We Asked the Project Management Community: How Do You Show Your Value to the Organization During Performance Reviews?
How do you show your value to the organization during performance reviews?
“For me it is simple: Make money or save money, in every role. I want to turn every action into an accomplishment that brings measurable value in time, real money or customer satisfaction—then show that to my superiors. I was taught early in my career to speak the language of business as it is measured in value.”
—Kevin D. Martin, PMI-ACP, PMP, director, senior experience owner, USAA, San Antonio, Texas, USA
“I prepare each month for performance reviews to ensure that I'm constantly evaluating what I'm doing, how I'm doing it and what the team and I have achieved. My value can be measured against regularly documented deliverables or outputs. I also document the other benefits to the organization, such as tough decisions that are made, improved project culture, innovation achieved or development of a team's skills and capabilities. The ultimate value measure is the project's outcome to the organization, whether financial or nonfinancial, and this should be articulated well and aligned with the project vision and objectives.”
—Pramod Regonayak, PMP, head of finance data and governance, Bank of New Zealand, Auckland, New Zealand
“In more than 10 years as a project controls consultant in the electric utilities, my go-to tool and approach for showing my performance value has been earned value management (EVM). EVM provides different parameters and thresholds for measuring my productivity, including before and after comparisons. I use EVM tools like planned value, earned value, schedule variance and cost variance to measure how all these variables were before my assignment and how they improved during a chosen time.”
—Koga Akinsola, PMI-SP, PMP, project controls consultant, Progressive Global, Boston, Massachusetts, USA
“The best way to prepare is to gather data throughout the performance period to eliminate the focus or bias on recent projects only. It is important for me to present general project metrics such as planned-to-actual budget as well as schedule and risk performance. More importantly, however, I like to present the project benefit metrics to show how the project outcomes are performing. If the benefits to the project are performing at or better than what was expected at the onset, the organization benefits—and my value—is clear.”
—Lynn Kenning, PMP, PgMP, senior service delivery manager, Acliviti, Winfield, Illinois, USA
FOCUS ON ALIGNMENT
“First thing I do is to translate a subjective matter as value into an objective one in the framework of my workplace. When I do that, I am able to align my performance metrics with the objectives of my organization. As a result, the only thing I have to do when it's time to review my performance is to put the measurables I collected on the table to show my value to the company.”
—Sergio Luis Conte, PMI-ACP, PMI-PBA, PMP, project and program management senior supervisor, Latin America development and delivery enabling functions, PepsiCo, Buenos Aires, Argentina
“You really need to tailor the metrics to the role. Most of my work is around successfully launching products. Showing positive end user feedback is a strong measurement factor because it helps show how I helped meet mutual expectations. Or I might show how I handled escalations with effective interaction/negotiation in difficult situations. I track my goals and value all year long, so I have effective and thorough information to share with those who review my performance, whether it's peers or direct managers. And I always try to set stretch goals that show how I can grow—and how I can help accelerate the growth of the organization.”
—Tanya Sinha, PMP, technical program manager, Tech Mahindra (Americas), Mountain View, California, USA
Organizations are rethinking performance reviews, taking new steps to evaluate employees more frequently and more effectively.
How employees give feedback:
Source: Randstad Workmonitor, Randstad, 2019
What's your secret to ensure standup meetings don't stray off topic or get bogged down with too much detail? Email responses to email@example.com for possible publication in a future issue.