Agile Talent Management (Part 2)

Mike Griffiths is an experienced project manager, author and consultant who works for PMI as a subject matter expert. Before joining PMI, Mike consulted and managed innovation and technology projects throughout Europe, North and South America for 30+ years. He was co-lead for the PMBOK Guide—Seventh Edition, lead for the Agile Practice Guide, and contributor to the PMI-ACP and PMP exam content outlines. Outside of PMI, Mike maintains the websites www.LeadingAnswers.com about leading teams and www.PMillustrated.com, which teaches project management for visual learners.

  Agile  

Continued from Part 1.

A recent PMI Thought Leadership Series Report entitled “Talent Management: Powering Strategic Initiatives in the PMO” made the following recommendations to improve talent management capabilities:

1. Identifying replacement candidates in the event of turnover or churn
2. Move people around to share knowledge and reduce the impact of resource losses
3. Create succession plans across organizational boundaries
4. Linking advancement and succession processes
5. Stimulating adoption and analytics use among business leaders
6. Being a preferred employer

These are recommendations made by HR specialists, and there may be some conflicts for project managers.

So let’s see if we can look at optimizing value to the organization at one level higher up than just an HR view or a project view.

1. Identifying replacement candidates in the event of turnover or churn: Buddy systems, agile pairing practices and collective knowledge sharing systems help address these same goals. While agile focusses on sharing the knowledge rather than making sure we “have a replacement for Bob,” the goals are similar. Don’t let knowledge become siloed into a single person and have a plan for persisting key knowledge in the event of turnover or churn.

2. Move people around to share knowledge and…

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