All too often I am approached by PPM professionals asking me why they are not getting into shortlists for roles commensurate to their salary/day rates and experience. One look through the CV will tell me all I need to know about why the applications are not being taken seriously, if the CV is well balanced with project detail and core competencies then it is usually that the CV doesn’t speak the right level of seniority and responsibility.  Overlooked have been key areas such as team management (and direct line management which is less common with PPM professionals these days thanks to matrix environments), levels of management dealt with and of course complexity of projects (with the issues that these attract). Do not assume a job title will cover core areas of responsibility as titles can be very deceptive from organisation to organisation. If you are working at programme level then one would expect to see some reference to the elements of programme management required in order to carry out your role, project support professionals need to address the core areas they are covering such as interfacing the PM teams with senior management as standard and look into areas such as building project capability. Are you hands on or do you orchestrate teams? Or a bit of both, talk to us about how you deliver and deal with underperforming staff. Training and mentoring individuals and teams tends to be par for the course with most PPM professionals however not all and there are many ways to administer and gain buy-in; from your teams and also from your senior stakeholders.

There may be elements of change management you apply to your delivery and particular emphasis on risk – talk about these, all core areas sought after by employers. Don’t get caught into repetition on the CV – you may deliver similarly from role to role but there are always subtle differences, make sure you draw these out to add more value to the CV rather than stating “same responsibilities as XYZ role”. Cover as many elements of the project lifecycle as possible running through the roles so you can really start to tick the boxes of the hiring manager’s wish list. As a contractor you may have some fantastic war stories you can share – talking through how you hit the ground running and trouble shoot, and don’t forget that all important handover to BAU. Employers would much rather have a contractor come in and solve their issues and leave the team capable of continuing the good work once you leave. Always adding value, thinking about the end goal and how you can be attractive to your next employer is very important – don’t sell yourself short.