1. Hiring Top Performing Project Managers Brian Richardson, PMP

2. © 2013 Richardson Consulting Group All rights reserved. Agenda 2 Identify specific factors that influence Project Manager performance Examine best practices for assessing Project Managers during the hiring process Share experiences and insights with colleagues Add techniques to your hiring/selection process arsenal

3. © 2013 Richardson Consulting Group All rights reserved. Polling Instructions Please turn on your cell phones, laptops or tablets Option 1: Web –Open a web browser to pollev.com/RCGroup –Enter responses and click Submit response Option 2: Text –In the To field, enter: 22333 –In the Message field, enter the unique message code and then your response 3

4. © 2013 Richardson Consulting Group All rights reserved. Does high performance matter? 4 Low Performers Average Performers High performers: Achieve their goals and beat their expectations Outperform their peer group ž Perform consistently High Performers

5. © 2013 Richardson Consulting Group All rights reserved. 5

6. © 2013 Richardson Consulting Group All rights reserved. Motivation is more important than competence 6 Motivation Attitudes Goals Critical Behaviors Competence Knowledge Skills Aptitude

7. © 2013 Richardson Consulting Group All rights reserved. People often emphasize the wrong elements when assessing a project manager BAD Personal project management philosophy Experience on paper Project management acumen WORSE Interview performance Likeability Presentation WORST Where do you see yourself in 5 years? What’s the last book you’ve read? 7

8. © 2013 Richardson Consulting Group All rights reserved. Critical Behaviors - Conflict Resolution We ask: “Tell me about a time when stakeholders did not agree on the goals or approach for a project. What did you do?” 8

9. © 2013 Richardson Consulting Group All rights reserved. Critical Behaviors - Conflict Resolution Response A: “Key stakeholders invariably have their own ideas. It’s important to acknowledge that you could potentially do a lot of different things. I typically try to get stakeholders aligned by clearly laying out the options and helping them evaluate the pros and cons based on project priorities. What is most important – speed, budget or resources? I document the outstanding issues and work with each stakeholder to resolve them. Effective communication throughout the process is critical.” 9

10. © 2013 Richardson Consulting Group All rights reserved. Critical Behaviors - Conflict Resolution Response B: “On a recent aerospace project, the engineering departments did not get along. They stopped talking to one another and the project was bleeding money. I met separately with each dept. lead over coffee to discuss the issue from their perspective. I used the information they provided to identify some quick fixes (e.g. corrected misinformation, re-communicated schedules and dependencies, etc.). I met with each dept. lead again over lunch to share information and potential improvements. After these discussions, the rate of revisions on blueprints dropped from 60% to 30%, which was great. I never lost sight of the fact that no matter what happens, we have to get the product out the door on time.” 10

11. © 2013 Richardson Consulting Group All rights reserved. Critical Behaviors - Conflict Resolution Response C: “If the project charter was completed correctly in the first place (goals, objectives, etc.), there should not be much disagreement among stakeholders. Sometimes, if you can’t figure out the root cause of the issue, it’s best to raise it to your boss or boss’ boss and have them work it out at that level. That’s why it is so important to make sure you take the time to complete the project charter accurately and socialize it with all key stakeholders before jumping into the project work.” 11

12. © 2013 Richardson Consulting Group All rights reserved. Additional Examples - Critical Behaviors 12 Tell me about a time when a project did not go according to plan and you experienced some issues. What happened? How did you address the issues? Tell me about a time when you did not receive clear direction or guidance from a supervisor or sponsor. How did you proceed? Were you successful? QUESTION Shows persistence, does not give up easily, and takes direct action. Acts quickly and decisively in a crisis. Works independently and completes assignments without direct supervision. Takes accountability for project outcome. EXPECTED ANSWER Takes initiative

13. © 2013 Richardson Consulting Group All rights reserved. Additional Examples - Critical Behaviors 13 Tell me about a time when you did not have sufficient authority to manage a project? What did you do? QUESTION Acts with authority Controls the situation Asks sponsor for appropriate level of authority EXPECTED ANSWER Takes ownership

14. © 2013 Richardson Consulting Group All rights reserved. Additional Examples - Critical Behaviors 14 Tell me about a time when you were challenged to help a diverse group of people work together. What did you do to help the group? QUESTION Speak about and to the team using positive terms Listen actively Publicly credit those who perform well Address, do not hide or ignore, conflict EXPECTED ANSWER Demonstrates ability to foster team work and cooperation

15. © 2013 Richardson Consulting Group All rights reserved. Attitude We ask: “Tell me about a time you felt personal adversity in your role as Project Manager. What did you do?” 15

16. © 2013 Richardson Consulting Group All rights reserved. Group Discussion If you are the interviewer, what characteristics and/or evidence would you look for to indicate a favorable attitude? Instructions 1)Discuss as a group 2)Agree on 3 or more answers 3)Elect someone to submit responses 16

17. © 2013 Richardson Consulting Group All rights reserved. Group Discussion If you are the interviewer, what characteristics and/or evidence would you look for to indicate an unfavorable attitude? Instructions 1)Discuss as a group 2)Agree on 3 or more answers 3)Elect someone to submit responses 17

18. © 2013 Richardson Consulting Group All rights reserved. Implementation 18 Apply the protocol consistently so you have a basis for comparison Document goals, behaviors and attitudes you think are critical. Write questions for each. Document the answers you expect to hear and those that indicate a ‘red flag.’ Train any colleagues on the protocol Design your interview protocol

19. Brian Richardson, PMP Email: brian@richardsonconsultinggroup.combrian@richardsonconsultinggroup.com LinkedIn: linkedin.com/in/briandrichardsonlinkedin.com/in/briandrichardson Twitter: @briandrichardso Web: www.richardsonconsultinggroup.comwww.richardsonconsultinggroup.com Handbook of People in Project Management: http://www.ashgate.com/isbn/9781409437857 http://www.ashgate.com/isbn/9781409437857 ConsultingStaffingTrainingCoaching Accelerated Facilitation Contact Information 19