Portfolio, Program, and Project Leadership Skills Assessment

Introduction

Project management has become a key factor in the achievement of organizational objectives in every type of business regardless of size and industry. Over the years, project management has evolved and now includes several distinct functions or disciplines. These functions, Project Management, Program Management, and Portfolio Management each require a similar set of skills and competencies to survive the pressures of the position and its responsibilities. These functions are not new and have been included in business management for decades, but they are becoming more complex and each function requires a continuous enhancement of managerial skills.

The unofficial progression of the project management career begins with managing projects. Newly appointed project managers are generally assigned to implement small to midsize projects and, as experience develops, more complex projects are assigned. Eventually, project managers who demonstrate a combination of superior leadership, organizing, and problem solving skills along with the ability to manage multiple projects are assigned to manage programs. Programs can be extremely challenging and require a combination of highly developed skills. Leadership, coordination, integration, systems and strategic thinking, business acumen, and interpersonal skills are a necessity for success as a program manager. Continuing the career path, a program manager may assume the responsibilities of a portfolio manager. This position includes responsibility for ensuring strategic alignment of projects and programs, making decisions that impact the organizations financial performance and brand recognition, and managing the effectiveness of project and program managers.

This progression does not apply to all organizations and there is no universal project management succession process but most organizations seem to follow this approach.

In any case, there is a need to define and communicate the competencies required for success in each of the project management responsibility levels. It is also necessary to develop a process to ensure that competencies are attained and maintained.

The following table provides a basis for assessing the essential competencies of the career-minded project manager. Each skill area is related to the generally accepted responsibilities associated with the project, program, or portfolio manager position. Although these positions have distinct differences the table refers to competencies that cross over into each position.

Review each skill area and assess your current ability in each specific subtopic of the skill. Some skills are applicable to each role and some skills are generally associated with a specific role. As you complete the table, refer to the following differentiators:

A – Applies to Project, Program and Portfolio Manager
B – Applies to Program Manager
C – Applies to Portfolio Manager
D – Applies to Project manager

As you review the table, objectively and honestly consider how you demonstrate each of these skills. Determine some potential actions that may be taken to improve in areas where improvement is necessary or skill is not demonstrated.

Note: Many of the skills described in the table may apply to more than one type of project management position. This table provides some general guidelines.

Skill	Clearly Demonstrated	Needs improvement	Not demonstrated	Action for Improvement
Process Improvement and Best Practices - A
1.Sets and meets commitments consistently
2. Manages assigned teams effectively
3. Pursues quality and strives for continuous improvement
Strategic Leadership – C
1. Develops creative approaches to resolve issues and achieve objectives
2. Strives to be innovative. Offers new ideas and alternatives to meet the organization’s strategic and / or organizational needs
3. Understands the key issues affecting the organization (Financial, Client demands, Governance, Politics, Products, Brand recognition, Sustainability, Employees, Transparency, Public opinion)
4. Comprehends the larger picture and sees the higher level corporate level point of view
5. Understands the impact of organization change and demonstrates leadership as a change agent
Team Building – A
1. Develops strong working relationships with peers and subordinates
2. Effectively resolves conflicts in a collaborative, win- win approach
3. Fully understands the organization’s escalation protocol and resolves issues at the appropriate level. Does not unnecessarily involve other leaders or executives in conflict resolution.
4. Regularly acknowledges other leaders, associates, and employees for their contributions to the organization
Motivates the Team and the Organization – A
1. Clearly demonstrates commitment to the organization’s goals and vision
2. Demonstrates leadership by example (takes action, accepts accountability)
3. Actively listens to other leaders, subordinates, and associates (members) to obtain new ideas
4. Provides opportunities for growth among the team by sharing knowledge and identifying opportunities for continued professional development
5. Actively offers mentoring and coaching to team members to assist in the development of leadership skills
Project Management Skills
1. Ability to assess project complexity – B&D
2. Ability to develop reliable estimates – B&D
3. Ability to organize a project (assignment of responsibilities) D
4. Ability to utilize the experience and knowledge of the team to develop a well organized plan B&D
5. Ability to assess project health through audits and performance evaluations B&D
6. Benefits Realization B Clearly understands the larger scope, the longer term objectives, and the benefits realized through the inter-related and interdependent projects

Regardless of assignment as a project manager, program manager, or portfolio manager, the skills required for success are similar and each skill should be reassessed regularly to determine where additional training, mentoring, or coaching is required. Professional development is an integral part of the project management career process and as responsibility increases, the skills required to sustain success will become more diverse.

Prepare yourself to meet the needs and expectations of your organization’s managerial team and develop your own personal plan for continuous competency improvement.

© 2011 allPM.com

Frank P. Saladis, PMP is a consultant and instructor in the project management profession with over 35 years of experience in IT, Telecom Installation and the IT Project Management training environment. Frank is a past-president of the PMI Assembly of Chapter Presidents and is the originator of International Project Management Day.

Artykuł opublikowany dzięki uprzejmości International Institute for Learning, Inc.

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Portfolio, Program, and Project Leadership Skills Assessment