How do you hire the right project manager? When you look at LinkedIn or Indeed, the job descriptions vary wildly even when the job title and the sector are the same. What makes the project management role so unique even when the goal of delivering successful projects doesn’t change? Your environment favors a particular style of PM. A lot of the difference comes from how organizations work, regulatory requirements, and project delivery maturity.
Almost every business will have a project manager even without a formal title. Someone has to launch social media campaigns, implement new tools, develop personalized customer experiences or oversee new site construction. Most hiring managers are looking for the expertise a project manager can bring to their unique business challenge and workplace. Job descriptions tend to start in one of two ways:
- Technical responsibilities: Compile charters, develop plans, and manage project execution
- Purpose-driven: Deliver multi-million dollar digital strategy for leading manufacturing company
Of course, this tiny snippet of text doesn’t paint the whole picture, but the introduction to the role starts to set the tone. The technical responsibility approach is a laundry list of PMI standard practices that PMs with a CAPM, ACP or PMP will know. Very few organizations stick to the rigid confines of waterfall project management anymore. And even less so for technology projects where speed, agility, and results are preferred.
The purpose-driven approach is excellent when the project goal is crystal clear, but things can change and new directions forged. Finding the middle ground between two opposites is a good start. The PM needs to know what the purpose of the role is but, more importantly, how does your organization want the role of PM performed.
Hiring a highly structured PM and then dropping them into the wild west of your environment isn’t likely to produce the results you want. Nor would a highly competent senior project manager used to running large scale system implementations suddenly find joy in administration of the PMO – but not impossible. The overall success of your enterprise-level projects depend on the teams in charge of them. Finding the right PM for your operating environment will support better project delivery outcomes. Here are 10 insights to help determine what experience might bring the most value to your team :
#1 – Cross-Functional Team
The adoption of agile has amplified the need for cross-functional teams that work with IT rather than wait for them to deliver a product or service. Even using waterfall required subject matter experts from different functional groups to define business pain points. The diversity of thought and experience on cross-functional teams create a rich array of information project managers can use to make decisions.
Not all PMs enjoy this part of the job, which should not read as PMs need to be extroverts. Managing challenges and opposition is part of the job, knowing what strategies to use can help build bridges and allies for the long haul. This is especially important in large scale projects like ERP.
#2 – Contract Negotiation Skills
Contract negotiation is another big part of any enterprise-level project. Ensuring that your organization receives the best products, services, and even resources for the project and fair price will directly impact your project’s overall success. Contract negotiation is both a process and an art form, so when you’re hiring a project manager, be sure that this is a top consideration. Will they have the support of a legal and procurement department?
#3 – RFP & RFQ Development Abilities
Falling into the same category as contract negotiation skills, the ability to develop solid Request For Proposal/Request For Quote documents can ensure that your organization has access to the best possible suppliers for your projects. You need to confirm the level of sophistication you need in this area.
A well-versed project management resource can support the procurement team to ensure that information-filled proposals and quotes from potential suppliers save your company time, money, and headaches. The process, however, is time and resource-intensive, not to mention mandatory in most pubic sector instances. I cannot imagine this being a showstopper from a hiring perspective but definitely consider the role of the PM in this process.
#4 – Communication Management
Diverse and large stakeholder groups often present a challenge for the project manager to ensure the correct communication methods are adapted to specific audiences. A steering committee forum may have a preset format that is used for sharing risks, impacts, and interdependencies; in some cases, a steering committee needs to be established.
At the same time, the corporate SharePoint site might have more milestone-focused updates for end-users. Your board-level report updates won’t have space for granular details. The organization may have a dedicated communications team that can help or sometimes not. Additionally, if your PM role falls into the category of document-intensive, perhaps writing skills might be more important than technical acumen. A strong technical PM may not have all the experience is managing a communications plan, consider what supports will be available to them as they ramp up.
#5 – Working Across Time Zones
The digital world makes it possible for people anywhere – in any country in the world – to come together to work on a project. This is beneficial because it allows enterprise-level organizations to choose the best possible resources for their projects without location constraints, but it also presents a new set of challenges to overcome.
Usually, working across time zones also comes with different ways of working. A big part of pulling off a global initiative is understanding how to work across those boundaries and build bridges. It’s not uncommon for negotiations and trade-offs to ensure things get done. If most of your work requires live engagement with Australia then those conversations best had upfront.
#6 – Formal Change Control Processes
A multi-layer change control process is designed to ensure that projects stay on course despite changes in technology, priorities, or even functionality. Project management resources should understand the three major responsibilities involved in change control. These are:
- Defining the change according to the way it will affect the project. This includes both the project as a whole and its parts, phases, or modules.
- Reviewing the proposed changes to look for potential problems it might create, such as creating loopholes or discrepancies that might affect project phases down the line.
- Approving the change after an extensive and thorough review of its aspects.
Understanding, estimating, and recalibrating course after a significant upset requires a clear understanding of the risk and impact. The change might impact timelines, contracts, and resource availability. Not starting the process soon enough can stall project execution. You can imagine the frustration when being able to send a note to staff about system updates or changes turns into 6 week review board process in a larger company.
#7 – Mapping Benefits Realization
A benefits map (or a success map) is a visual representation of the links between all the various business objectives and deliverables. Creating such a plan is essential because it helps show everyone, from team leaders to stakeholders, the benefits of completing a project, choosing a specific supplier, or implementing a complex change. With this tool in hand, your organization can identify and execute individual benefits throughout each phase of the project and maintain those benefits long-term.
The PM plays a key role in supporting the Program Managers with gathering this type of information to validate benefits. The two positions are very different but working together can deliver better project outcomes.
#8 – Creating Working Groups
Though the concept of a working group is simple – it’s a team of people who work individually and collectively to complete tasks that lead to the project’s success. Creating the right working group is a skill that project managers develop over time. There are numerous aspects of setting up an influential working group, but choosing people who bring a unique skillset and perspective to the table is essential. This part of the job can be intimidating for a PM who doesn’t feel comfortable leading non-technical teams. You know your organization best and what type of leadership style it would take manage working group dynamics.
#9 – Large Scale System Implementation
These projects blur the lines between Program Manager, Senior Project Manager, and Change Manager because of how much they overlap. The PM has to work across the organization, third party system integrators, and external stakeholders. There is no standard way to run a large-scale system implementation since every organization will adopt an approach that matches their constraints, budget, and appetite for risk.
The PM has to adapt to the project environment with the knowledge, skills, and experience they have acquired on previous jobs. Much learning about the company and its project delivery process happens on the job. This is where the PM must know who are the subject matter experts and how to engage them. They won’t likely survive the chief, cook, and bottle washer approach. Collaboration is key.
Depending on the scope of work, is your PM comfortable sliding into servant leader mode and back to PM? Not all companies use agile practices, and when they do, some like to tag-team with waterfall. The developers may be happy to self-organize, but the steering committees not so much.
#10 – Digital Acumen and Experience
Simply knowing one’s way around a computer is not enough in today’s high-tech, competitive world; the people you choose must be able to leverage a wide variety of new and innovative technologies in a way that provides your organization with a competitive advantage.
Understanding and caring about the why creates context for decision making. It difficult to make decisions about a process you don’t understand. A PM’s willingness to take that deep dive into the ‘why’ and understand the current technology landscape is vital. Your project manager should be comfortable raising concerns in the correct forum and make decisions in the project’s best interest.
In Summary
Ultimately, the individuals you choose to lead your corporate projects will have technical requirements to do the job. The challenge tends to be what soft skills and experience bring the most value and can help your company advance project delivery.
