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People judge others on tangible achievements because they’re the most objective way for a business to appraise a person’s value. Anyone can claim to be striving to improve; therefore, merely trying’s one best is practically meaningless, and no one will reward you for doing so. If you want to progress in your career you need to produce tangible results and achievements that demonstrate why you should be entrusted with more responsibilities and given higher pay.
Interesting question your
Thanks for sharing
Which leads to say: "People tend to scrutinize blots and gaps, and judge others based on tangible achievements and neglect the striving efforts to improve."?
Usually what is the development approach in the projects you participate in? Predictive or Adaptive (incremental, iterative, agile or hybrid)?
If Adaptive, what is the sprint review for?
Do you use the findings to create a personal development plan?
Do you share this personal development plan with the project manager?
With the other team members?
With scrum master (or another name given to the same function)?
Do you often ask for feedback on how you work (technical and relational) and the results you achieve?
Do you use feedback to create a personal development plan?
Implement your personal development plan?
The way is by walking
Projects are investments so there needs to be some value realization. Many of us will have a project where in spite of our and our team's best efforts the project did not deliver the desired outcomes. In such cases we need to assess "how" we managed it, did stakeholders feel engaged and were aware of the progress and what did we learn. Hopefully our next project will be a success!
Thank you for sharing the pointers. Usually predictive (waterfall) with lessons learned shared among immediate team members.
Develop a personal development plan with input from functional colleagues and project team members. We learn from each other of our technical knowledge and results of deliverables. However, but the organizational silo culture discourages sharing the development plan with colleagues and superiors.
We tried to gather feedback from Project Owners and Project Sponsors but they emphasise much more on their respective functions' duties and development. We implemented personal development plans to a small extent.
Dear Kiron & Eric,
Noted the valuable advice. Thanks for sharing.
It's on the right track
I just suggest you ask for feedback and guidance from Project Owners and Project Sponsors
I am convinced it will be successful
What do mean by intangible achievements? Life itself is a never ending journey of discovery, opportunities, and hardships. We are captains of our ship, and must set the course so to speak to achieve the goals we desire or require. Goals should be tangible and measureable, even if it is qualitative in nature.
For example, at our PM seminar the other day, one of the speakers mentioned the tangible benefits of the negotiating course he recently took. He personally felt it was of great benefit to him both professionally and personally, and he now approaches certain situations differently with perceived better outcomes. Would you categorize a perceived increased in negotiating skill as an intangible achievement? If so, how would you then align that attribute or skill into a benefits realization plan?
I recommend this to anyone who wants to see a very structured approach to PM related career paths.
There is a common mistake outside there: project will not deliver benefits. At least, direct benefits. Benefits are deliverd because the solution to be create by the project. Project will contribute to benefits by creating the solution as defined (quality), in the needed time frame (time) and with an efficient use of process (scope). You can search about benefit realization inside INCOSE or Val model from British Goverment or inside the BRM practice guide that belongs to the PMI.
Hi Steve and Sergio, thank you for the thoughtful questions and structured recommendations.
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