Kamil Mroz: Next Generation Project Managers – Tips for Early Career Success
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Kyiv Project Management Day 2016 Kamil Mroz: Next Generation Project Managers – Tips for Early Career Success Сайт конференції: http://pmday.org/ Спільнота в мережі Linkedin: http://bit.ly/PMDayLin Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB Twitter конференції: https://twitter.com/LvivPMDay
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Kamil Mroz: Next Generation Project Managers – Tips for Early Career Success
- 1. Next generation Project Managers: Success Tips For Getting Ahead and Working Together Kyiv PM Day Kamil MROZ IPMA Young PM of 2013 LSS, PRINCE2, Trainer
- 2. Who am I 2
- 3. 3
- 6. 6 Characteristics of the 21st Century
- 7. • Diversity • Ambiguity • Complexity • Rapidly Changing • Interdependent 7
- 9. Projects are Change • PMI (website, not PMBOK) – “A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources.” • PRINCE2 – A Project is a temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case. • IPMA – “A project is an endeavor that produces a clearly specified product, service, or result in a limited period of time within a limited budget.” 9
- 10. 10
- 11. 91% of Millennials (born between 1977-1997) expect to stay in a job for less than three years, according to the Future Workplace “Multiple Generations @ Work” survey of 1,189 employees and 150 managers. That means they would have 15 – 20 jobs over the course of their working lives! 11
- 13. Opportunities for Millennials to be Project Managers 13
- 15. “Knowledge is Power” PMP, IPMA C,B,A • Experience based exams PRINCE2 (Foundation & Practitoner), CAPM, IPMA-D • Knowledge Based exams 15 • Start with knowledge based exams and as you gain more experience attempt an experience based exam such as PMP • Know which certification is right for you and possible
- 16. Planning your PM Future • Know what is the next step in your career? – Project Manager – Team Leader – Process Improvement – Programme Management 16
- 17. Project Management Career Paths
- 18. 18 Characteristics of the 21st Century
- 19. 19 Moore’s Law: is the observation that, over the history of computing hardware, the number of transistors in a dense integrated circuit has doubled approximately every two years
- 20. The rate at which technology is getting faster is in fact getting faster….! 20
- 28. Perception 28
- 29. 29
- 30. 30
- 35. Try New Online and Open Source Tools! 35
- 36. 36 Importance of Emotional intelligence
- 41. 41
- 45. 3-Steps to Developing EQ
- 46. 46
- 48. Practice in a Fail safe environment
- 50. Who remembers what is my IPMA Project?
- 52. Keys to the Project • Inspiration • Practical Advice • Mentorship
- 54. CV Assessments
- 56. Workshops
- 57. Micro Mentorship
- 58. 58 Be a Leader, not a Boss
- 59. 59
- 60. Be a Volunteer PM 60
- 64. 64 Volunteering enables a Sense of Service Leadership
- 65. Service Leadership 65 • Lao-Tzu wrote about servant leadership in the fifth-century BC, he said: • A servant leader is someone who is a servant 1st • Has a responsibility to the world and his team • They contribute to the well-being of people and the community
- 67. PMs Build Culture • Policy (Organizational) • Project Culture (project level) 67
- 70. 70
- 71. 71
Notas del editor
- Thank you so much for the invitation, I am very happy to be here with you, especially to help address this very interesting theme of the conference, which is PMSpring, not only is spring about change – but it brings a positive connotation & a sense of renewal– and I think we are at a critical moment in Project management where we also need to thing above change, evolution.
- Some of you who have read my bio, and those with who I had dinner with last night, know that I am quite a globetrotter. I was born in Poland, grew up in Canada lives in South America, my wife is Spanish and I’ve studied in Brussels and am currently living in Belgium where
- As you may have heard in 2013, I had the great honour to receive the very prestigious prize from the IPMA, the Young Project Manager of the Year Award. This opened up the doors for and gave me the opportunity to contribute to books in Project Management, publications and participate in events around the world speaking on project management. And everywhere I went, I seemed to get a few similar questions. From the more senior project managers started to ask me, where do I see the future of project management, and from the younger generation of Project Manager – How do I break into the profession and how can I be successful in the years to come?
- And so this presentation is a response to those questions, I will present to you some success tips to help young aspiring project manager to break into the profession, but also recommendations on how both on how the younger and senior PMs can work together for lasting success.
- Now before, we get into the bulk of the presentation, just like the theme of this conference, that pushes us to look at Change.Challenge.Opportunity we must set the scene of the Project Management landscape and analyze how it has changed.
- Diverse Ambigious Complex Rapidly-Changing Interdependant
- Now although the world is changing, for some professions it may be difficult to grapple with this notion of adapting to change, but as Project Manager adapting to change is in our DNA. Who was a pre-scoratic greek philosopher.
- If we look to any definition of a Project, it is all about bringing about change – they are temporary, and limited in scope and resource to deliver the service or product necessary for the customer.
- Moreover, the young people, my generation the millenials – we are quite cut out to become Project Managers. Not only are we a generation that is constantly looking for change, we are mobile, flexible and tapped into the wonders of technology. Keep young practitioners engaged so they’re less likely to jump ship. 8 July 2014 Project management is booming, and millennials hammered by the recession are flocking to the profession. Three in five hiring managers say interest in project management careers among younger job applicants has jumped over the past decade, according to PMI’s 2013 Pulse of the Profession® study. So how do organizations find (and keep) the cream of the crop? Making the wrong call could hurt. Approximately 60 percent of millennials globally exit their companies in under three years, with 87 percent of organizations reporting costs of up to US$25,000 to replace each lost employee, according to a 2013 survey by research firm Millennial Branding. Organizations can make the most of the millennial project talent pool with these tips: 1. Go straight to the source. Instead of weeding through online applications, Michael Ferreira, PMP, heads right to millennial hotspots like universities, entrepreneurial incubators, industry get-togethers and Twitter. Directly engaging with younger practitioners allows him to observe their communication and leadership skills, while also sending a signal that he’s interested, says Mr. Ferreira, project management consultant at ShawCor, an energy services company in Toronto, Ontario, Canada. Talent scouts can keep the conversation going by interviewing young candidates on a rolling basis, says S. Slade Sundar, COO at Forte Interactive, a web solutions company in West Palm Beach, Florida, USA. Then, when a position does open, organizations have a jump-start on the brightest stars. 2. Show them their very own path. Once they’re in the door, a defined career path and ongoing training helps keep young employees interested and also benefits the organization. For example, 77 percent of high-performing organizations — those that complete 80 percent or more projects on time, on budget and meeting original goals — have ongoing project management training, while 62 percent of high performing organizations define a career path for project managers according to PMI’s 2014 Pulse of the Profession®report. “As long as they have enough money to take care of their daily needs, millennials are predominantly looking for opportunities to grow and contribute,” says Susanne Madsen, project management consultant at Susanne Madsen International Ltd., London, England. “What really motivates and retains them are professional opportunities.” In other words, millennials are looking for employers to help them develop their careers. 3. Bring them into the fold. “[Millennials] are used to being involved in decisions that affect them,” Ms. Madsen says. So organizations should try to make them part of relevant conversations and provide opportunities to lead and work autonomously. One option is for organizations to cross-train millennials and give them mini projects to head up, along with their regular support responsibilities. Foster an environment in which they can explore what direction they want their career to go by actually trying out tasks related to a specific direction, Mr. Sundar says. 4. Be open to rehiring. Sometimes you have to thin the ranks and let millennials go, Mr. Ferreira says. But organizations must know how and when to reel them back in, especially in an age when most employees don’t remain at one company for their entire career. When young stars leave his company on good terms, Mr. Sundar follows their careers and keeps in touch. “We still have them come to company happy hours,” he says of those who depart. “And I would hire any of them back at a moment’s notice if there was a fit for a position at that time.”
- Not to mention
- Through 2020, 1.57 million new project management jobs will be created every year worldwide. We are seeing more and more companies bring on project and programme managers to handle the big tasks of project that are coming up that require someone to come in and oversee them. Between 2010 and 2020, 15.7 million new project management roles will be created globally across seven project-intensive industries. Along with job growth, there will be a significant increase in the economic footprint of the profession; the project management profession is slated to grow by USD$6.61 trillion. This enormous anticipated growth, along with higher-than average salaries, will make the next seven years an opportune time for professionals and job-seekers to build project management skills.
- Since there will be more and more PM jobs, it’s important to adapt your organizational capabilities to adapt to this need. That is, career paths for young people to follow as project managers, and promoting Project Management career development paths with the appropriate levels to retain top talent. This requires consideration at the highest level to re-define organizational strategies to ensure that this is taken into consideration. The challenge is that at all levels of the organization this project management consideration is taken into place: Business Vision and Strategy Organizational strategy and competency alignment Individual assessments to evaluate individual performance Build Tailored capability development Deliver trainings Embedding into the organization Feedback and results review
- We often talk about how the growth of internet is explosive and how soon the whole world will be hooked to this medium. But words can not procure it as effectively as this infographic by Intel does. According to the infographic, netizens make some 2 million Google searches and 100,000 tweets every minute. And that’s literally just the tip of the iceberg. Even with millions of people tooling a smartphone, it is indeed surprising that 47,000 apps are downloaded each minute. Moreover, the power of the open-source is also well manifest in the fact that every single minute, 6 new Wikipedia articles are published – guess we never will be able to read that encyclopaedia in its entirety. Facebook takes the lead when it comes to the social media front. Every minute, 277,000 logins are made to the social network with 6 million views. 30 hours of video are uploaded to YouTube and 1.3 million views pour in within that minute. Twitter is close on the heels of Facebook with its 100,000 tweets and 320 new Twitter accounts per minute.
- If everything goes according to plan, Laurie Pickard, 32, will earn her MBA in three years for less than $1,000. She’ll take classes from Stanford, Wharton, and Yale, among other top-tier schools. And she’ll tackle it with $0 opportunity cost by keeping her full-time job as a rural enterprise development and entrepreneurship specialist at USAID. She’ll accomplish all of this from Kigali, Rwanda.
- "Perception involves all the ways of becoming aware of things, people, happenings, or ideas. Judgment involves all the ways of coming to conclusions about what has been perceived. If people differ systematically in what they perceive and in how they reach conclusions, then it is only reasonable for them to differ correspondingly in their interests, reactions, values, motivations, and skills." Anaïs Nin (Spanish: [anaˈis ˈnin]; born Angela Anaïs Juana Antolina Rosa Edelmira Nin y Culmell; February 21, 1903 – January 14, 1977) was an author born to Cuban parents in France, where she was also raised. She spent some time in Spain and Cuba but lived most of her life in the United States where she became an established author. She wrote journals (which span more than 60 years, beginning when she was 11 years old and ending shortly before her death), novels, critical studies, essays, short stories, anderotica. A great deal of her work, including Delta of Venus and Little Birds, was published posthumously. Perception: In short, perception is how you see the world around you. it specifically involves how you view the people around you, and what you think the implications are about certain personal events that involve you and others in your life. It affects interpersonal abilities, such as our abilities to relate or at least understand others on some level. At the same time, impairment in perception can be due to a psychological illness or a prolonged attitude towards others that is caused by something that has happened in his/her past experience
- There is an opportunity for a real knowledge and experience exchange where both parties bring to the table unique experiences. The older generations are full of wisdom and experience to help guide the uneasy millenials, where as the millenials are masters of technology.
- Peter Salovey and John D. Mayer coined the term in 1990 describing it as "a form of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and action".
- Peter Salovey and John D. Mayer coined the term in 1990 describing it as "a form of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and action". Daniel Jay Goleman (born March 7, 1946) is an author, psychologist, and science journalist. For twelve years, he wrote for The New York Times, specializing in psychology and brain sciences. He is the author of more than 10 books on psychology, education, science, ecological crisis, and leadership.
- EQ has a greater impact on success than other factors. The ability to delay gratification is a primary indicator of future success. High EQ leads to healthy relationships with others. Before we jump into a few quicks tips to boost your Project Management emotional intelligence (EI) or EQ, let’s start off with a short history of where the term came from and how important it is in your professional development as a project manager. Peter Salovey and John D. Mayer coined the term in 1990 describing it as "a form of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and action". Although EI has recently become a trending topic in coaching and leadership development, the concept has actually been around for a while. Looking to ancient history Aristotle made mention to the importance of EI explaining “anybody can become angry – that is easy, but to be angry with the right person and to the right degree and at the right time and for the right purpose, and in the right way – that is not within everybody’s power, and is not easy” Then in the 1990’s Daniel Goleman published the best-selling book, Emotional Intelligence arguing that it was not cognitive intelligence that guaranteed business success but rather emotional intelligence, or simply put “IQ gets you hired, but EQ gets you promoted”. He emphasized that people with high EQ demonstrate the following four characteristics: These traits can be further divided in personal competence & social competence Emotional Intelligence in Project Management As a certified Project Manager, you've probably mastered the processes, themes and techniques of different books of knowledge, which can be understood as Project Management IQ. Having a high PM IQ, therefore means to be well versed in the technical knowledge of these methodologies, processes and various books of knowledge. However, this alone is no longer enough to deliver successful projects on time, budget and to quality expectations – both EI and IQ are needed for project success! Nowadays, it is equally (if not arguably more) important for a Project Manager to possess and hone their EI for project success. Not to mention that PMI’s research shows that among the three skill sets within “The Talent Triangle” leadership skills have a direct influence on the success of project managers and projects. This is especially important considering that on average about 90% of the time in a project is spent on communication by the project manager including building rapport with key stakeholders and leading teams in productive behavior. The impact of EI on your professional success is becoming more and more important. According to TalentSmart 90% of high performers have high EQ and that people with high EQ make 29,000 $ more annually than their low EQ counterparts. Daniel Goleman emphasized that EI accounts for 80 percent of career success! So now that you see the value of EI, let's jump into my 3 simple steps to jump start your project management EI! Step 1: Understand the Theory & Fundamentals – The IPMA ICB I know many of you will be grinning, thinking that EI cannot just be read about and immediately applied but rather must be practiced and learned through experience. I agree that EI is best developed through a "Learning by Doing Approach", nevertheless we can definitely speed up the process with a strong theoretical foundation. So let’s take it one step at a time. My first recommendation is to understand from a theoretical standpoint the notions of EI, especially how does it apply to Project Management. The first place to look is the International Project Management Association (IPMA). Their literature on "Behavioural Competences or People competences" found in ICB4 is a great place to start (my personal favorite for soft skills knowledge). In contrast to other PM methodologies, IPMA does a great job focusing their PM theory to behavioral competencies exploring aspects of leaders, self-control, conflict-resolution and many more, which serves as a great starting point and theoretical basis for the critical soft-skills you will need as a project manager. This will enable you to start thinking about EI, from a theoretical stand-point that is about social skills and aspects of self-management. The interesting thing about the ICB, is that the team that had drafted this document is composed of a well-versed group of international Project and Programme Managers, who have infused this theoretical knowledge with a wealth of practical experience making it an indispensable tools for your EI development – make use of the breadth of knowledge! Download the ICB4 – Click Here Step 2: Check Your Personality Once you have gained a strong base of theory from the ICB, it’s time for you to check your personality. And by that I don’t mean seing psychologist… I mean doing a professional personality test such as INSIGHTS or MBTI. These tests are designed in such a way as to help indicate your psychological preferences in how you perceive the world and make decisions. For example, one of the outputs of the INSIGHTS test a 20 page personality profile, which identifies strengths and areas for development. This personalized assessment provides information on your individual strengths and weaknesses, communications style, and your value to a team, all of which in my opinion help to raise your self and social awareness. If you recall EI skills depend on the ability to understand one’s own emotions before it is possible interact effectively with others. Goleman said, “The ability to manage yourself – to have self-awareness and self-regulation – is the very basis of managing others, in many ways.” Therefore self and social awareness are the cornerstones of EI, particularly in a project team setting. Since self and social awareness is your ability to accurately perceive yours/others emotions and stay aware of them as they happen – personality tests help you to hone in on what type of personality you are and how you communicate and are perceived by others. Since these mainstream personality tests can be quite expensive, you could also try some free tests online (but I don’t think they are as extensive and deep as the ones mentioned above): http://www.queendom.com/tests/testscontrol.htm?s=73 http://greatergood.berkeley.edu/ei_quiz/ Step 3: Practice in a Fail-Safe Environment – the Magic School Bus way! Building EI requires effective communication between the rational and emotional centers of the brain. Since you are now equipped with both a theoretical understanding of soft skills, and your unique personality test, it is time to, as Mr Frizzle taught us in the popular children's cartoon “take chances, make mistakes, get messy!”… My recommendation here is rather than practicing EI at the client or where messing up could cost you your job. Try to find a fail-safe environment, where you can take on a leadership role and failing or making mistakes won’t cost you your job – why not be a Volunteer Project Manager in a local non-for-project. Although volunteer work does not pay a salary, it enables you to create impact and strengthens your leadership compass and practice your aspects of social skills in a group environment, where you can very quickly take on higher leadership role with more responsibilities than you currently have at work! Volunteering has been the platform for me to practice project management skills, escape my comfort zone and take the lead on many complex projects (even allowing me to win the IPMA Young PM of the Year Award for one of them). It was a fail-safe environments where I practiced project management skills in a supportive environment, and was not afraid to to take my skills to the limit. Volunteer project management, doesn't necessarily have to be in a non-for-profit organization, it can also be practiced within your organization. For example, taking on a leading role in organizing an internal conference that isn’t part of the company’s core business or start small and look to organize a social event. Both of these are valuable volunteer PM experiences! As you move outside of your comfort zone in a volunteer role your brain will start practicing new emotionally intelligent behaviors, which then builds the experience necessary to transform them into new habits. As such you see that you are starting to respond differently to your surroundings with new sense of confidence and emotional intelligence. While working in a fail-safe environment, try to find a mentor or colleague from who you can get feedback and draw lessons learned - because in trying to improve your self-management skills an external opinion or feedback makes a difference in your learning curve enabling you to: •Better recognize your emotions •Identify appropriate responses to your emotions •Feedback on your emotions, body language and tonality •Feedback on your leadership skills Conclusion Think how many times you've led a a whiteboard asking your team members "how do you feel" pointing to the green, yellow, or red smiley.... We do that as Project Managers because we understand that importance of emotions in driving performance. It’s a well developed EI that put people at ease, helps them feel appreciated, and enable us to build and maintain solid relationships founded on confidence and trust, which are critical to driving performance and sustaining motivation around project milestones. The next generation of Project Managers we must be equipped, not only with the technical knowledge and methodologies, but also with a strong sense of leadership and EI - because in a 21st century only having a well developed EI will enable you make the right calls, action the critical feedback from your project team and drive your project ot successful completion - because it's emotions that drive people, and people drive performance!
- There are two things in my life that I am very passionate about, For over 8 years now, I have been volunteering in student clubs, community projects and non-for-profits because I believe deeply in that we have a responsibility to positively shape the community in which we live. This is something that I am passionate about. And seeing the results of creating positive social change is one of the most satisfying feelings in the world. Since I was an undergraduate student, I realized the value of such work, which has allowed me to help shape the community in which I found myself, and also has given me the opportunity to find leadership, personal development and networking opportunities, all while making a positive impact in the lives of others. This for me is the ‘win-win-win’ situation, which has defined my life and that I encourage other young leaders to follow this path of service.
- With busy lives, it can be hard to find time to volunteer. However, the benefits of volunteering are enormous to you, your family, and your community. The right match can help you find friends, reach out to the community, learn new skills, and even advance your career. Volunteering can also help protect your mental and physical health. Learn more about the many benefits of volunteering and find tips on getting started as a volunteer.
- Who is a Servant Leader:
- “A pattern of basic assumptions formed by a group on how to perceive and address problems associated with both internal adaptation and external integration.” Edgar Henry Schein, a former professor at the MIT Sloan School of Management