New research to assess project management capabilities using demonstrated competencies

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

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.
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Peter is a technology executive with 19 years of experience, dedicated to driving innovation, digital transformation, leadership, and data in business. He helps organizations connect strategy to execution to maximize company performance. He has been recognized for Digital Innovation by CIO 100, MIT Sloan, Computerworld, and the Project Management Institute. As Managing Director at OROCA Innovations, Peter leads the CXO advisory services practice, driving digital strategies. Peter was honored as an MIT Sloan CIO Leadership Award Finalist in 2015 and is a regular contributor to CIO.com on innovation. Peter has led businesses through complex changes, including the adoption of data-first approaches for portfolio management, lean six sigma for operational excellence, departmental transformations, process improvements, maximizing team performance, designing new IT operating models, digitizing platforms, leading large-scale mission-critical technology deployments, product management, agile methodologies, and building high-performance teams. As Chief Information Officer, Peter was responsible for Connecticut’s Health Insurance Exchange’s (HIX) industry-leading digital platform transforming consumerism and retail oriented services for the health insurance industry. Peter championed the Connecticut marketplace digital implementation with a transformational cloud-based SaaS platform and mobile application recognized as a 2014 PMI Project of the Year Award finalist, CIO 100, and awards for best digital services, API, and platform. He also received a lifetime achievement award for leadership and digital transformation, honored as a 2016 Computerworld Premier 100 IT Leader. Peter is the author of Learning Intelligence: Expand Thinking. Absorb Alternative. Unlock Possibilities (2017), which Marshall Goldsmith, author of the New York Times No. 1 bestseller Triggers, calls "a must-read for any leader wanting to compete in the innovation-powered landscape of today." Peter also authored The Power of Blockchain for Healthcare: How Blockchain Will Ignite The Future of Healthcare (2017), the first book to explore the vast opportunities for blockchain to transform the patient experience. Peter has a B.S. in C.I.S from Bentley University and an MBA from Quinnipiac University, where he graduated Summa Cum Laude. He earned his PMP® in 2001 and is a certified Six Sigma Master Black Belt, Masters in Business Relationship Management (MBRM) and Certified Scrum Master. As a Commercial Rated Aviation Pilot and Master Scuba Diver, Peter understands first hand, how to anticipate change and lead boldly.