October 23, 2020 — Peter Nichol published new research that explains how to assess project management capabilities using demonstrated competencies.
Leading a new team it’s exciting. Unfortunately, rarely are the teams we inherit high-performing teams.
Taking accountability for a low-performing project management team is stressful. Your peers know the team isn’t performing well. Your business partners give signs that help isn’t welcomed. It’s a tough spot to be in, especially when you just joined a new company.
You know in your gut things are going south. Risks are being escalated. Projects are overspending. Post-production operations don’t exist. It appears that everything is falling apart at the same time. Your experience tells you that just attempting to put out all the fires will never be a sustainable plan.
Where do you start? You start with a demonstrated competency model.
Peter’s research takes into account his 19-years of portfolio, program, and project management experience leading teams at Fortune 100 companies. The research outlines a detailed process to systematically improve the project management capabilities of a team using quantified results. This paper is written for CxOs, VPs, and portfolio executives that are accountable for demonstrating measured project management capability improvements for their organization.
DOWNLOAD THE FULL RESEARCH PAPER – ASSESSING PROJECT MANAGEMENT CAPABILITIES USING DEMONOSTATED COMPETENCIES
Abstract — This paper aims to present a practitioner approach to assessing project- and program-management capabilities across individuals, teams, and organizations. Executives must deliver value to business partners to stay relevant, engaged, and employed. Often, the value created doesn’t equate to the net organizational investment. This situation creates challenges for the entire organization. Value isn’t generated at a rate that sustains demand. When delivery is impacted, the expected project and initiative results aren’t achieved, and value isn’t realized. Many leaders blame individuals, focusing on the loudest but not necessarily the most critical areas. By applying a systematic approach to assess the management of an individual project or program, capabilities, the deficiencies within the team become self-evident. As a result, fixing the problem becomes quite straightforward. This paper will explain the method, approach, and technique to analyze and assess a team for demonstrated competency. Executive leaders will have a blueprint of what’s required to effectively assess individuals, teams, and organizational capabilities to align with future business demands.
What will you learn?
- How to assess a team where everything seems to be going wrong.
- The steps required to establish a quantified approach to measuring and reporting on project management capabilities.
- How to roll up team strengths and deficiencies into executive-level visualizations and reports.