Linsey AckermanStrategic Project Manager| CaterpillarNashville, Tn, United States
I am looking to enhance our on-boarding of new Project Managers that do not have any experience or training. Does anyone have a checklist or ideal training for employees who are new to Project Management? Saving Changes...
Linsey AckermanStrategic Project Manager| CaterpillarNashville, Tn, United States
Aug 13, 2019 5:34 PM
Replying to Bob Thomas
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There are some good answers here. I would only add that if the budget is tight, there are a number of webinars available online for free. Assign the webinars to everyone so that they have the same baseline.
Thanks Bob. I see we are close, i am in Nashville! Saving Changes...
Linsey AckermanStrategic Project Manager| CaterpillarNashville, Tn, United States
Thank you for all of the replies, this is helpful. To answer some of your questions, at Caterpillar we hire/train/invest in teaching our employees to become PMs. We do still hire outside consultants from time to time, but are big on promoting employees that are interested in developing the skills and that have shown the drive an initiative. It isn't for everyone, so we really take the time to make sure it is a good fit. I am working on re-vamping the onboarding program we have now to continue to improve. I appreciate all of the responses.
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1 reply by Bob Thomas
Aug 16, 2019 5:02 PM
Bob Thomas
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Hi Linsey - Investing in staff like that is a great way to build the workforce. It can be a major factor in outperforming the competition. Perhaps we'll meet at a PMI or IIBA event!
Saving Changes...
Alexandre CostaScrum Master| Integer Consulting - Pictet technologiesLoures, Portugal
It seems to me that while everyone is emphasizing valid points, it is being forgotten that some applicants, although are not project managers, may already have years of business experience in intended area, academic knowledge in project management or many years of working in the environment of projects which is a way to gain indirect experience, all these combined may well be characteristics that indicate that the person is at least able to manage low complexity projects. Many project managers long before they were certified PMP began as entrepeneurs or as team leaders or team coordinators. One thing I'm sure without opportunities they can hardly show what they are capable of or gain experience. Saving Changes...
Thank you for all of the replies, this is helpful. To answer some of your questions, at Caterpillar we hire/train/invest in teaching our employees to become PMs. We do still hire outside consultants from time to time, but are big on promoting employees that are interested in developing the skills and that have shown the drive an initiative. It isn't for everyone, so we really take the time to make sure it is a good fit. I am working on re-vamping the onboarding program we have now to continue to improve. I appreciate all of the responses.
Hi Linsey - Investing in staff like that is a great way to build the workforce. It can be a major factor in outperforming the competition. Perhaps we'll meet at a PMI or IIBA event! Saving Changes...
There are some very good perspectives shared here. I would like to give my 2 cents with my little experience in same.
In my organization, we used to train the team to take new roles. I myself became a manager after having a good experience in core development. If we are to train a person only for the organization, I strongly agree with Sergio, forget about sending them to formal trainning. Reason is, the global methodology many times differs from the company's own policies and processes. Instead I would suggest creating your own training program considering below aspects,
1. Clear the basic difference of project management vs their current role.
2. Explain project Management Fundamentals
3. Explain processes you follow
4. Guide for the critical situations
5. Give some test cases based on your experience
6. Explain the team management, only happy teams can produce better results
7. Explain the importance of client satisfaction vs. cost and companies' expectations.
8. Give a checklist of processes to follow.
9. Have a very close look on few primary assigned projects
I think it would be a long process to train someone to manage projects but I think its better to get the things done from inhouse managers than someone outsider because of inhouse team always aware about the companies core values and expectations.
I would like to hear everyone's thoughts here. Saving Changes...
Finding a good mentor will be the key. Suitable training could be a supplementary help. Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
I worked for a company that did something similar. New PMs with experience became PMs but were unofficially paired with an existing PM to learn how the company operated.
New PMs without experience were hired as Project Coordinators and assigned to a PM. That PM had the added burden of teaching the new hire, but got the benefit of a PC to help them with their menial tasks. There was no formal checklist because the PCs reported directly to PMs, and the PMs were responsible for them. When the PCs gained enough knowledge, experience and responsibility, they could fill a PM position. It was really an informal apprenticeship path to project management.
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1 reply by Kirstin Roundy
Sep 30, 2019 12:34 AM
Kirstin Roundy
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How did the company decide when the PC had gained enough knowledge, etc. to become a PM?
I worked for a company that did something similar. New PMs with experience became PMs but were unofficially paired with an existing PM to learn how the company operated.
New PMs without experience were hired as Project Coordinators and assigned to a PM. That PM had the added burden of teaching the new hire, but got the benefit of a PC to help them with their menial tasks. There was no formal checklist because the PCs reported directly to PMs, and the PMs were responsible for them. When the PCs gained enough knowledge, experience and responsibility, they could fill a PM position. It was really an informal apprenticeship path to project management.
How did the company decide when the PC had gained enough knowledge, etc. to become a PM?
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1 reply by Linsey Ackerman
Sep 30, 2019 10:17 AM
Linsey Ackerman
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Our PMO structure is different. We pull people with business experience into our PMO and train them to be PMs and 6 Sigma Black belts. We do not have PCs.
Saving Changes...
Linsey AckermanStrategic Project Manager| CaterpillarNashville, Tn, United States
Sep 30, 2019 12:34 AM
Replying to Kirstin Roundy
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How did the company decide when the PC had gained enough knowledge, etc. to become a PM?
Our PMO structure is different. We pull people with business experience into our PMO and train them to be PMs and 6 Sigma Black belts. We do not have PCs. Saving Changes...
Kimberly ChavezPlatform Program Manager, Integration| BrightspeedOverland Park, Ks, United States
So recently we brought in a brand new person with no PM experience. She worked in the company for several years and is a great asset. When they brought me on, I had loads of PM experience and no industry experience. They asked me to help her and that is what I am doing slowly. She knows the industry so I hit her up when I cross something I haven't seen before. Teaching her the "mechanics" was the first step. Walking her through how a project is delivered and the steps we execute to keep it moving and monitored. Also how to close out. The nuance's she is learning by asking questions as things come up. At some point, she has to take some initiative and enroll in classes or seminars etc. I will guide but I don't have the time to model her into a PM role. Personally, I think it's important to team an inexperienced person with an experienced person just to get the mechanics down. Beyond that its up to the individual to develop their career. Saving Changes...
