1. Continuous professional development
Session 10: ILM Project Management L5 & 6, 2014
Tara Lovejoy
Define the advantages and disadvantages of CPD
Explain the appropriate applications of tools for psychometric testing
Assess opportunities for continuing professional development
Evaluate 360 degree feedback from others
Describe the key theorists used in psychometric testing
Explain the differences between psychometric instruments
(LO2.2) Assess the most useful psychometric instruments with particular reference to reliability and validity
Evaluate psychometric profiles based on the most appropriate techniques

2. L5: Assignment part 2
Be able to evaluate own ability to manage a project
Use feedback from others to critically evaluate and identify strengths and areas for improvement in own ability to plan and implement a project, and then to create a self-development plan to improve own performance in managing projects based on the critical evaluation.
Use feedback from others to critically evaluate own ability to plan and implement a project, identifying strengths and weaknesses (12 marks)
Create a self-development plan to improve own performance in managing projects (8 marks)

3. L6: Assignment
1.2: Agree the goals and success criteria for the project
1.4: Select an appropriate project team
2.1: Lead the project team to achieve project milestones and goals
2.2: Monitor progress and take action to rectify problems or recover failure
2.4: Ensure full engagement of stakeholders with the project
3.2: Reflect on and learn from the outcomes of a project

4. What is personal (self) development?
Personal development is a lifelong process.
It's a way for people to assess their skills and qualities, consider their aims in life and set goals in order to realise and maximise their potential.

5. “Self development has to be self–initiated” (Mullins, 2007)

6. Benefits for you ...
“People who are great at their profession or trade are always learning, questioning, tinkering and taking the practice to a new level.
These people don’t have to worry about whether they are employable. They are desperately needed by organisations and industries to address the ever-changing needs they are drawn to serve.
They become natural managers and coaches for those around them, both formally and informally”
(Farren, C. ‘Mastery: The Critical Advantage’, in Chowdhury, S. ‘Management 21C, Financial Times Prentice Hall (2000), p98)

7. Managing a project and a team can be challenging

8. The importance of teams for organisations (Laurie J Mullins)
Teams are an essential feature of the work patterns of organisations
People in teams influence each other, they may develop their own hierarchies and leaders
Team pressures can have a major influence over the behaviour of individual members and their work performance
The activities of the team are associated with the process of leadership
What theories relate to teamwork? 8

9. High performance
“Research evidence suggests that new forms of work organisation, effective management and leadership, a culture that encourages innovation, employee involvement and employee development tailored to organisational needs, are all necessary conditions for adaptable, high-performance workplaces.” (CBI/TUC submission to UK Productivity Initiative, 2001)
Teamwork can increase competitiveness by:
Improving productivity
Improving quality & encouraging innovation
Improving employee motivation & commitment.
TASK: How high performing is your organisation (1-10, with 10 being the highest)? How can it improve? How can you improve it?

10. Some areas of concern within teams ...
‘Social loafing’ - the tendency for individuals to expend less effort when working as a member of a group than as an individual (Maximilien Ringelmann)
Teams can be elevated into a ‘silver bullet’ – a magic solution to all business problems. ‘Teams are not always the answer to a problem.’ (R L Hall)
The collective power of a group can outshine individual performance. (Maureen Guirdham)

11. TASK: How would you rate your skills in:
Individually, rate your skills (1-10, with 10 being the highest):
Leadership and management
Team working
What areas could you develop in these skills to achieve your next year’s plans?

12. Continuous professional development (cpd)
The process of planned, continuing development of individuals throughout their careers. Applicable to all employees, with particular significance for management development

13. Kolb’s Learning Cycle (1984)
Kolb states that learning involves the acquisition of abstract concepts that can be applied flexibly in a range of situations.
In Kolb’s theory, the impetus for the development of new concepts is provided by new experiences.
“Learning is the process whereby knowledge is created through the transformation of experience” (Kolb, 1984, p. 38).

14. Some idiosyncracies …..
Many top executives make the point that they never had any formal management education or training
Many organisations waste a fortune paying for the development of staff and then prevent them from using their new ideas in practice
TASK: What could hold you back from developing yourself and actually use your new skills? What strategies can you use to deal with this?
Why do you think this is so?
How would you explain this? How has this affected you during your career?

15. TASK: Skills
Split into 4 groups and each brainstorm what skills are needed to be an effective project manager within your organisation and future career progression:
ONE TEAM: Leadership
Working with stakeholders
Strategic thinking
ONE TEAM: Management
Managing stakeholders
Managing operations

16. What are the benefits of CPD for you and the organisation?
Many employers now value ‘learning agility’ as a core competency
Builds confidence and credibility
You can see your progression by tracking your learning
Earn more by showcasing your achievements - handy tool for appraisals
Achieve your career goals by focussing on your training and development
Cope positively with change by constantly updating your skill set
Be more productive and efficient by reflecting on your learning and highlighting gaps in your knowledge and experience
Helps maximise staff potential by linking learning to actions and theory to practice
Helps professionals to set SMART (specific, measurable, achievable, realistic and time-bound)
Promotes staff development, which leads to better staff morale and a motivated workforce helping to give a positive image/brand to organisations
Adds-value through the active process of reflecting , so staff will consciously apply learning to their role and organisational development
Linking to appraisals - a good tool to help employees focus on achievements

17. Formal or informal?
Not all continuous professional development needs to be formal i.e. course like this one.
Informal CPD can also be highly beneficial such as coaching or mentoring.
It’s a good idea to look at both options when developing yourself – especially looking to develop gaps

18. TASK: Which ones of the following CPD opportunities would be good for you? Identify 2 of each for yourself and set a deadline: a) formal and b) informal

19. Initial review To create a APM CPD log, you should assess yourself against the APM Competence Framework; alternatively you may wish to use the high level version for CPD purposes. This will help you identify current and future needs in developing your project competence, help clarify your professional development requirements and assist you in establishing your objectives for the coming year.
Plan Your initial review will help identify the competence areas you may wish to develop and/or maintain. You can use this as a base to decide the areas you
Formal CPD activities
Undertaking a structured activity which has one or more specific learning objectives i.e.:
validated and accredited qualifications
formal distance and open learning courses
attending relevant courses
attending relevant conferences and/or seminars
attending relevant workshops
job secondment
in-house presentations

20. Informal CPD activities
Partaking in an activity that has the potential to provide a measurable learning outcome i.e.:
learning on the job
peer guidance and discussion
structured reading - self study through reading text books or study pack
work shadowing
exposure to new situations at work which require action
participating in careers conventions
sharing knowledge and experience with others
acting as a coach or mentor for a fellow professional
being coached or mentored by a fellow professional
personal learning from the internet
volunteering/relevant out-of work activities

21. Professional Development Plan

22. What is PDP?
Personal Development Plan can be defined as a process that helps you to think about your own learning, performance and/or achievements and to plan for your personal, educational and career development
The stages of PDP are:
Reflection – pulling different thoughts and ideas together to make sense for a particular purpose
Recording – thoughts, ideas, experiences
Action planning – setting out a plan means more likely achievement of a goal
Executing – carrying out activities referred to in the action plan
Evaluating – making sense of what you have been doing

23. TASK: Skills audit
Reflect on the following and refer back to the skills needed from earlier:
What skills you currently have for successfully managing projects
What skills are needed to improve your project management and leadership skills that can help you achieve your business plan targets?
What management and leadership skills need to be developed in accordance with managing change and developing the organisational culture?

24. Recording (Self assessment and diagnostic record)
Assessment Tool
Insights into own knowledge, skills, personality
Personal Development Objective
Myers Briggs
Belbin
Thomas PPA
Honey & Mumford

25. Action planning (future targets/objectives)
Short Term (<2 yrs)
Mid Term (2-5 yrs)
Long Term (>5 yrs)
Work Life
Home Life

26. Action planning (Professional Development Plan)
What do I want/need to learn?
What will I do to achieve this?
What resources or support will I need?
What will my success criteria be?
Target dates for review and completion

27. toolkit
Psychometric testing that can help professional development

28. Personal objectives
Appropriate assessment and diagnostic tools are used to gain insights into own development
The outcomes of assessment and diagnostic tools are reviewed and own personal development objectives formulated
Consider key areas of:
Knowledge
Skills
Personality
Personal leadership style and presentation
Motivation
learning preferences

29. Tools Honey and Munford Learning Styles Questionnaire
Belbin’s Team Role Profile
Myer’s Briggs - a person's personality type, strengths and preferences
Thomas PPA – how people behave at work

30. Meredith belbin

31. Dr R Meredith Belbin Team Role Theory (1981)
Identifies people's behavioural strengths and weaknesses in the workplace
A British researcher and management theorist best known for his work on management teams. He is a visiting professor and Honorary Fellow of Henley Management College in Oxfordshire

32. Different Belbin team roles
Plant: Creative, individualistic, serious-minded, unorthodox
Resource investigator: Extroverted, enthusiastic, curious, communicative
Co-ordinator: Calm, self-confident, controlled, mature
Shaper: Outgoing, dynamic, thrives on pressure
Monitor–evaluator: Sober, unemotional, prudent, strategic & discerning
Team worker: Socially oriented, perceptive, diplomatic, co-operative. A good listener
Implementer: Conservative, dutiful, predictable, efficient, disciplined
Completer: Painstaking, orderly, conscientious. A perfectionist
Specialist: Single-minded, self-starting, dedicated to own field
Let’s review Belbin (Team behaviour)

33. Thought Oriented Roles
Review this case study
Type
Team Role
Behaviour
Case Study Staff
Action Oriented Roles
Shaper
Challenges the team to improve
SH | S | A | J
Implementer
Gap in more harmonising and task completion types
Puts ideas into action
Completer Finisher
Ensures thorough, timely completion
People Oriente d Roles
Coordinator
Acts as a chairperson
Team Worker
Encourages cooperation JH
Resource Investigator
Explores outside opportunities
T(2)
Thought Oriented Roles
Plant
Presents new ideas and approaches T
Monitor-Evaluator
Analyses the options
Specialist
Provides specialised skills
SH (2)

34. Kurt lewin

35. (Kurt Lewin, 1939) leadership styles
Transactional: team members agree to obey their leader when they accept a job
Autocratic: an extreme form of transactional , they have complete power over staff
Bureaucratic: work "by the book“ follow rules, ensures staff follow procedures precisely
Charismatic: inspire enthusiasm in their teams, but are often focused on themselves
Democratic: make the final decisions, but include team members in the decision-making
Laissez-Faire: allow staff to work on their own, they may not have sufficient control
Task-Oriented: getting the job done and can be autocratic
People-Oriented: totally focused on organising, supporting and developing staff
Servant: someone at any level, meeting the needs of team and leads by example
Transformational : often the best leadership style to use in business situations as they are inspiring because they expect the best from everyone on their team as well as themselves. This leads to high productivity and engagement from everyone in their team
Let’s review Lewin (Leadership Style)
(1935) A dynamic theory of personality.
(1951) Field theory in social science; selected theoretical papers.

36. Transactional leader – more of a management style than leader as task based
Team members agree to obey their leader when they accept a job. The "transaction" usually involves the organisation paying team members in return for their effort and compliance. The leader has a right to "punish" team members if their work doesn't meet an appropriate standard.
Although this might sound controlling and paternalistic, transactional leadership offers some benefits. For one, this leadership style clarifies everyone's roles and responsibilities. Another benefit is that, because transactional leadership judges team members on performance, people who are ambitious or who are motivated by external rewards – including compensation – often thrive.
The downside of this leadership style is that team members can do little to improve their job satisfaction. It can feel stifling, and it can lead to high staff turnover.

37. Autocratic leader
An extreme form of transactional leadership, where leaders have complete power over their people. Staff and team members have little opportunity to make suggestions, even if these would be in the team's or the organisations best interest.
The benefit of autocratic leadership is that it's incredibly efficient. Decisions are made quickly, and work gets done. Autocratic leadership is often best used in crises, when decisions must be made quickly.
The downside is that most people resent being treated this way. Therefore, autocratic leadership often leads to high levels of absenteeism and high staff turnover. However, the style can be effective for some routine and unskilled jobs: in these situations, the advantages of control may outweigh the disadvantages.

38. Bureaucratic leader
Work "by the book“ and follow rules rigorously, ensuring that their people follow procedures precisely.
This is an appropriate leadership style for work involving serious safety risks or where large sums of money are involved. Bureaucratic leadership is also useful in organisations where employees do routine tasks (as in manufacturing).
The downside of this leadership style is that it's ineffective in teams and organisations that rely on flexibility, creativity, or innovation.
Much of the time, bureaucratic leaders achieve their position because of their ability to conform to and uphold rules, not because of their qualifications or expertise. This can cause resentment when team members don't value their expertise or advice.

39. Charismatic leader
Can resemble transformational leadership because these leaders inspire enthusiasm in their teams and are energetic in motivating others to move forward. This excitement and commitment from teams is an enormous benefit.
The difference between charismatic leaders and transformational leaders lies in their intention. Transformational leaders want to transform their teams and organisations. Charismatic leaders are often focused on themselves and may not want to change anything.
The downside to charismatic leaders is that they can believe more in themselves than in their teams. This can create the risk that a project or even an entire organisation might collapse if the leader leaves. Success is directly connected to the presence of the leader, who carries great responsibility and needs them to demonstrate long-term commitment.

40. Democratic leader
They make the final decisions, but include team members in the decision-making process. They encourage creativity, and team members are often highly engaged in projects and decisions.
There are many benefits of democratic leadership. Team members tend to have high job satisfaction and are productive because they're more involved in decisions. This style also helps develop people's skills and staff feel in control of their destiny, so they're motivated to work hard by more than just a financial reward.
Because participation takes time, this approach can slow decision-making, but the result is often good. The approach can be most suitable when working as a team is essential, and when quality is more important than efficiency or productivity.
The downside of democratic leadership is that it can often hinder situations where speed or efficiency is essential.

41. Laissez-faire leader
Means "leave it be," and it describes leaders who allow their people to work on their own. This type of leadership can also occur naturally, when managers don't have sufficient control over their work and their people.
Laissez-faire leaders may give their teams complete freedom to do their work and set their own deadlines. They provide team support with resources and advice, if needed, but otherwise don't get involved.
This leadership style can be effective if the leader monitors performance and gives feedback to team members regularly. It is most likely to be effective when individual team members are experienced, skilled, self-starters. The main benefit of laissez-faire leadership is that giving team members so much autonomy can lead to high job satisfaction and increased productivity.
The downside is that it can be damaging if team members don't manage their time well or if they don't have the knowledge, skills, or motivation to do their work effectively.

42. Task-oriented leader
Focus only on getting the job done and can be autocratic. They actively define the work and the roles required, put structures in place, and plan, organise and monitor work. These leaders also perform other key tasks, such as creating and maintaining standards for performance.
The benefit of task-oriented leadership is that it ensures that deadlines are met, and it's especially useful for team members who don't manage their time well.
However, because task-oriented leaders don't tend to think much about their team's well-being, this approach can suffer many of the flaws of autocratic leadership, including causing motivation and retention problems

43. People-oriented/relations-oriented leader
Are totally focused on organising, supporting and developing the people on their teams. This is a participatory style and tends to encourage good teamwork and creative collaboration. This is the opposite of task-oriented leadership.
People-oriented leaders treat everyone on the team equally. They're friendly and approachable, they pay attention to the welfare of everyone in the group, and they make themselves available whenever team members need help or advice.
The benefit of this leadership style is that people-oriented leaders create teams that everyone wants to be part of. Team members are often more productive and willing to take risks, because they know that the leader will provide support if they need it.
The downside is that some leaders can take this approach too far; they may put the development of their team above tasks or project directives

44. Servant leader
A leader not formally recognised - when someone at any level leads simply by meeting the needs of the team and leading by example. They have high integrity and lead with generosity.
Similar to democratic leadership because the whole team tends to be involved in decision making. However, servant leaders often "lead from behind," preferring to stay out of the limelight and letting their team accept recognition for their hard work. Servant leaders can achieve power because of their values, ideals and ethics and help create a positive corporate culture and high team morale.
However, they can find themselves left behind by more competitive leaders using other leadership styles. This style also takes time to apply correctly: it's ill-suited in situations where you have to make quick decisions or meet tight deadlines.

45. Transformational leader
Often the best leadership style to use in business situations.
They are inspiring because they expect the best from everyone on their team as well as themselves. This leads to high productivity and engagement from everyone in their team.
The downside of transformational leadership is that while the leader's enthusiasm is passed onto the team, they need to be supported by "detail people."
That's why, in many organisations, both transactional and transformational leadership styles are useful. Transactional leaders (or managers) ensure that routine work is done reliably, while transformational leaders look after initiatives that add new value.
It's also important to use other leadership styles when necessary – this will depend on the people you're leading and the situation that you're in.

46. Katherin briggs and Isabel briggs-myers

47. Myers-Briggs
Typically used by organisations when developing managers into leaders, or when developing teams
The goal of the MBTI is to allow you to further explore and understand your own personalities including likes, dislikes, strengths, weaknesses, possible career preferences, and compatibility with other people.
No one personality type is "best" or "better" than any other one. It isn't a tool designed to look for dysfunction or abnormality. Instead, its goal is simply to help you learn more about yourself.

48. Myers-Briggs types [E]xtroversion –[I]ntroversion
This deals with our flow of energy
[S]ensing – [IN]tuition
This is how we learn information
[T]hinking – [F]eeling
This is how we make decisions
[J]udging – [P]erceiving
This is how we deal with the world
Let’s review Myers-Briggs (Management/Leadership)

49. Bruce tuckman

50. Bruce W Tuckman (1965) Forming-Storming-Norming-Performing-Adjourning Model
How teams develop
Bruce Wayne Tuckman carried out research into the theory of group dynamics. In 1965, he published one of his theories called "Tuckman's stages of group development". In 1977, he added a fifth stage named Adjourning

51. Desire to be accepted by others
Avoid controversy or conflict
Forming impressions
High dependence on leader for guidance and direction
Little agreement on team aims
Decisions don’t come easily
Team members vie for position
Cliques and fractions form
Power struggles may occur
Individuals can only be nice to each other for so long
Roles and responsibilities are clear
Understand each other
Appreciate skills and experience
Listen, appreciate and support
Becoming cohesive, effective group
Not all groups reach this stage
Everyone knows and trusts each other
Roles and responsibilities change according to need
High group identify, loyalty and morale
Task and people orientated
Many teams will reach this stage eventually as project teams exist for only a fixed period and permanent teams may be disbanded through organisational restructuring
Team members who like routine, or who have developed close working relationships with other team members, may find this stage difficult, particularly if their future now looks uncertain
Bruce W Tuckman (1965)Forming-Storming-Norming-Performing-Adjourning Model
Adjourning
Performing
Norming
Storming
Forming
Let’s review Tuckman (Management/Leadership)

52. Thomas ppa

53. Thomas PPA
This is another diagnostic tool with an online questionnaire. On completion you will be contacted by them to ask the purpose for the test, they will then you the results.
This is a very popular diagnostic tool used in leadership and management development programmes
Suggest you might want to review this another time

54. “Management is nothing more than motivating other people” (Lee Lacocca)
The golden rule, “Do as you would be done by”, has been superseded by the new platinum rule, “Do as THEY would be done by”.
Thomas believes that if we are to get the best from individuals who work for us, then we must understand how they behave and adapt our behaviour accordingly. Only in this way can we hope to optimise their performance by motivating them so as to avoid triggering their basic fears.
Lee Lacocca is an American businessman and former Chrysler CEO

55. What new areas would you like to develop?
In pairs, discuss some of the elements of your current PDP and discuss what other areas you may want to consider developing
Complete your PDP

56. 360 degree feedback
There are a number of formal ways where you can obtain feedback on your performance from others, i.e.:
Performance appraisals
1:1 meetings (weekly “catch up”)
Team meetings
Peer feedback
Customer feedback
You can also use the formal 360 degree process of creating a survey by sending it to a range of people you work with to find out what they think about you as a leader – is free and can be completed quickly online anonymously
Where can you obtain 360 degree feedback?
What feedback do you have that you can incorporate into your plans?

57. Executing and evaluating
Continuous cycle for you and your staff
If the PDP cycle is used effectively, you will find that when you come to review, you realise just how much you have changed in that year

58. Review How have we achieved our aims and objectives?
What do we need to cover next session that is a bit unclear?
Next session - assignment workshop
The Chartered Institute of Personnel and Development (CIPD) is the world's largest Chartered HR and development professional body. As an internationally recognised brand with over 135,000 members, we pride ourselves on supporting and developing those responsible for the management and development of people within organisations
The Association for Project Management is committed to developing and promoting project and programme management through its Five Dimensions of Professionalism
Laurie J Mullins (more leadership and management)