George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
I read an article around this and I think this is a very complex topic, you have to be able to Lead yourself to a better performance and ensure you can be successful has a project manager.
Think you can achieve that? What about Leading each one of your resources to have better performance? Is this a PM responsibility? I think it is, but this is very difficult in today's project management organizations.
The article I read says that employee development is a critical part the job as a "project" manager but to find the time and money to train PM resources challenging.
How do you do it in your day to day while in complex projects? Saving Changes...
Extract: "Are your employees meeting their goals? Is their work improving over time? Understanding where your employees are succeeding--and falling short--is a pivotal part of ensuring you have the right talent to meet organizational objectives. In order to work with your people and effectively monitor their progress, you need a system in place. The "HBR Guide to Performance Management" provides a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve, and ensure they're growing with the organization. You'll learn to: Set clear employee goals that align with company objectives; Monitor progress and check in regularly; Close performance gaps; Understand when to use performance analytics; Create opportunities for growth, tailored to the individual; Overcome and avoid burnout on your team. Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges."
Hi Kiron - I get it, partnering with functional managers, but more specifically how would you do that? Will that be part of your project plan to involve these functional managers?
I'd make it part of the people part of my PM plan for sure, but outside of such "formal" documentation, I'd view that as part of the expectation management I'd do in my preliminary meetings with the functional managers...
Kiron Saving Changes...
deepak singhSenior Director| Pinnaxis IT Solutions and Consulting Pvt Ltd.Delhi, India
Aug 19, 2018 8:56 AM
Replying to Kiron Bondale
...
George -
I would expect that I'll be partnering with functional managers when it comes to developing skills for team members, but as a PM, I can certainly try to provide opportunities for team members to grow through stretch activities. Understanding what your team members' goals and career aspirations are is a good practice.
Kiron
I second this thought and strongly believe that PMs are custodian and responsible for creating an env within Project where team members feel that the assigned tasks are more then tasks but an opportunity for them to grow and learn. Saving Changes...
Ramkrishna KashyapPM PMP,PMI-ACP,PMI-PBA,PMI-RMP,IFMA-CFM,LEED AP BD+C,LEEDAP O+M,NFPA-CFPS| Prime project international DubaiThane., Maharashtra., India
Gratefull Saving Changes...
Tamer Zeyad SadiqAssistant Cost Manager| Turner & TownsendRiyadh, Ar Riyad, Saudi Arabia
I think it's part from manage project team!!!! Saving Changes...
In our organization, it is mandatory employees receive formal annual performance evaluations. Objectives are discussed at the beginning of the year, then there is a mid-year review, and then the final evaluation. Within the context of the evaluation, training objectives/ courses are identified for the individual to meet mandatory training requirements and also desirable/ optional training. It is not perfect, but better than most I surmise. In our projects, all training, salary, and overhead costs are identified in the budget. I can't see a PM of a large team being responsible for mentoring all individuals, but they should create an environment that encourages and promotes individual excellence. Saving Changes...
