Steven ConnellSenior Project Manager| MUFGCharlotte, Nc, United States
When we set annual performance goals for PMs, we are telling them what the organization values the most. Those who exceed their goals can expect to attain their bonuses and the best salary increases. When developing performance metrics, it's easy to quantify budget and schedule performance, or duration of projects in a red status. Consequently, these metrics can get an outsized weighting when evaluating PMs. PMs, in turn, end up focusing a lot of time managing to those metrics in order to improve year-end ratings.
Who has seen reviews that appropriately balance less quantifiable skills, such as building trust within the team, influencing business partners to set CTQs and scope thoughtfully, identifying risks and issues and focusing resources to drive out sensible, thoughtful mitigations?
I've seen organizations call out the easy-to-measure metrics as performance, and the harder to measure ones as behavior, but the performance metrics always come first and behaviors sometimes seem more like an afterthought. So, has anyone seen this done well? Saving Changes...
