunctionsisimpactinghowproject managementistreatedasaskillset.Itisbecomingamainstreammanagementdiscipline. Thismeansthatthedevelopmentofprojectmanagementskillsismaturingawayfromindividual trainingcoursestobecomeapackageofcapabilitybuildingmeasuresthatdelivercertaintythat theorganizationhastheprojectmanagementcapacitytomeetitsstrategicgoals. TheprojectmanagementcommunityhasmuchtogainfromagreaterintegrationwiththeHR function,aspartneringorganizationaldevelopmentwithprojectmanagementskillsand competencieswilldrivefurtherprofessionalisminprojectmanagement.

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Companyoverview

Mavencanassistyoutoaddressprojectmanagementinthewidercontextoforganisational development.Wecannotfixallofyourproblemswearenot,anddonotclaimtobe,a managementconsultancy.Wearehoweverexpertsincapabilitybuildingandcanworkwithyouto alignprogramme,project,riskandchangemanagementwiththeorganisationyouwishto become.Wehavetheexpertiseandexperiencetodothealignmentforyoubutitisourethosto transfertheskillsintoourclientssotheybecomeselfsufficientgoingforward.Ourservicesare designedtotapintoinitiativesdesignatedastransformationalchangeprogrammes,talent managementstrategiesetc.inotherwords,totakeourservicesoutsideofthenarrower definitionsofprojectmanagementandoftraining. Weapplyastaged,structuredapproachtocapabilitybuildingbyaddressing: Thesituation:wegatherinformationontheobjectivesoftheorganisationandthegoals andkeyperformanceindicatorsthatneedtobemet Thepeople:weuseabestpracticecompetenceframeworkstoassesscurrentcapability Thestructure:weconductamaturityassessmenttodemonstratewheretheorganisation iscurrentlyinrelationtorunningitsprojectsand,equallyimportantly,howitcanprogress tothenextlevelofmaturity Thediagrambelowillustratestheapproachinmoredetail: Datagathering Results ActionPlan Howdowemovefrom Situation Organisationalcontext: currenttofutureposition? Strategicobjectives Assessment Assumptions,risks,constraints 1.Summarisecurrentposition: Organisationalmaturity Staffcapability Peoplecontext: Sizeofgapwillinfluence People complexityofassignment Business&commercial Capability Context Assessment Techniques 2.Clarifydesiredfutureposition: Planningthestrategy Organisationalmaturity Executingthestrategy Staffcapability Organisationandgovernance 3.Explaintherelevant interventionforeachtheme: Structuralcontext: Workshops Managementcontrol TrainingCourses Maturity Benefitsmanagement AssuranceServices Assessment Financialmanagement MentoringandCoaching Stakeholdermanagement PerformanceSupport Riskmanagement CareerPaths Organisationalgovernance TalentManagement Resourcemanagement SuccessionPlanning ThisapproachhasbeensuccessfullyappliedwithourclientsandMavenwillbepleasedtodiscuss itsapplicabilitytoyourorganisationinmoredetail.

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ForfurtherinformationaboutMavenTraininganditscapabilitybuildingservices pleasecontact: MelanieFranklin Telephone:02074037100 email:melanie.franklin@maventraining.co.ukoremail:info@maventraining.co.uk website:www.mavencapability.co.ukorwww.maventraining.co.uk