Q: Do you have any advice for a baby boomer looking to do something new? I'm in my mid-fifties with considerable project management experience at a large company.
A: Like a lot of experienced project managers, there comes a time when you stop, look around and wonder if there is a new career waiting for you. As we move through our working lives, priorities change, which leads us to consider new avenues and challenges. Think about your own priorities. Consider salary, work/life preferences, what your ethics and values are, and what kind of challenge you would like in your working life.
A career as a project manager is an excellent foundation when thinking about new opportunities. This could be the time to try freelancing or setting up a small consultancy offering specialist services or advice. Many people opt for this because it gives them greater freedom to pursue work that really interests them. This can also offer a better work/life balance, as well as new learning and development opportunities, depending on the new situations and clients you work with.
For many more experienced project managers, this is also a time when it would be great to give back. This can manifest itself in a variety of ways: Some become mentors to younger project managers; others become more involved in professional associations such as PMI, stepping up and volunteering more at local chapters. This type of volunteer time tends to open more doors and opportunities to explore, as you are networking much more than you ever did.
Other options include something called “encore careers,” a phrase used when people opt for more substantial involvement in public services or charity work. This is about using your considerable experience to make a huge difference to an organization that wouldn't normally be able to afford someone of your caliber. With a wealth of business and project experience, project managers often make great teachers and lecturers. Maybe writing a book and conducting lecture tours appeals.
Yet, project managers don't always remain project managers. Of course, project management skills are useful in many different settings. But keep an open mind while you think about what really interests you. You'll be surprised at just how many options emerge.
Q: I've been asked to prepare a presentation on project management for a job interview. Could you provide some advice and tips on how I can do this successfully?
A: If you have the instructions before the interview, take the time to do more detailed planning. You most likely will have a set amount of time to deliver the presentation. In an interview, presentations tend to be between 10 and 15 minutes long, so plan to cover one slide every two minutes. Keeping to the allotted time is an important assessment area and one where many people fail, so you absolutely need to stick to the timing.
The topic is normally a specific project management scenario, so taking a structured approach to the presentation is crucial. For the first slide, start by introducing yourself and presenting the scenario, laying out your understanding of it and any assumptions you've made. The next slide should be dedicated to the planning you would undertake.
Be careful with project management jargon. Not everyone on the interview panel will have a detailed understanding of project management. Plus, your language use will indicate how you convey information to different audiences. Make sure your content is short and incorporates bullet points. Use them to prompt further detail in the speech.
Interviewers are interested in the steps you take just as much as the final outcome. After outlining your plans, your next slide will cover what needs to be done and your ownership of that. After that, cover the outcomes and leave time for a summary. This is a powerful way of wrapping up, ensuring that all the dots are connected.
Throughout the presentation, make sure you make eye contact with each person on the interview panel, as well as the clock. Leave time for questions.
If you won't be given the topic until you are at the interview, you still can do some preparation beforehand. In this type of interview, candidates are expected to analyze, summarize and provide a course of action based on mocked-up documents, such as project status or progress reports. Your presentation is normally nothing fancier than a flipchart. Aim for one page for the summary and one for the course of action. Although time is short for preparation, make notes before committing them to the flipchart and check your spelling. These presentations can feel high-pressure, but organizations use these “stress tests” to see if you can deliver under the gun. The plus side is that a good presentation often works much more in your favor than a question-and-answer interview. You usually can better convey and actively demonstrate your experiences.
The plus side is that a good presentation often works much more in your favor than a question-and-answer interview.
Q: I need a mentor to help me progress in my role as a project manager. Do you have any advice on what steps I should take to find the right person?
A: There are three main factors involved when looking for a mentor. First, think about what exactly you are looking to get out of the mentoring relationship. Think about the key areas of the job that you are looking to improve and what you think the outcome of a successful mentoring relationship might look like for you.
The second factor is finding someone who has the right level of experience. The third, crucial factor is finding someone who has the time—and sometimes that's the most difficult thing to find. Start by looking within your organization. Approach your own manager for his or her thoughts on potential mentors. He or she might have suggestions you haven't thought of. Consider approaching the project management office (PMO), if your organization has one, for suggestions. The PMO works closely with people across the organization and will have a good idea about the level of experience and personalities of potential mentors. If you already have identified potential mentors and know what you are looking to get out of the relationship, you need to state your case.
The mentor-mentee relationship should have a structure. There should be a first meeting to set up objectives. There should be time set aside that suits both parties. There should be an understanding of what happens in the long term when goals are met. Potential mentors might feel more comfortable if the mentoring were treated like a mini-project, with a definite beginning and end.
Consider Your Career
Don't travel down your career path alone. Find advice and direction here. Send job questions to [email protected].
There is a host of additional advice on mentoring and being a mentee on PMI's Career Central, so take a look for more insights and inspirations. PM
Lindsay Scott is the director of program and project management recruitment at Arras People in London, England.