1
WHAT'S THE CORPORATE CULTURE LIKE?
If an organization's corporate culture isn't right for you, even the most enticing salary and benefits package might not be enough to keep you onboard. To make sure you're joining a company that reflects your own personal beliefs, ask potential employers a few basic questions, suggests Everlyn Mwangi, PMP, retail quality assurance analyst at Safaricom, a telecom company in Nairobi, Kenya. “I'd want to know what environment I'd be working in in terms of dressing culture (some organizations have defined dress codes), corporate language, teamwork, corporate responsibility and any other expectations that the employer may have in terms of cultural fit,” she says.
Even religious practices can play a factor—especially for a profession as mobile as project management.
“If, for example, you are a Christian and you got a job in a Muslim country (or vice versa), what would the organization's expectations be? Such guidelines would be vital for me to know lest I find myself going against my employer's norms once I am hired,” Ms. Mwangi explains.
Another consideration: Is there a project management office (PMO), and how does it fit into the corporate structure? Is project management considered a senior management or junior-level activity? Getting the answers to these questions will help you discover how much value the company places on project management and the level of support you're likely to receive from coworkers.
2
WHAT WILL MY ROLE BE, EXACTLY?
These days, a project manager's job description can range from “a cog in the wheel” to “a key contributor.” Because of this wide spectrum, you must find out what role you will play in a company's growth.
“I've worked some places where a project manager is supposed to set up meetings and take notes,” says Amy Forsberg, PMP, program manager at RPI, a print-on-demand company in Seattle, Washington, USA. “The other extreme is the project manager who leads projects, negotiates with vendors and plays much more of an active role.”
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Find out where project managers fit in the managerial structure, Ms. Mwangi adds. “Will it be top level, middle level, or will I be an operational manager?”
Ask the hiring manager what a typical day looks like for an employee in a similar position at the organization, or ask what specific duties will be expected of you. Doing so will help you determine what to expect coming into work each day.
3
WHERE DO YOU SEE THE ORGANIZATION IN FIVE YEARS?
In today's economy, it can be commonplace to join a company only to discover that it's merging with a competitor in eight months' time. Avoid such surprises by inquiring along these lines: “I like to know what the company's business goals are, especially if the company is a start-up,” Ms. Forsberg says. “With a start-up, it is important to know if they are planning to do an initial public offering, want to be acquired or something else.”
The answers to these questions often determine “if a paycheck is going to last more than six months,” she explains.
Determining an organization's direction can also help you assess your own potential for professional development.
“As the organization grows and expands, I would also expect my role to grow and expand so that I'm able to keep up with the changing trends in project management,” Ms. Mwangi says.
4
WHAT PROJECT MANAGEMENT PRACTICES ARE IN PLACE?
Like it or not, some organizations aren't at the point where they consider project management a strategic competency. And for those that do, there are no hard and fast rules how to practice project management.
“That's all the more reason to ask whether a potential employer has specific standards, methods and tools for project management or if they allow project managers to carry on projects with their own standards and procedures,” says Colin A. McCall-Peat, PMP, enterprise PMO manager at Gijima, an information and communications technology firm in Johannesburg, South Africa.
The answer often correlates directly with how you can shape your role as a project professional at the organization.
“I worked for a company where I was responsible for making sure stakeholders agreed with the project, making sure the right team was in place and negotiating with vendors,” Ms. Forsberg says. “In that case, I picked my own project management processes.”
Take your questions a step further to get into the nitty-gritty details, Ms. Mwangi advises. For example, “What is the project management structure of the organization? Is it projectized, functional or matrix? What type of projects will I be running in terms of size and frequency?”
How an organization perceives a failed project, and its strategies for picking up the pieces, are also strong indicators of whether or not a potential employer is right for you.
“Ask what the implications for a project manager are if a project fails,” Mr. McCall-Peat recommends. “And if a project has to change course, are there certain recovery steps and scope change management processes in place—or does the company allow willy-nilly changes?”
5
WHAT TECHNOLOGIES SUPPORT PROJECT MANAGEMENT AT THE ORGANIZATION?
Will your days be filled with Excel spreadsheets or a highly sophisticated project management system? The answer to this question could mean the difference between being frustrated by mounds of paperwork and enjoying the simplicity of an automated process.
Look for an organization that has implemented tools such as a portfolio management system, project management templates and a solid reporting structure, Mr. McCall-Peat suggests. Communication software varies from one company to the next, so find out exactly what is used, Ms. Forsberg recommends.
6
WHAT OPPORTUNITIES ARE THERE FOR ADVANCEMENT?
You might have landed a new job—but you still have to think about your future. There are a number of specific questions you can ask to seal your upward mobility.
“Ask to see the career framework for the project management job family so that you can get an idea of what different job titles there are, and how these different levels are represented,” Mr. McCall-Peat says. “A company should also have a development roadmap for how to get from one level to the next—what kind of qualifications, training, skills and competencies one needs to progress.”
Another concern: How far is an organization willing to go to help you move up its ranks? Will they pay for training or certifications? Do they offer a mentorship program that allows you to learn from the company's leaders?
“If the project management role is valued by the company, it'll help you with additional education and will be more open to you expanding your role within the organization,” Ms. Forsberg says.
Still, no matter how strong your investigative skills, there will always be surprises once you start your position as a project professional at a new organization.
“I have never taken a job that was exactly like it was broadcast to me,” Ms. Forsberg says.
But asking a few carefully thought-out questions can give you a better idea of what you're in for…before it's too late. PM
ADVICE FROM YOUR PEERS
Perhaps the most important thing would be to ascertain the level of management commitment and support for program management, and the true level of authority a program manager is given. —Ray Abrishami, InLinx Communications, San Francisco, California, USA
First you should create a relationship with the interviewer and understand what he or she wants. If I want to decide whether to accept or reject a job, I ask what my job will be—and the answer should not only be a job title like “project manager.” The answer should consist of a complete description to specify my duties, responsibilities and expectations. My second question is: Who will be my boss? To whom should I report? Sometimes it is not acceptable for me to report to several bosses if that means consuming most of my time collecting information to prepare reports with different formats for each boss.
—Kiumars Mahmoodzadeh, TAM Iran khodro Co., Iran
Will you have authority? Without it, one is impotent to perform project management. You may have taken on the responsibility, but with no authority to effectuate your plans, it's a bad trip down micromanagement and blame road.
—Andrea Pappas, AutoScribe, Washington D.C., USA
I would ask about the organizational structure. Is there project management or functional leadership? Is it a weak, strong or balanced matrix? Also, do they have an internal project management methodology? If so, for how long and to what level of success? Some organizations consider themselves project management-driven but don't actually practice what they preach.
—Kathryn Meekings, Drivetrain Power and Propulsion, Sydney, Australia
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