Viewing Posts by Jen Skrabak
By Jen Skrabak, PMP, PfMP
Over nearly two decades in project management, I’ve learned a number of strategies to make my voice heard and advance in my career. Much of that success has come by “leaning in,” as Sheryl Sandberg advocates.
As a woman in project management, I believe the following are key:
International Women’s Day is March 8, and this year’s theme is #BalanceforBetter. Please share your thoughts on how we celebrate the achievement of women while we continue to strive for balance for women socially, economically and culturally around the world.
By Jen Skrabak, PfMP, PMP
As a woman who’s worked for the past 18-plus years in project, program and portfolio management, as well as building and leading enterprise project management offices for Fortune 500 companies, I wanted to address the topic of women in project management.
In the United States, women hold 38 percent of manager roles, according to a study conducted by McKinsey in partnership with LeanIn.Org. And while women have made gains in some STEM fields, particularly healthcare and life sciences, they are underrepresented in many others. U.S. women hold 25 percent of computer jobs, and just 14 percent of those in engineering, according to the Pew Research Center.
In project management, as in other professions, women earn less than men. For project managers in the United States, men earn an average US$11,000 more annually than women, according to PMI’s Earning Power: Project Management Salary Survey.
Historically, women have been pigeonholed in project administrative or project coordination roles instead of project management roles, and the key question is “Why?”
We’ve all heard that we need to “think differently,” and as Sheryl Sandberg advocated in her book, Lean In: Women, Work, and the Will to Lead, women need to raise their hands, project confidence, be at the table and physically lean in to make themselves heard. The dictionary definition of “lean in” means to press into something. So when faced with an overwhelming force such as wind, you need to lean toward the force rather than away in order to not be blown away.
“Lean in” can be a metaphor for asserting yourself as a leader in project management. As women, we may be held back by self-doubt, our speaking voice or body language that conveys a lack of self-confidence. The advice here is not limited to women; people of color can “lean in,” too.
There are three key cognitive biases that may hold women back in project management. The key is to recognize that these exist, and work to build awareness while overcoming them:
By understanding and recognizing these biases, we can work to defeat them. I’ll explore these topics more in my next post, which will coincide with International Women’s Day on March 8. How do you combat biases in the workplace?
by Jen Skrabak, PfMP, PMP
Project management offices (PMOs) have gained wide acceptance thanks to their ability to ensure the success of projects and programs. More than 80 percent of organizations have PMOs.
But, there is still some confusion with PMOs, as the “P” in PMO can refer to project, program or portfolio. At the same time, PMOs have been thought of as one of three categories:
The Next-Gen PMO, however, is disrupting these traditional categories. In the Next-Gen PMO, the focus is on ensuring the successful delivery of organization-wide strategic initiatives. In addition to traditional PMO functions, such as providing project management tools, templates and training, the Next-Gen PMO is responsible for organizational results. They also report directly to a C-suite executive within the organization.
I see the four critical functions of the Next-Gen PMO as:
Is your organization embracing the Next-Gen PMO?
by Jen Skrabak, PfMP, PMP
Happy 2018! Make this year your best yet!
I know we’ve been hearing these phrases for several weeks now, but one thing still rings particularly true: There’s no denying the fresh-start effect of the new year.
And with another new year comes new resolutions.
Instead of resolution, I like goals better. Goals are things that we should strive toward — not just at the beginning of the year, but throughout.
Here are the career development goals I would challenge you to strive for this year:
1. As you progress through your career, it’s less about collecting a paycheck and more about making choices as to where you’ll do your best work. Don’t oversell yourself. Instead, spend time to really understand the company, roles/responsibilities, team(s) you’ll be working with and how you’ll fit.
Over the past year, I’ve interviewed a lot of people for senior level program and portfolio positions. I’ve noticed that many are focused on selling themselves for the job instead of thoughtfully understanding the role, assessing how their skills/experiences match up with the expectations and how they will be contributing. If it’s the right fit, then you should articulate why. If it’s not the right fit, acknowledge that as well. Not every role or company is right for every person.
2. We all know that your direct manager has a lot to do with your career success. As they say, people leave their managers, not the company. Although you may not have the ability to change your managers, there are some things you can do to develop your career even when you work with a less-than-ideal manager:
a. Instead of worrying about what you can’t control, focus on what you can control. Don’t try to change people (such as your manager or team members). Instead, focus on roles and responsibilities. Most companies encourage candid conversations with your manager — be clear about what you would like to see differently about your role. For example, would you like to stretch yourself and have the opportunity to develop your skills in managing programs? Negotiation and influence are key leadership traits, and negotiating your role is a key component of career development.
b. There is a common saying, “Dress for the job you want.” I say, “Manage yourself and your job for the next role.” When promotions happen, it typically means that you’ve already been doing the job for that next role. So, look at the job descriptions for the ideal role that you want (inside or outside of the company), and do an honest assessment of your gaps. Now that you know where you want to go (your ideal job), you need to know where you currently are (your current knowledge, skills and abilities). Then map out an action plan to get there.
3. Do some new year’s decluttering and cleaning. Over time, I’m sure you have accumulated a lot of files, activities, commitments and even habits that you’ve been carrying around. Rather than assuming those are still needed, scrutinize what you actually need going forward, and be a bit relentless in simplifying and focusing on what you actually need.
Do you remember Thomas Guides? These were the definitive maps, especially for a car culture like Southern California where I’m based. It was a big event when the new year arrived, a time that also ushered in the new edition of the Thomas Guides. Now, our phones and Google Maps have made those guides obsolete. How many of the Thomas Guides (metaphorically speaking) do you still have around? Take a good look and do some ruthless cleaning.
What goals would you add to this list?
By Jen Skrabak, PMP, PfMP
There’s great news for the profession: According to PMI’s latest Job Growth and Talent Gap report, there will be a need to fill 2.2 million jobs globally each year until 2027, growing to a total of 88 million project management jobs in all. Moreover, much of the growth is outside the United States—in places such as China, India, Brazil and Japan.
Project-related job growth is expected to be 33 percent overall, with health care (17 percent), manufacturing/construction (10 percent) and information services/publishing (6 percent) representing the top three industries.
How can you position yourself to take advantage of these trends? Here are three things to work on.
1. Get a Certification
Although certification by itself doesn’t guarantee that you will be hired, it does mean that you have demonstrated knowledge and experience in project, program or portfolio management. There aren’t many PMI Portfolio Management Professional (PfMP)® credential holders out there, so obtaining this certification will help set you apart.
But, instead of viewing the PfMP certification as the goal, plan to take it as a journey. If you find that you don’t have the requisite experience, how can you position yourself by taking volunteer roles to gain the experience?
Career development should be a joint responsibility between you and your manager. You should express the desire and develop the knowledge to grow your experience in certain areas, and your manager can work to open up opportunities to help you practice your knowledge.
Work on delivering strategic initiatives, driving change and providing innovation consistently and reliably. It’s not experimenting, but actually delivering—first on a smaller scale, then on a larger scale.
For portfolio managers, for example, you may start by managing the portfolio of a department or product, then move to an entire business unit, segment or product line, and finally on to an enterprise level.
There are three key areas to grow the depth and breadth of your experience:
1. Strategic alignment: Go beyond understanding the strategy and proactively work to translate that strategy into specific initiatives. This can be done by defining the business cases, developing multi-year roadmaps or translating high-level concepts into specific projects that will deliver the result, benefit or transformation promised.
2. Benefits realization: This starts with validating the business case and ownership of the benefits, and is typically realized three to six months after the project/program delivery via operational budget savings, reductions or reallocations. Few organizations realize the benefits because they are often too optimistic in the upfront business case and fail to follow through by ensuring that operational budgets reflect the promised savings or headcount efficiencies.
3. Project/program delivery: The foundation of portfolio management is good project and program execution to deliver the product, service or result on time, on budget and per the scope. It doesn’t matter if it’s agile, waterfall or hybrid. Although the portfolio manager may not be responsible for the delivery, the delivery affects the portfolio value. Ensuring that the portfolio value is realized means ensuring the project or program was delivered effectively and efficiently regardless of the methodology.
3. Communicate Effectively
Working on the portfolio level means that you’re communicating a vast amount of information—anywhere from 15 to 50 projects and programs—in an actionable way to executives. I’ve had executives tell me, “Don’t tell me what’s going right, tell me what’s going wrong and how to fix it.” Your role is to remember the four “C”s—clear, concise, compelling and credible. Be to the point, tell the story and build trust with a clear plan of action to fix any potential issues proactively.