Project Managers as Senior
ExecutivesProposals to Accelerate Advancement from Project Managers to Senior Executives: a Research project
DeBourse, J-P. & Archibald, R.D. (2012) 2nd ed.Full Report: http;//www.pmi.org/Knowledge-Centre/Research-Completed-Research.aspx
Key Research Findings:Career Routes to the Top
ProjectManager
ProgramManager
FunctionalManager
SeniorExec
C
Competition
AcademiaConsultancy
Start Up
CEO
35%
10%
50%
5%
Key Research Findings:EXPERIENCE
Experience as a Project Manager and Program Manager is excellent preparation for an Executive position (88% all respondents agree)
BUT it is normally not sufficient (say CEOs)
3
Key Research Findings:SOFT SKILLS
The 21 hard & soft skills required are 90% common to Senior Execs and P & PMs BUT the missing 10% must be acquired to enable and enhance promotion opportunities at Exec level
Communication skills/networking/negotiating
Management skills/people management
Leadership skills/vision & big picture
Handling complexity/decision-making skills
Political skills
Key Research Findings:TYPE OF ORGANISATION
PROJECT-DRIVEN
PROJECT-DEPENDANT
Key Research Findings:PROJECT vs. PROGRAM
• BROADER ROLE - more responsibility & great range of skills required
• REPORTS in to more senior roles
6
Recommendations for action at the personal
levelDevelop visibility and political intelligence (33%)
Gain experience, develop skill-set & do personal work (29%)
Move to another position (20%)
Build knowledge, skills & credibility in PPM (8%)
Be lucky! (1%)
Proposals from the Literature
Build your brand
Enlarge your power base
Promote yourself & your project
Enlist a sponsor (and a mentor - and a coach)
Plan your career + updated c.v./Refs/Elevator pitch
Network, network, network
Stepping into the Spotlight
What kind of career are YOU looking for?
What do you think are the barriers to women taking on senior roles?
If you’d like to advance, what would help you?
Help us to think of ways to: Increase the visibility of senior women in projects
Help us to think of ways to: Challenge male dominated project teams (and tokenism) – in a non-threatening, project improving, manner
A project leadership role may not suit you now but lives, priorities and ambitions change. So if not now, when?