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Hatching the Complete
Project Manager
Presented by:
Nichole Harding and Pavi Pillay13 November 2019
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AGENDA
Introduction Environmental Assessment Incubation Approach
Hatching Case Studies Taking Flight Q&A
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INTRODUCTION
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BACKGROUND
Getting the right people on the bus, the wrong people off
the bus, and the right people in the right seats
(Jim Collins – From Good to Great)
Hatching = Getting the right people on the right bus
PM Technical Skills
Organization Requirements
Organization CulturePM Competencies & Characteristics
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EXECUTIVE SUMMARY
Content
• Industry Research Findings
• Case Studies
Key Findings
• “The Textbook PM” and
“The Complete PM”
• Investment increases long
term PM and organisational
success
• Financial and non-financial
benefits
Benefits to You (WIFM)
• As a decision maker
• As a PM
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ENVIRONMENTAL ASSESSMENT
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REQUIREMENTS PER TYPE OF PROJECT MANAGER
This sample represented in the chart has been drawn from
129 job specifications received for Project Managers during
the period of January 2017 - July 2019.
This included companies from the following industries:
• Financial Services Industry
• Retail Industry
• Insurance Industry
• IT Industry
• Consulting Industry
26%
17%
53%
4%
Business Finance IT Digital
Type of Project Manager
The data reflected here depicts requirements received from corporates
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Financial Industry Qualifications Retail Industry Qualifications
• Minimum 3 year Diploma in Information
Systems; and/or
• BCom (Information Systems); and/or
• BSc (Computer Science or Information
Systems); and/or
• Professional qualification Level 6, or
equivalent
• Qualification in Project Management
(PMP or Prince 2) essential
• Qualification in Agile Project
Management advantageous
• Minimum 3 Year Diploma in
Information Systems; and/or
• BCom Information Systems; and/or
• BSc (Computer Science or
Information Systems); and/or
• BEng –any field
• Professional qualification Level 6 or
equivalent knowledge and skills
• PMP, PMBok, Prince II, ASAP
certification desirable
PM REQUIREMENTS ACROSS THE FINANCIAL AND THE RETAIL
INDUSTRIES
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Financial Industry Technical Skills
• Microsoft Project / PPO / Microsoft
Office Suite
• Enterprise PM tools
• SDLC / PMBOK / Agile / Waterfall /
Prince II / ITIL
• IFRS and/or compliance-related
experience
• Actuarial and/or accounting
background
Retail Industry Technical Skills
• ICT ERP
• SAP ERP, SAP SuccessFactors, SAP
Activate & SAP RICEFW
• SDLC / PMBOK / Agile / Waterfall
• IT infrastructure
• Software engineering process
• Integration implementation
PM REQUIREMENTS ACROSS THE FINANCIAL AND THE RETAIL
INDUSTRIES
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PM REQUIREMENTS ACROSS THE FINANCIAL AND THE RETAIL
INDUSTRIES
Competencies: Similarities
• Planning and Organising
• Decision Making
• Leadership
• Stakeholder, conflict and influence
management
• Delivering results and meeting expectations
• Resiliency
• Ability to coach and mentor teammates
• Verbal Communication and Presentation
Skills
• Adapting and responding to change
Competencies: Differences
• Business Awareness
• Client Focus
• Ownership
• Excellent attention to detail
• Tenacity
• High EQ
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• Integrity
• Relating and networking
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• 3 SME’s were asked to participate in this Dipstick
• We asked for their definitions of the following competencies and how these would translate into behaviours:
o Ownership
o High EQ
o Tenacity
o Integrity
o Strong negotiation skills
o Coping with pressure & setbacks
DIPSTICK – PM COMPETENCIES
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THE APPROACH
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THE INCUBATION PROCESS; A HOW-TO GUIDE ON
HATCHING THE COMPLETE PM
Assessing Technical Fit
(a solid nest)
Assessing Cultural Fit
(the right temperature)
Development Support
(nestling)
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ASSESSING TECHNICAL FIT (A SOLID NEST)
Technical SkillsQualifications
• Organisational skill requirements and ways of working
• Qualifications vs experience
• Key skill elements
• Tools and the methodologies
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ASSESSING TECHNICAL FIT (A SOLID NEST)
Assessing a PM for the required skillset by a number of vetting techniques either by the
organisation itself or a recruitment/consulting house:
Basic skills identification
Technical assessment
Certifications verified
Aligned requirements
Interview Process
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ASSESSING CULTURAL FIT (THE RIGHT TEMPERATURE)
Top-Down
Flat
Siloed
Inter-team
Access to and ease
of decision-making
vs vs
Those pesky competencies…..
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ASSESSING CULTURAL FIT (THE RIGHT TEMPERATURE)
• Personal characteristics vs an organisation’s culture and
values system
• Limiting or boxing vs creative problem solving
• Upskilling or development to align to organisational culture
• Preference for structured vs unstructured environments
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ASSESSING CULTURAL FIT (THE RIGHT TEMPERATURE)
Assessing a PM for culture fit by a number of vetting techniques, either by the organisation itself or a consulting house,
include:
Character references and verifications
Consistent and multiple face to face
engagements
Psychometric or behaviouralassessments
Interview process
Underpinning the loop – lines of
communication must remain
open between recruiter and
hiring manager
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DEVELOPMENT SUPPORT (THE NESTLING)
ULTIMATELY HATCHING THE COMPLETE PM
• Identifying gaps
• Developing plans to
support the gaps
identified
Continued UpkeepMonitoring and Action Intensive Care
• Regular check-ins
- Informal feedback
- Information-sharing
- Tracking project
progress
- Offering support as
required
• Induction
• Acclimatising
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CASE STUDIES
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CASE STUDY: ONE (LESEDI LESEGO*)*NAMES HAVE BEEN CHANGED
COMPANY 1 COMPANY 2
Industry Financial Services Financial Services
Organisational culture
• Top down leadership approach
• Defined ways of working
• Vision not always clear or communicated
• Structured
• Governance-heavy
• Collaborative and highly dependent team structures
• Innovation valued
• Vision clear and frequently communicated
• Flat structure
• Unstructured at times
• Team oriented
PMs personal
characteristics
• Innovative
• Analytical
• Highly collaborative
• Autonomous
• Not an early adopter
of change
• Driven
• Creative thinker
• Big-picture thinker
• Unyielding
Skills match Strong technical and qualification fit Strong technical and qualification fit
OutcomeUnhatched - contract not renewed in the organisation and
PM replaced
Hatched – contract continuity across different projects in the
same organisation
Conditions
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CASE STUDY: TWO (HILLARY BOTHA*) *NAMES HAVE BEEN CHANGED
Industry Retail
Organisational culture
• Fast paced
• Tight deadlines
• Agile
• Chaotic
• Self-managed and autonomy valued culture
• Team-oriented
• Top-down leadership approach
PMs personal characteristics
• Self-driven
• Initiator
• Innovator
• Assertive
• Solutions Driven
Skills match Evident qualifications gap but strong technical capability and competencies.
Outcome Hatched – contract continuity across different projects in the same organisation
Conditions
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TAKING FLIGHT
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If the appropriate amount of time is invested upfront in Hatching the Complete PM, this enables
the hatched PM to take flight resulting in:
TAKING FLIGHT: BENEFITS TO THE PM
Longevity of service
• Average tenure
increased
High Performance
• More projects
completed according
to KPI’s
Skills Development
• More likely to
study/develop further
due to nestling action
plans
Future Placements
• Increased chance of
contracts within same
group
• Improved chance of
securing a new role
due to good referrals
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TAKING FLIGHT: BENEFITS TO THE ORGANIZATION
If the appropriate amount of time is invested upfront in Hatching the Complete PM , this leads to
organizations achieving the following benefits:
Cost & Time Saving
• Higher retention = lower on-
going hiring requirements
• Reducing time spent in hiring
and on-boarding cycles
• Reducing placement costs
Business Continuity
• Higher retention = maintenance
of intellectual property
• Stability due to “safe and trusted
pair of hands”
• Higher retention = organization
knowledge = new deliverables
absorbed with less of a learning
curve
• Understanding and application
of “ways of working”
Added Value
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Q&A