I am a young PMO: )working at the moment on an evaluation form that adresses the project managers pool from my company. The objective of this form is to:
1. Asses the PM Know-how needs - and then create a PM Corner with useful materials on the requested topics, and then organize a PM COP (Comunity of practice) to discuss those issues
2. Asses the Team Management skills of the Project Manager
3. Asses the PM's perspective upon managing the relationsship with the stakeholders
4. Have a Feed-back for the PMO
5. Have a report of their expectations from this PM experience, and see how they are doing their best to achieve them.
At the moment I do not know if the structure of the form will actually help me acheive the objectives above.
What is your opinion on this form and what Feed back would you have for me? How would you improve it?
Thank you in advance,
Ioana
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George JucanManaging Partner| Organizational Perfomance Enablers NetworkWoodbridge, Ontario, Canada
Hi Ioana,
I would suggest to start with PMI's Project Manager Competency Development Framework that provides you with a guideline to asses and also improve PM's skills and capabilities. This standard is free to download from PMI site for PMI members. Another resource is indicated by Dave Garrett in his blog entry "A PM Competency GAAP?".
Hope it helps,
It sounds like your PMO is a centralized with PM's in the business areas that don't report to the PMO. Also, it sounds like your PMO offers coaching and mentoring to provide continuous learning and development to these PMs in the business areas to manage projects. Finally, it sounds like your PMO offers standards, best practices and education/continuous learning and not oversight and reporting. Is this correct or is PMO responsible for performance reporting?
Answers to these questions, do make a difference but let me offer the following recommendation.
I've reviewed your evaluation form and althought it will provide you good information I personally, I think you should start with a self assessment that can easliy be done by each individual PM and have them determine their needs. You many have a range of PMs with little to advanced experience and you should understand the scope of their experience.
Let me suggest another free self assessment tool right here on the gantthead website. This tool can be provided to each PM and you can review with them individually and gather information for further development of offerings.
Let us know how it things are going. Hope this helps.
Ioana MagazinVideo & Content Products Portfolio PMO| Liberty GlobalAmsterdam, Netherlands
Thank you all for your Input :)
Naomi, regarding your questions:
1. Our main responsibility is of course to report project progress to management team, and in this way to manage a better allocation of resources for the projects in progress.
2. Besides this, I consider that having a trong Comunity of Project Managers will help projects with a better execution and this is why I have created such a plan :
a) Asees Project Managers needs of PM Know-how
b) Share PM resources customized on their needs
c) Create fundation for a COP ( Community of practice) so that we can enhance experince exchanges, improve the PM Networking and enhance PM topics to be communicated
Thank you for the shared resources . They are indeed helpful .
Ioana:
Thanks for the additional feedback on your PMO. Sounds like a great approach; just still consider that new PM, intermediate and advanced PM have different needs. There is lots of discussion and feedback on COP on this site also and personally, I've been responsible for setting up many PMO's, coaching and mentoring PMs and launching PM services to support PMs in growth and development and leadership.
One note to mention, if you focus on performance first and support second, your may be less successful in launching your efforts. Just make sure you meet the needs of your CEO/CIO but consider your approach to provide support for your PMs. Supportive PMOs have usually been most successful if they select 1 - 5 high visibility projects and focus on the rigor, methodology and performance and take the rest of the portfolio and focus on managing, support and use of tools/techniques that support the culture to meet the business needs. Why? Because, this better showcases the value of PM and your strongest PM's. This takes strong leadership and resources so you have take the appropriate first steps. Also, coaching and mentoring should be done in a supportive environment with Senior PMs, Program managers, PMs and support staff. A COP takes time and planning so in my experience informal brown bag meetings, sharing of best practices, tools and resources for training/presentations/webinars are most helpful to get started.
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