A defined plan

Few things in life can prove as simultaneously exhilarating and terrifying as career planning. On one hand, a well-defined road map can help a project manager transform goals and dreams into reality. On the other hand, developing a focused strategy can seem like a journey into a netherworld of perplexing and sometimes frightening issues.

For project managers, career planning can be especially challenging. Not only is the work complex by nature, but the specific skills required to drive personal and organizational success fall somewhere between logic and intuition. There's no single approach for climbing the organizational ladder.

“It's essential to put thought and planning into the process,” says Roger D. Beatty, Ph.D., PMP, director of the security practice at CA Inc., Reston, Va., USA, and an alumnus of the PMI Leadership Institute Masters Class program.

It's not easy to determine the particular career milestones every project manager should meet. On top of that, project managers must position themselves to show they have continually advanced and have not missed important career steps.

“Seemingly small decisions can have an enormous impact on how a person develops and what course their career trajectory takes,” says David A. Link, managing consultant at Knowledge Infusion, a human resources consulting firm in Minneapolis, Minn., USA. “Those who take career planning seriously and engage in a personal management process increase their odds for success.”

Projecting Success

Effective career planning is more than a series of random decisions based on gut feelings. As the workplace becomes more complex, the need to manage the tangle of professional choices and decisions becomes more urgent. Moreover, there's a greater emphasis today on life-stage transitions and self-actualization. In many cases, project managers are seeking a breadth of knowledge rather than focusing entirely on upward mobility.

Make no mistake: It's a different working world than only a generation ago. Individuals must react more quickly and decisively—all while wading through complex issues. Mounir A. Ajam, PMP, believes that establishing a set of career milestones is easier said than done. The CEO at SUKAD FZ-LLC, a Dubai, United Arab Emirates-based project management consultancy and training firm, says an emerging challenge is the lack of a typical career path for any given position. Increasingly, different educational paths, knowledge and experience lead to the same position within a company.

As a result, a formalized career development process is essential. Mr. Ajam says the basis for success is a strategic plan that extends five to 10 years. Then, on at least an annual basis, the project manager must update the plan and “monitor whether you are on track,” he says. “It may be as simple as updating milestones, or it may lead to an entirely new career path.”

Indeed, keeping options open and looking for emerging opportunities can pay enormous dividends. It's also wise to view timeframes as somewhat flexible. “The idea is to move in a general direction toward a goal. Some variation from the original plan is inevitable,” Mr. Ajam says.

Skipping steps and moving quickly up the career ladder can prove alluring, but such an approach comes with risks. The most obvious is that it can lead to gaps in skills and knowledge—and these weaknesses sometimes become visible as a project manager gains authority and responsibility.

Making Analysis Count

One approach is to use SWOT analysis, a technique designed to help a person identify strengths, weaknesses, opportunities and threats. For example, an individual might answer a series of questions about strengths and weaknesses focusing on knowledge, skills, experience, respect, relationships, organizational skills or leadership ability.

Throughout the process, project managers must address issues honestly, and if a skill or knowledge gap exists, target the required training or knowledge. The end result is a specific blueprint for exploiting strengths, addressing weaknesses, appraising opportunities and coping with threats.

In assessing career objectives, developing a strong road map can go a long way toward achieving success, says Michael Yinger, the principal at Customer Solutions Inc., a Parker, Colo., USA, consulting firm.

A career path should provide detailed criteria revolving around performance and personal competencies, including communication and leadership skills, cognitive abilities, effectiveness and professionalism. It should list specific qualities and traits, and provide specific examples of desirable behavior. Most importantly, it should provide an outline for professional development.

Those who fall short should consider attending workshops or classes—either on their own or as part of their company's training or continuing education program.

Ultimately, a career plan should be viewed in a similar light as continuous quality improvement initiatives within an organization, Dr. Beatty says. “The plan is subject to dynamic forces—even a person who is executing a plan perfectly can face unexpected challenges, redirection or total derailment,” he says. Dr. Beatty recommends developing a risk mitigation plan and nurturing a personal network to fall back on in the event of a layoff or an undesirable work situation.

Finally, pay close attention to the emotional aspects of career planning, such as stressing over whether a decision was right or wrong. “In many cases, it is impossible to return to a particular decision point in the past,” Dr. Beatty says. “The best approach is to honor your decision, learn lessons from it and proceed with confidence toward the next opportunity.”

 

Samuel Greengard is a West Linn, Ore., USA-based freelance writer whose articles have appeared in AARP, American Way, Business Finance, Industry Week and Workforce Management.

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