Tag Archives: effective project management

CV Tips, Job Applications, management advice, project benefits being realised, Project management career progression, Project Management Careers Advice, Project Management War Stories

What Makes Project Management Interesting – PM CV Tips

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Project Management is all about variety and achievement – however it isn’t as simple as getting from A to B, anyone who has managed a project which has run smoothly will appreciate the hassle free approach but in reality this is a rarity. It is the challenges and blockers which really make for an interesting project and can really add value to your CV. These challenges can range from cultural issues, resistance to change and suppliers going under. Not to mention disparate teams and no buy-in from the senior management team – every PM professional I have spoken to has a portfolio of stories to share but it is rare to see any evidence of this on their CVs. Employers are usually aware of the major issues faced within the organisation when looking to bring in fresh talent and sharing these war stories can really add a new dimension to your application and set you apart from your peers. It isn’t about whinging, trust me, a lot of PM professionals feel sharing such detail would come across like this however written in a positive light on how you overcome significant challenges you are addressing some core areas such as management style, problem solving and organisation. Although the other perception is that it is all part of the job, to a point yes it is but it takes real skill to turn around a failing or troubled piece of work and as such why are you not singing your own praises? Focussing on particular aspects of PM such as the people element or process are key skills sought after by employers. Quantifying your skill set with some key achievements is a great way to showcase yourself in your CV and let’s face it; the job market is flooded so it is imperative you are marketing yourself in the document. Choosing a few achievements with some variety and also targeting specific examples for the roles you are applying for will certainly highlight you for the right reasons with employers and the all important gate keepers (recruiters/HR).

Winner

When noting your achievements you should look to set the scene with enough detail to be clear on the challenge then talk through what you did to rectify the issues, followed by the result / benefits. Keep to a short statement (the CV needs to be concise) and don’t be tempted to share more information than is necessary – it always gives the impression you struggle to get to the point with long winded statements; this is not a good impression to make as hiring managers will assume an hour long interview is likely to go on for 3 hours and project meetings will unnecessarily overrun. Remember it is not just the content that is being assessed, are you being clear, concise and demonstrating an understanding of what it is you do.

Contractors, Observations, Project Management, Project Management Careers Advice

Contracting – PM CV Tips

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Performing the role of an interim Project Management professional is rather different to an employee position – obvious differences are that you are a temporary resource and as such you are paid (usually a good rate) to go in and address core business needs, and provide a robust solution.

Often you will face resistance by permanent staff and are viewed as the bad guy as opposed to the solution provider, it is not a role for the feint hearted and as such you will develop a style (and thick skin) which is flexible and understand the need to bring teams on board quickly without giving the impression you are stepping on toes but still meet overarching business goals.

Here’s a list of some things which you should consider if looking to take the plunge into contracting:

  • No inductions – unlike the employee route which will have you sat in week long inductions, the contractor will be thrown into the IT team to get set up on their systems and then you are on the start line (the starter pistol having been triggered weeks earlier).
  • Little support – as you are likely to be commanding a high day rate you will be deemed an expert in your field, so don’t expect any hand holding, be ready to roll your sleeves up from the off.
  • No training – not true with every organisation, I have seen some businesses investing in training and qualifications for contractors, however this is a rarity and not something you should be expecting.
  • Expected to hit the ground running – As per the inductions bullet point, jumping straight in is the norm. You will develop a style over time where you will have a communications plan set up from the off, getting to know the teams and understanding their perspective is important.
  • Inheriting teams – although not always the case, some are lucky to be able to recruit their own team, whether internally or bringing in talent. But you will always come across assignments where the team has already been picked, not always ideal but a good leader will ascertain the teams’ abilities and needs quickly and ensure they are driving results.
  • Resistance – how many have tried before you, I have spoken to many a contractor who has taken an assignment which has previously had several PMs try and fail. In this instance you are likely to be met with teams who are waiting for you to fail or are just fed up with a newbie coming in and implementing yet another method of approach.

Contractor

Contractors by nature tend to get bored in their roles after a while which is why they choose to take this route, always looking for their next challenge and keen to be involved in problem solving. The best contractors really have the people element of PM nailed down, the ability to really understand people and lead from the front is key to being successful – arguably a skill which cannot necessarily be learned but can certainly be honed.

Careers Advice, Change, Project Management Achievements, project management recruitment

Never Let Me Go – is your employers’ inability to let you leave healthy?

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Always an interesting topic of conversation, when people tell me their employers will do almost anything to keep them. A compliment yes, obviously you are doing something right but how healthy is it to keep going at the same place beyond a few years? The problem with most organisations is that the projects can tend to become a little BAU (business as usual) and as much as a success you are at delivering, is this actually assisting you in moving forward in your career – probably not! Yes you may well be nicely compensated on your annual salary review and bonuses are always great but is the work actually stretching you?

As a progressive PPM professional you should always be looking for the next challenge and for pieces of work which will expand your skill set and portfolio of success, additional training when offered should always be embraced and taking on new teams, especially those which need strong leadership. Contractors are a great example of those who relish taking on difficult or failing pieces of work; the challenges make for an interesting work life and also enhance their capabilities moving forward. Contracting isn’t for the feint hearted though and those who prefer the security of a salary rather than day rates should really look at new internal challenges but also at moving on after a while to new businesses which offer something fresh and exciting to add to your experience portfolio. It can be daunting when you have worked within the same environment for a number of years to move on into the unknown. This is a common concern but as the PPM job market has been up and down, the roles are always there and sometimes it is about taking a leap of faith – in reality, just how stable is your current business? I was talking with a Project Director last week who works for a large blue chip, she told me that the headcount across the business was being rapidly reduced and that she has advised her project teams to update their CVs despite no actual decision to make cuts within the team as of yet. She told me she was met with resistance as there was a distinct “head burying” culture which she is trying to break through.

Change

It is also common for counter offers to be made by employers to keep talent on board when external job offers are made – however is this not too little, too late? If you were truly valued then why does it take a threat of leaving to receive a salary you feel is more commensurate to your skill set. Take positive steps forward to ensure you keep on enjoying your work, be happy and learn to let go. Resistant to change? Come on, we’re all project people and projects are change.

Change, Change Management, guest blogger, management advice, Project Management, Project Management Communications

Organisational culture – why bother?

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Organisations to date are still grappling with the complexities of defining a common organisational purpose. This becomes even more complicated during a business acquisition or merger, especially when there are major differences in organisational values and behaviours. This is also evident when large multi-national companies enter less mature markets and quickly discover that local
organisations have their own unique way of doing business in that particular business environment. Sometimes what is deemed ‘unacceptable’ in some markets is quite ‘acceptable’ somewhere else. This is a constant challenge facing all types of organisations globally. Culture will ultimately define a company’s belief system and expectations for the future, and will invariably influence success or failure in a highly competitive global marketplace.
As a result of greater focus on ‘cultural fit’ and all things related, Private Equity firms are now investing considerable time and resources to better understand a target company’s organisational dynamics before concluding any deal. This could be a major factor in realising value from the deal down the line. A company that has a defined philosophy for doing business will more likely have a
better strategic vision, which in turn makes it more appealing to investors, internal and external talent pools and customers alike. An organisation’s culture could either make it or break it over the long term. Thus, in attempting to create a high performance organisation, it becomes vital for senior leadership to define the culture required for success, or in the case of M&A’s, creating a vision for the future that will aim to bring the best of both organisational cultures together to deliver maximum value for all stakeholders. It is at this point that a company’s senior leadership team have an opportunity to etch themselves in corporate history and create the environment for making the company highly successful. Senior executives need to grasp this opportunity by ensuring they live
the values of the organisation and become effective role models for the rest of the organisation to follow. Doing this effectively at the top of the hierarchy instils confidence and trust in the layers below and has a mesmerising effect on motivating the wider workforce.
It is never an easy task to create or change cultural identity however with the added pressure of globalisation, the race for good talent and ever changing technological advancement, global organisations cannot afford not to invest in creating distinct cultural identities. Companies around the world are investing heavily on optimising business performance. Process and technology change alone will not make a difference unless there has been a carefully thought out people change strategy which is aligned to the strategic vision of the organisation. Many transformation efforts fail due to poor people change planning. On some large programmes it is often evident that ‘lip-service’ is paid to the impact of change on people and in many cases prevents the successful adoption of new ways of working. People need to be engaged early, to instil the values of trust and integrity. Many organisations leave it too late and lose immense credibility internally as well as externally as information starts to leak everywhere. A company serious about reputation and brand attractiveness will have as part of its organisational DNA, clear values around trust, transparency and commitment to treating people with due care and not just paying ‘lip-service’ to employee consultation. In conclusion, all aspects of transformational change require clear linkage to the corporate strategy of the organisation. This is often neglected and in many cases leads to the failure of the change
initiative, wasting valuable time, resources and energy. It is therefore vital for companies to establish the right type of culture, be it for the purposes of expanding into new emerging markets, M&A’s or a brand new start up looking to establish a foothold in the open market. A well-defined organisational culture provides the starting point for all stakeholders to feel part of something unique. This only encourages greater differentiation between competing organisations and its influence over products, services, quality and the ability to attract specific talent pools.

Vellendra Sannasy is an Organisational Change Professional with extensive experience in leading strategic and operational business change. Vellendra has worked with global organisations in the UK, US, Asia and South Africa, with a great appreciation for cultural
diversity and different ways of working. He is also the Founder of StratChange Consulting, which is a niche consultancy, providing strategic and operational guidance to C Suite Executives and Senior Management teams undergoing complex organisational change.