Ready to take your career to new heights? Whether you are a young project manager seeking your first promotion or an experienced veteran looking to run a project management office (PMO), this is your guide to getting ahead. If you are ready to move up, there is no shortage of opportunities to get the experience and credentials needed to propel your career to the next level.
SECURE A PROMOTION IN 4 STEPS
Many project professionals set a goal of moving up the ranks, whether that means managing larger projects, managing a greater number of them or shifting into program management. What steps should you take to get the promotion you deserve?
While there is no guaranteed road-map that leads to a promotion, there are some concrete steps that will increase your chances.
PERFORM WELL—AND BE TRANSPARENT.
In most cases, it all boils down to delivering results on your projects, says Lonnie Pacelli, president of Leading on the Edge, a Bellevue, Washington, USA-based project management consultancy. “But project managers can still be promotion-worthy, even if not all the triple constraints and success criteria are achieved relative to the original project baseline,” he says.
Even those who haven't always hit their targets can still shine by demonstrating a firm grounding in project management best practices. “Strive to do the fundamentals flawlessly, be accountable for both success and failure, and be willing to take on the tough assignments,” Mr. Pacelli adds.
Just don't give stakeholders any surprises.
“If a project slips schedule, budget or scope, you need to demonstrate that you are proactively on top of the change and communicate the right information to the right people at the right time,” he explains.
BROADEN YOUR KNOWLEDGE BASE.
“Most project managers come up through the ranks as engineers, programmers, etc., and know their fields well,” says Edward Kozak, PMP, president and CEO of Successful Projects for Leaders, a project management consulting firm in Chicago, Illinois, USA. “It's imperative that you make yourself well-rounded by augmenting your field-specific and project management knowledge with business classes.”
to become part of the executive suite, an MBA is a must. this gives the project manager that business knowledge to understand management's point of view.
SELL THE NEED FOR A CHIEF PROJECT OFFICER (CPO)—ESPECIALLY IF YOU'RE AT A SMALL TO MEDIUM-SIZED ORGANIZATION.
Some project managers have their eye on the executive ranks. If your organization hasn't identified the need for a CPO, you must persuade executives that a senior project practitioner should be represented at the top management level.
“To become part of the executive suite, an MBA (master of business administration) is a must, with a concentration in operations management, finance and/or business strategy,” Mr. Kozak says. “This gives the project manager that business knowledge and sense to be able to understand the issues that organizations face—to understand management's point of view and to be able to communicate with them at their level.”
How can you secure buy-in? Demonstrate to executives that a CPO is often a better option than a PMO for prioritizing and monitoring an organization's project portfolio.
“If the company is large, conducts many projects within a given year and is fragmented, then a PMO is probably a good choice,” Mr. Kozak says. “However, many smaller companies, or those that conduct perhaps 10 or so projects a year, have many of the same problems that larger companies do: loss of project control, poor estimating capabilities, lack of communication of corporate strategies and objectives, and lack of good (or misunderstood) project communication, to name a few. They are great candidates for one person at the management level instead of a larger, extended entity that costs more than it saves.”
BUILD RELATIONSHIPS.
Establish connections across your organization's various departments. Some of your most powerful contacts will be contract administrators, accountants, functional managers and purchasing personnel, Mr. Kozak says.
SHOULD YOU GET WITH THE PROGRAM?
Making the leap from project to program management is a logical next step for many project professionals. You've mastered complex projects and are skilled at running multiple projects simultane-ously—it may be time for new challenges in your career. And program management just might be the answer.
While many dream of a role in program management, there are a limited number of opportunities, warns Ken Robertson, PMP, president of KLR Consulting Inc., a project management consultancy in Vancouver, British Columbia, Canada. Those who want to make the switch must first build up a substantial knowledge base.
“You need to be an exceptional project manager to become a program manager,” he says. “So if you're not the best of the best at project management, then work on that first.”
What might not occur to you, though, is that program management requires a significant mindset shift. Your role will no longer be focused on the daily minutia of project tasks. You must take the broader view of program and portfolio management, where the risks—and the opportunities—typically are much higher.
5 Tips to Shift Your Mindset From Project to Program Management
We asked project professionals in the PMI Career Central LinkedIn group to share their insights:
In early 2007, my manager, who has a knack for spotting trends, handed me the reins and allowed me to start from scratch on what would become our division's project management methodology. In any given fiscal year, my department has 10 to 20 projects approved, and many of those turn out to be best run as programs. Back in 2007, I didn't notice a program when I saw it, but over time I began to recognize patterns among certain projects. I realized it might be best to combine these groups of interdependent projects for maximum benefit and long-term organizational potential.
Here are five ways project managers must shift their mindset to become program managers:
1 As trite as it may sound, think bigger picture. Ask yourself, “Why will running these projects together be better for the organization than managing them separately?”
2 Look for areas that can be coordinated among interdependent projects, such as schedules, resources, contractors and quality control.
3 Don't only plan projects individually. Once each project is on paper, bring them all together and examine them as a whole.
4 Think oversight and governance. Because there are many more moving parts, running a program will require more control and a clearer definition of who does what.
5 Don't be afraid to not manage a project. If your program is big enough, it may make more sense for you to assign project managers to the sub-projects than run each of those yourself.
It's Not the Only Career Path
Unlike most people, I do not assume that the career path for a project manager is to move to program manager and then to portfolio manager. These are different professions, and although someone may choose to take this path (with more training and experience), there are many people who have a great career and job satisfaction staying within the project management category.
Many organizations lay out a career path and push project managers along it, based upon salary ranges and job promotions. This is wrong. Program and portfolio management are neither just a better understanding of project management nor as simple as “You are managing more that one project, so you must be a program manager.”
Program managers must have more business acumen and knowledge of:
- Overall strategic importance of how the program(s) they are managing fit into the overall success of the organization
- How they can identify and take advantage of cross-project dependencies
- The best use of resources available, whether they are people, materials, processes or tools
In many cases, a portfolio manager does not need an understanding of the projects beyond the linkage of strategy, costs, timing, etc. Portfolio managers who are digging that deep into projects will not have time to do what they really should be doing—ensuring that the investments being made to support the various programs and projects are in the best balance to ensure strategic and financial success of the organization.
Companies and professionals who push project, program and portfolio management really should invest the time to truly understand the differences among these roles. Grow and reward the functions that are needed and forget about attempting to rationalize a career progression due to a lack of understanding or listening to people who think a title should mean more money.
I have folks who are project managers who make just as much as a portfolio or program manager. The skills for each are unique.
Surely, someone who has been managing successful projects would definitely aim to manage a program in the future if they want career progression. A program is not just more projects, of course—there have to be interdependencies among these various projects, which are all implemented to achieve one goal.
The skills for each are unique, yes, but if you start as a project manager (a real project manager and not put in position by halo effect), you would have a better foundation to succeed in managing programs or portfolios. Continuous learning is the key. To move to that next level, you will have to further your education, probably in business administration.
A portfolio manager who makes just as much as a project manager may happen, but that should not be the case.
» Join the discussion in the PMI Career Central group on Linkedln.
Program management requires a more strategic level of thinking than project management, adds Lidia Bozhevol-naya, chief of staff at Barclays bank in Dubai, United Arab Emirates. “It requires project managers to be able to prioritize different workstreams within a program,” she explains.
They must understand:
- The importance and scope of each workstream
- How they relate to each other
- What dependencies exist
- Which stakeholders need to be managed
- What the risks are and how to mitigate them
“All this has a multiplying effect on complexity of a role compared to leading a single project,” Ms. Bozhevolnaya adds.
Be prepared to be much more visible within an organization, says Brian Grafsgaard, PMP, PgMP, director of professional services at QBS (Quality Business Solutions), a portfolio, program and project management consultancy in Minnetonka, Minnesota, USA.
“Program managers typically operate at a higher level in the organization, with a much broader scope and impact requiring more advanced skills in stakeholder management (both internal and external), organizational change management and governance,” he says.
To gain experience, project managers should strive to apply the practices of good program management on a smaller scale, Mr. Grafsgaard suggests.
“If you are managing multiple related projects as a project manager, try to develop your own program around them and manage the program level as well,” he says. “Not all programs are initiated from the top down—organizational strategy to portfolio to program. Many programs emerge as commonalities, and inter-dependencies are discovered between projects, typically through alignment with strategic objectives or common resource needs.”
If you identify such an opportunity within your organization, keep in mind that it will take additional effort to manage both the program and projects—so be careful not to neglect your project management responsibilities.
“You will gain practical experience that you can leverage in the future. To help you sell the opportunity to integrate similar projects into a program, you must be able to articulate the benefits of the additional program level oversight, which will also help you ‘market’ your capabilities as a program manager,” Mr. Grafsgaard says.
THE DO'S AND DON'TS OF RUNNING A PMO
PMOs are increasingly common in organizations striving to standardize the methodologies of their project portfolio. They come in a variety of shapes and sizes, though. Some are focused on supporting specific departments’ projects, while others govern all the projects and programs within an organization.
Despite their differences, all PMOs share a common goal: to provide structure, methodologies, tools and processes to help ensure projects are successfully completed on time and on budget.
If you've been asked to lead a PMO, there are some important considerations to think about before stepping into this role:
DO: REMEMBER THE PROJECT LEVEL.
“PMO leaders need to be passionate about projects, enthusiastic about leading change and, most of all, not afraid to be unique,” says Peter Taylor, senior director of strategic business development at Infor, an enterprise software developer in Coventry, England. “They should also be effective in their communication, fair but strong negotiators, and they should never forget the project managers who will ultimately deliver their PMO success.”
DON’T: MANAGE YOUR PMO LIKE A PROJECT.
“Project managers manage projects, not PMOs,” Mr. Kozak says. “Project managers write status reports, not PMOs. These are two non-value-added activities for PMOs that I see.”
A PMO should be a liaison between upper management and project teams.
“It's important to ensure that communication is a steady two-way street,” he says. “Communicate management's words into project-related terms and vice versa.”
DO: EXUDE CONFIDENCE.
Those new to directing PMOs can feel overwhelmed.
“Don't let the size of the budget, scope or number of team members intimidate you,” Mr. Kozak says. “Manage a US$10 million program the same way you would manage a project 1/20th the size.”
Executives want to be assured that their PMO leaders have mitigated risk across the project portfolio.
“It's important to say things and provide answers with confidence and without hesitation,” he adds. “It's important to be able to substantiate your answers as well if challenged. In order to do this, you must be extremely familiar with project management methodology.”
DON’T: GET TOO BOGGED DOWN.
The PMO needs to stay lean and relevant, Mr. Pacelli says.
“Don't let a PMO grow to a lumbering organization that slows down projects and creates more administrative overhead for them,” he warns. “PMOs should enable projects to execute more effectively— not make it more difficult to get things done.”
Don't let a PMO grow to a lumbering organization that slows down projects and creates more adminis-rative overheac or them.”
—Lonnie Pacelli, Leading on the Edge, Bellevue, Washington, USA
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When a PMO becomes bloated, maintaining it becomes its own project.
DO: HAVE THE RIGHT TEAM IN PLACE.
“Those in the PMO need to truly be experts at managing aspects of projects,” Mr. Pacelli says. “If the PMO members are only average and create a waste of space on a project team, then the PMO is going to be viewed as a hindrance versus a help.”
WHY IT PAYS TO HOLD A CREDENTIAL (OR TWO)
Project management is a fast-growing profession worldwide, and competition for jobs is fierce.
Obtaining certifications is one of the best ways to set yourself apart—both at the start of your career and as you move up the ranks to more advanced areas of project and program management.
If you're new to the profession, the Certified Associate in Project Management (CAPM®) credential provides entry-level project practitioners with fundamental knowledge, terminology and processes of effective project management, and is an excellent way to establish your commitment to the project management field.
Research shows that those who hold certain credentials earn more. In Australia, France, New Zealand, Saudi Arabia, the United Arab Emirates and the United States, salaries are at least US$10,000 greater for those holding the Project Management Professional (PMP®) credential than for those who don't, according to the PMI Project Management Salary Survey—Sixth Edition.
Certified project managers are more attractive to hiring managers for several reasons, Mr. Kozak notes.
“Risk mitigation, for one thing,” he says. “When management sees that someone has a certification, they view that person as knowledgeable in the field.”
It has also become something organizations expect.
“There was a time when having a PMP certification wasn't a common thing,” Mr. Kozak says. “Now it's the standard by which project managers are measured against others.”
Having your PMP credential shows that you understand the basic elements of project management, Mr. Robertson says.
“Also, the certification requires continuous training to keep the accreditation, so that ensures that the project manager is keeping up-to-date,” he adds.
How, then, to stay ahead of the pack? Earn other certifications, Mr. Kozak suggests.
Options include:
- Program Management Professional (PgMP®)
- PMI Scheduling Professional (PMI-SP®)
- PMI Risk Management Professional (PMI-RMP®)
- PMI Agile Certified Practitioner (PMI-ACP)SM
These credentials display areas of expertise that organizations view as having a major impact on ROI, Mr. Robertson says.
If you have aspirations of consulting on project-based work, being certified is essential to be considered for any competitively bid assignment.
“As an executive, I want to minimize risk, which translates to being successful and improving the bottom line,” Mr. Robertson explains. “If I have my choice of assigning the project lead to one of two people and one of them has certifications, then I‘m going to choose that person. Plain and simple.”
POSITIONING YOURSELF AS AN EXPERT
Expert is an ever-popular business buzzword. It seems everyone wants to be one.
If you're thinking about setting yourself apart as an expert in a certain industry or area of project management, you must first have a good grasp of the basic processes and tools.
“Project managers need to start out generalizing,” says Mr. Taylor, author of The Lazy Project Manager: How to Be Twice as Productive and Still Leave the Office Early [Infinite Ideas, 2010].
From there, you must think out your strategy. Mr. Taylor suggests that specialization takes two forms: within your particular organization's training and project specialization areas, or in the component parts of project management, such as a focus on risk or scheduling.
Some so-called experts are actually knowledgeable in an individual segment, such as engineering—but they're not necessarily experts in project management, Mr. Robertson says.
“They seem to be a subject-matter expert first and then a project management expert second,” he explains. “While this works well if your career is going to be limited to a certain segment, it's not so good if you want to broaden your horizons.”
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“If I have my choice of assigning the project lead to one of two people and one of them has certifications, then I‘m going to choose that person. Plain and simple.”
—Ken Robertson, PMP, Vancouver, British Columbia, Canada
You also should tie your expertise to business results, Mr. Robertson says. “It's easier to become an expert in the mechanics of project management. But it's harder to make sure your project is always grounded in helping your clients to achieve their expected business outcomes,” he says. “This type of expertise requires expanding your business skills to better understand the business drivers and how your project can help them achieve their business goals.”
Project professionals who want to position themselves as experts should focus on such areas as risk, quality, business change and communications management. “These are the areas that can truly impact the business,” Mr. Robertson says.
4 Ways to Establish Expertise
1 Study A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Knowing it well is just the first step. You then have to demonstrate how following its best practices will provide value to your organization, Mr. Kozak says.
2 Share your knowledge. You can go about this in a variety of ways: writing articles, speaking at your local PMI chapter events or mentoring others.
3 Don't oversell yourself. “It can be a kiss of death if you profess to be an expert in something and then you're ‘found out,’” Mr. Pacelli warns. “Your credibility will be shot.”
4 Admit mistakes. “Share your failures transparently with those you are trying to teach,” Mr. Pacelli says. “I‘ll take a project manager who has personally experienced failures over one who claims to execute perfectly every time.”