Project Management Central

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Topics: Talent Management
Has anyone set up a PM talent pool in your orgnaization?
Network:335



We have many people who want to be PMs. Several obtained CAPM or PM Certifications however they have little experience (no PM, BA, coordinator, etc.). We have a lot of projects. Thinking of establishing a pool of candidates to give them practical knowledge, mentoring, exposure inside or outside their departments. I'm wondering if anyone has set up a formal structure in your organization.
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We created our own internal PM certification program within our organization which PMI has recognized. It was a massive undertaking that has taken more than 5 years thus far, and there is still much to do. The goal is to have all PMs certified to match the project complexity level (we have three levels of certification), and then also have key roles within projects filled with certified individuals as well. Hundreds have been certified so far, but the issue is still appropriate experience. As such, we are looking into a mentoring component to compliment the existing certification process which still uses experience to help determine a persons qualifications.
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1 reply by Kristi Sterling
Apr 24, 2019 5:55 PM
Kristi Sterling
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Thank you for your reply. The context of the complexity and timeline helps.
Network:55



Kristi, establishing a pathway to PM or a mentorship program would be a great addition to many companies. I'd suggest treating it as a small project. Depending on the culture of your organization, this can be something as simple as a PM mentorship application. The application can contain information applicable to each hopeful applicant such as strengths, system experience, etc. Hope you're successful in seeing this idea through.
Network:690



This seems like a wonderful idea.
I think it can only help grow the knowledge, experience and strength of your organization project management practices.
I've seen this done with a certain level of success in organizations.
The key is following through on the initiative and not losing track of where you want to get to.
Network:335



Apr 24, 2019 12:08 PM
Replying to Steve Ratkaj
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We created our own internal PM certification program within our organization which PMI has recognized. It was a massive undertaking that has taken more than 5 years thus far, and there is still much to do. The goal is to have all PMs certified to match the project complexity level (we have three levels of certification), and then also have key roles within projects filled with certified individuals as well. Hundreds have been certified so far, but the issue is still appropriate experience. As such, we are looking into a mentoring component to compliment the existing certification process which still uses experience to help determine a persons qualifications.
Thank you for your reply. The context of the complexity and timeline helps.
Network:814



I have not done this in my company, but it is a great idea. We maintain a list of certifications and a general capability summary, but have never thought of formalizing the process. I will definitely be monitoring the responses you get to your questions and thinking of how I can implement something similar. Thank you for bringing the question forward.
Network:161



Hi Kristi, I have done this in a couple of companies and it was very effective.

First we sat down with HR and identified the different roles we required and set out a progression matrix for PM's what levels and what experience and or qualifications they needed to progress. We standardised on PMP but also had Prince 2 MSP etc.
As well as PM's we did this matrix for PMO roles and BA's, so covering everything from project Administrator to PMO director and junior BA's to head of BA's and Processes.

We set up a training programme which included elements they would need based on this progression, PMP, ITIL, MSP etc so that it was possible to achieve progression, but also linked this to performance reviews.

We then set up an informal (later to become formal) mentoring matrix where junior PM's were aligned to PM's in their area (IT, Operations, Products, Engineering etc) to ensure they always had a point of contact for clarifications, help or progression.

Once this was in place we did see a need to set up something for aspiring PM's, people in the organisation who wanted to move into project management. They were assigned a mentor to discuss their views and what they thought PM/BA roles were about and get advice on how to get started. When the mentor said they were ready we would allocate a small project to them with oversight from their Mentor. We took people from other areas such as admin roles, reception, product management and started them in roles such as project administrator, PM's, BA's, project coordinators based on their needs and those of the organisation. If they showed promise in the role we would then assign them to the training programme.

We build a very good team of people who wanted to progress and knew what was required of them before they could move up. This took away what I've seen in many companies which is the conversation where a PM thinks he should be a programme manager but doesn't have the experience or the backing of a Mentor or other senior person.

Hope this helps and if you set it up good luck

Gordon
Network:335



Hi Gordon,

I appreciate you sharing this information. You provided some ideas I hadn't thought about yet. This sounds like a great model for building the competency within the organization.

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