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Topics: Career Development, Change Management, Communications Management
Generation contest: What the best approach would you recommend to a novice in PM applying to new responsibilities in front of the project team? Changing the roles: as a senior PM which advice to give?
There are activities do you think are appropriate to the novices in PM develop in a sequential way to achieve confidence on the practices?
Which would be your advice on that matter?
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Vagner -

Three recommendations I'd make to any new PM:

1. Get a trusted, seasoned PM to act as your mentor

2. Focus on people first, then process & tools

3. Know the business case underlying your project as deeply as possible

Kiron
Thanks, Mr. Bondale. Soft skills first.
On large projects or in programs which require multiple PMs, I would assign portions of the work statement to less senior PMs under the supervision of a lead. That way they can gain depth of knowledge in specific subjects. That assignment could be for a specific technical discipline contributing to the project, or a specific PM function such as change management or WBS development.

As the lead myself, I would try to ensure the less senior PMs get management visibility to help them develop presentation skills, expand their sphere of influence, and have better name recognition for performance ranking and future job opportunities.

This does take a lot of work for the mentor or lead. As a lead PM, I spend a large percentage of my time coaching, rather than directly leading projects myself. While I could complete tasks much quicker than explaining them, it is an investment in future capability.
Very nice points, Mr. Novak. Good contributions to pave a truthful way to the novice as well allow the senior demonstrate his generosity. All the best your projects and life.
Vagner

Soft skills comes on top and as Kiron mentioned, you will benefit a lot from finding a seasoned PM mentor in your area who you can trust so he can mentor you.

Be transparent in your communication and confident in your conversation.

RK
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1 reply by Vagner Antonio da Silva
Oct 24, 2022 9:21 PM
Vagner Antonio da Silva
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Thanks, Mr. Kaibni! This kind of subject is sometimes under assessed by lots of managers whose are just interested in the pieces of deliverable. At their times, these pieces of deliverable are based mostly on the technical skills and could be executed independently of the development of the soft skills along of the time. Respecting the right time for the different kind of stakeholder/team member could contribute to forge new generations of PMs also with that mindset. Success and happiness on your journey.
Oct 24, 2022 8:41 PM
Replying to Rami Kaibni
...
Vagner

Soft skills comes on top and as Kiron mentioned, you will benefit a lot from finding a seasoned PM mentor in your area who you can trust so he can mentor you.

Be transparent in your communication and confident in your conversation.

RK
Thanks, Mr. Kaibni! This kind of subject is sometimes under assessed by lots of managers whose are just interested in the pieces of deliverable. At their times, these pieces of deliverable are based mostly on the technical skills and could be executed independently of the development of the soft skills along of the time. Respecting the right time for the different kind of stakeholder/team member could contribute to forge new generations of PMs also with that mindset. Success and happiness on your journey.
It will depends too much on the culture on your country. I saw you are in Brazil (I work a lot with Brazilian people) and is not the same than for people whom are in Argentina (my place) and the same with other countries. I have the posibility to work on program/projects with people which are located around the world and belongs to all levels in the organizational pyramid and at the end is not a matter if you are a novice or not. But, what works for my in general is: 1-do my previous work that you can call "elicitation preparation" which is doing my own investigation about all related to the environment where the program/project I am assigned: the process in the domains, the key stakeholders on the domain, the pains the stakeholders have in that domain, the domain itself (external an internal forces on the domain). All these to demostrate that, while I am not a subject matter expert, I understand the domain and the pains they could face and are the reason for put money in the initiative. 2-demostrate that I am a facilitator from the point of view to help them to do the activities which are needed to achieve the project objectives. Somthing similar some people call "servant leadership".
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1 reply by Vagner Antonio da Silva
Oct 25, 2022 8:44 PM
Vagner Antonio da Silva
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Thank you, Mr. Conte, for sharing. These characteristics of the leadership pointed on your contribution are, undoubtedly, relevant to develop the team members. All the best on your journey.
Kiron made valid points.
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1 reply by Vagner Antonio da Silva
Oct 25, 2022 8:45 PM
Vagner Antonio da Silva
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Thanks, Mr. Darestani. Your understanding of those contribution is similar to mine.
Oct 25, 2022 5:44 AM
Replying to Sergio Luis Conte
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It will depends too much on the culture on your country. I saw you are in Brazil (I work a lot with Brazilian people) and is not the same than for people whom are in Argentina (my place) and the same with other countries. I have the posibility to work on program/projects with people which are located around the world and belongs to all levels in the organizational pyramid and at the end is not a matter if you are a novice or not. But, what works for my in general is: 1-do my previous work that you can call "elicitation preparation" which is doing my own investigation about all related to the environment where the program/project I am assigned: the process in the domains, the key stakeholders on the domain, the pains the stakeholders have in that domain, the domain itself (external an internal forces on the domain). All these to demostrate that, while I am not a subject matter expert, I understand the domain and the pains they could face and are the reason for put money in the initiative. 2-demostrate that I am a facilitator from the point of view to help them to do the activities which are needed to achieve the project objectives. Somthing similar some people call "servant leadership".
Thank you, Mr. Conte, for sharing. These characteristics of the leadership pointed on your contribution are, undoubtedly, relevant to develop the team members. All the best on your journey.
Oct 25, 2022 9:18 AM
Replying to Abolfazl Yousefi Darestani
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Kiron made valid points.
Thanks, Mr. Darestani. Your understanding of those contribution is similar to mine.

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