Below Situation will help to understand what this post/ question is about: Conversation b/w a client and a young PM.
Client: Hello Mr. X, how many years of project management experience do you have - we want to ensure we have a "good" project manager working for our ERP implementation? Young PM: I have been working in project management for 10+years in various capacity. Client: That is good, but how many projects have you led as "PM" title specifically? Young PM: None, but I have worked as PM Advisor, PMO, Team lead, Associate PM, Additional PM/ Second PM. But to specifically answer your query, none as PM title. Client: Well in that case, I am sorry we cannot onboard you. We need a PM who has led with a PM title.
Question: How would you handle the situation, if you were the young PM?
My suggestion: Discuss with client and use referrals to speak for your experience, or, get him to agree to onboard you on probation period, that will give you the opportunity to prove your skills to the client as well as yourself.
P.S. Some people might be able to relate to this conversation, which was shared by a very close aide :) Saving Changes...
Yasaf BurshanFounder, CEO| Team GeniusTel-Aviv, Israel
Different organizations use different titles for the same roles.
It is more important to focus on the responsibilities and actions performed rather than the title.
If your friend wasn't hired because of the title, then I'm afraid it was just an excuse covering for something else. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The key is to ask to your client: what does means PM for you? Roles you have described are related to PM. Review the definition no matter the organization you follow (PMI, IPMA, GPS, etc) Saving Changes...
I agree with Sergio. You ask the client what you expect the PM to do for them then you show them how you have experience in those very responsibilities.
If I was the client, I would have been more interested in the ERP project management skills than the title. ERP projects are usually large, complex endeavours with proprietary implementation life cycles. Saving Changes...
Kgobalale John MalatjiProjects Portfolio Manager | Noko-impJohannesburg, Gauteng, South Africa
Hi Assadullah The scenario you posted above plays out quite a lot in life. It takes a knowledgeable client to have confidence in a person who has not taken a particular role before. If the client is knowledgeable in PM, he/she would ask the young PM pertinent questions to satisfy himself/herself if he/she has the right person for the job. Generally we demand experience from PM's but we are not ready or willing to facilitate the building of it. If the option is available, it is better to start off the project with the experienced PM and let the young PM to gradually take over. That will build the client's confidence in the young PM with assurance from the partial presence of the experienced PM. Saving Changes...
I agree with everyone who has posted thus far. It depends on what the client is looking for in a PM. After hearing their explanation of what they are seeking, the young PM should share how their experience fits the need. Shadowing an experience PM, if an option, may increase the chances of success if there are areas the young PM is unfamiliar. Saving Changes...
Good thoughts, and suggestions..Thank you. Saving Changes...
Gopal SahaiCorporate Trainer| Self employedNew Delhi, Delhi, India
If someone is being hired or rejected just on the basis of the title "PM", then it is the fate of the hiring organization. PM is not just a designation, but a role that can be played by anyone in the capacity or profile. The hiring organization really needs to define the "KRA" for the position and anybody who fits in the profile could be a potential hire.
I would like to draw your attention to PMI's Talent Triangle that defines a blend of Technical, Leadership and Strategic & Business Skills. Although an 'experienced' person 'titled' as a PM is understood to possess these three skills required for the job, that is more of an assumption. And any assumption comes with an element of risk.
In that context, I agree with Yasaf Burshan that the rejection reason may not just be the one quoted - although being one of them. I am sure there's more to it than meets the eye.
Interesting and relevant situation though! Saving Changes...
Radhika NamburiAssociate Vice President Site coordinator| Wills Towers Watson CompanyVisakhapatnam, Andhra Pradesh, India
I agree with Gopal's comment on the PMI Talent Triangle and I feel that a good PM should have negotiation and convincing skills as well. I think that was the missing link there. Saving Changes...
Michelle MercierTechnical Project Manager| AccentureShad Bay, Nova Scotia, Canada
I don't necessarily like the term "Young PM" because the person could be older, and still not have the Project Management experience for the role.
In the above situation, the person didn't seem to 'sell' the knowledge and skills that they have acquired as they had various roles. They should have explained more of the things they would bring to that company before the interviewer got to the bottom statement. They might have been able to prevent that question even being asked in the first place.
Honestly, I am not sure how they got an interview if the company feels that strongly about titles. They would have been 'weeded' out before getting to the interview as there wouldn't have been that "PM" title in the resume! Saving Changes...
Brian MukoyiProjects Manager| J R Goddard ContractingBulawayo, Zimbabwe
Agree with Michelle. They should have preselected their candidates on experience and avoided this conversation. On the PM's side he should have asked questions relating to the organisation's expectations and the system proposed and displayed his knowledge of the required expertise. Saving Changes...
