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Acquiring the Best Talent for Crucial Project Leadership Roles
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Acquiring the Best Talent for Crucial Leadership Roles
Introduction
Leadership Roles in Context
Challenges/Impact
Best Practices
Next Steps
Q&A
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Leadership Roles in Context
"The quality of leadership, more than any other single factor, determines the success or failure of an organization."
-Fred Fiedler and Martin Chemers in “Improving Leadership Effectiveness”
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Portfolio Management
Lifecycle Management
On Specification
Project Management
On Time On Budget
Execution Leadership
Technical Execution
Strategy/Governance
Project, Portfolio & Lifecycle Management:Leadership Roles in Context
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The Integrated Process Framework:
Software
Development
Lifecycle
Architectural
Engineering
Design
Consumer
Products
Biopharma
Development Government (includes Aerospace
& Defense)
Deliverables Deliverables DeliverablesDeliverables Deliverables
Project management = Business controls: On-time (Schedule), On-budget (Cost)
Portfolio management = Right projectsPlan/Select/Measure/Respond
Lif
ecyc
le M
anag
emen
t “O
n S
peci
fica
tion
”
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Portfolio Management
IT Methodologies
On Specification
Project Management
On Time On Budget
Execution Leadership
Technical Execution
Strategy/Governance
Business Analysts, DBAs, Solution Architects
Program Mgrs, Project Mgrs, Schedulers, Project Administrators
DevelopmentQA
Documentation
Leadership Roles in Context: Information Technology
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Portfolio Management
R&D Methodologies
On Specification
Project Management
On Time On Budget
Execution Leadership
Scientific Application
Strategy/Governance
Clinical Research Analysts CRO Management, Study Director
Medical Affairs Director
Clinical Trials ManagersProgram Mgrs, Project Mgrs Schedulers, Project Administrators
Medical Writers, Data Analysts Clinicians, QA
Clinical Research Associate
Leadership Roles in Context: Pharmaceutical Industry
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Challenges/Impact
“Challenge is a dragon with a gift in its mouth. Tame the dragon and the gift is yours.”
- Noela Evans
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Challenges
Unrealistic timelines
Unclear requirements
Hiring technical talent vs. leadership talent
Overemphasis on skills vs. results
Process gaps (client and staffing partner)
Staffing as a commodity
Cost of commoditization
Inability to meet objectives with suboptimal team
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Challenge: Unrealistic Timelines
• Planning with procurement often takes longer than expected
• Aligning candidate availability with realistic onboarding date
• Best leaders aren’t always the most available leaders• Competing with too many other high priority initiatives
• You need the person you’re hiring in order to make time to hire the person…
• Multiple inputs to decision process • Unrealistic understanding of time commitment necessary
to “get it right”
Expectation: Staffing
process is quick
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Challenge: Unclear Requirements
• Understanding what capabilities are really needed
• Providers need to understand the “big picture”
• Whisper down the lane: Hiring Manager Recruiter Provider
• Difficult to know what you’re looking for prior to meeting potential candidates
• Requirements sometimes need to change (to compromise?) in order to align with who is available vs. who is optimal
Expectation: We need the right
person now!
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Challenge: Hiring Technical Talent vs. Leadership Talent
GIPS & GAW vs. technical “know-how”
• Cultural alignment trumps technical knowledge
• Misaligned values are more difficult to overlook
Leadership talent is much more difficult to assess
• Leadership is taken and not given: Often creates challenges for contracted leaders
• Some people make things happen, some people watch things happen, and some people ask…
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Challenge: Overemphasis on (technical) Skills vs. Results
• Work history and education• High initiative and self-motivation• Flawless execution• Leadership of teams• Similar success• Adaptability• Personality and style• Cultural and team fit
Expectation: You need someone who will
effectively get the job
done
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Challenge: Process Gaps (Client and Recruiter)
Spending the time to help partners “get it right”
Providing feedback
Trusting provider references
Funding confirmation
Aligning expectations among provider - procurement - requestor
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Challenge: Staffing as a Commodity
• “Redo” – rarely happens• Morale
What is the cost of getting it wrong vs.
getting it right?
• If the replacement cost doesn’t act like a commodity, can it really be a commodity?
Easy replacement mentality vs. what
would it really cost to replace the resource?
• Commodity = Vendor?• Value add = Partner?Which relationship do
you need?
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Challenge: Cost of Commoditization
What are the real costs of sub-optimal hires?
• Hiring costs: fees, training• Lost opportunity costs: revenue, profit,
efficiency, customer loss• Excessive management, mental
anguish, frustration, wasted time
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Challenge: Inability to Meet Objectives with Suboptimal Team
Hiring the wrong key leader causes the whole team to fail
• The leader “sets the standard”: Poor performance from a leader sets a standard of poor performance for the team
• An expectation is set that poor performance is tolerated: Other team members know this person isn’t living up to expectations
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Best Practices
“Historical methodology, as I see it, is a product of common sense applied to circumstances.”
- Samuel E. Morison
#1
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Suggested Best Practice
Communicate process and
define requirements
Find the best candidates
Review/ compare/select
for follow-up
Prepare for candidate interview
Conduct interview
Select the right candidate
Conduct the post-decision
process
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Best Practices: Communicate Process and Define Requirements
Once need is identified, communicate process and target dates to interested parties
Identify requirement and confirm the position is approved and funded
• Substantial department goal: Describe the situation or problem• Obstacles: What obstacles to success will the person encounter?• Action: What action will overcome the problem (implement, manage, organize, develop create)?• Results: What results will define success?
Understand what’s really needed (right ratio of technical vs. leadership talent)
Define the plan/timeline for interview/selection/hire
Ensure internal constituents are in agreement as to priority: HR, Finance, internal team members, stakeholders
Balance job skills vs. results
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Best Practices: Find the Best Candidates
Decide how to fill the need
• Internally• Externally, with internal sourcing• Externally, via partners (need to identify the best staffing partner)
Communicate requirement and (if necessary) hire and solicit staffing partner(s)
Communicate the requirement, including the “big picture” clearly
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Best Practices: Review/Compare/Select for Follow-Up
Be crisp/timely with scheduling, running interview, following-up – in front of the candidate
Respect candidates. The best people are not a commodity – don’t treat them as one
Develop results vs. skills matrix and score and compare each candidate• Excel spreadsheets provide objective means (skills vs.
results matrix )
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Best Practices: Prepare for Candidate Interview
Use the results from skills vs. results matrix to determine focus areas for interview
Use a structured assessment tool to collect feedback
Assign roles for all involved internal parties
Set the stage before asking questions• Get candidate excited about job• Discuss critical success factors• Share candidates role in the future vision
The success-based interview:• Use pre-structured core questions• Focus on self-motivation/governors of success• Train yourself to always ask for examples
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Best Practices: Conduct Interview
Drilling in to candidate’s ability to deliver required results
Define what the candidate will need to be good at and explore this during the interview
Force yourself to postpone biases• Don’t fall victim to 1st impressions – remain objective (phone screen prior to face-to-face interview
helps)
Use the interview to evaluate the 5 best predictors of long term success:• High initiative• Flawless execution• Leadership: Execution by leveraging through others• Past success• Adaptability (to your environment)
Listen deeply and be respectful
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Best Practices: Select the Right Candidate
Utilize skills vs. results to objectively select the best candidate• GIPS and GAW over technical skills?
Coordinate among all parties
Review and select candidates provided by staffing partner(s)
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Best Practices: Select the Right Candidate
Include ratings in the following areas:• Work history and education• Initiative and self-motivation• Flawless execution• Leadership of teams• Similar successes• Adaptability• Personality/style• Cultural and team fit
Include data gathered from standard interview questions
Collect substantive feedback from all interviewers
Document key areas of concern
Validate thorough reference check (subordinates, peers, bosses, customers, vendors, etc.)
Provide feedback to everyone who invests their valuable time (value add = partner?)
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Best Practices: Conduct the Post-decision Process
Procurement/orientation/onboarding
Get the new person productive quickly• Badging• Technology• SOPs
Review all Best Practices process steps• Ensure all steps have been completed and communicated• Identify areas for improvement
Next steps…
Project Assistants
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Project Assistants’ Value Proposition
Project Assistants is a consulting firm that provides innovative solutions which ensure flawless execution of organizational strategy, typically in a project intensive environment.
Reduces risk Maximizes ROI
Speeds realization of
business value
Drives effective
organizational change
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Project Assistants’ Practices
Project & Portfolio Management
Services
Collaboration Services
Education and Competency Development
Application Development
Project Management Outsourcing
Platinum Staffing
ProjectCommander
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Next Steps…
Schedule a complimentary PPM Maturity Improvement Readiness Briefing Determine requirements for successful PPM improvements in your
organization Project management reporting Technology environment Resource planning methods PPM Governance
Review: Project Assistants methodology used to improve PPM capabilities through a
review of your organization’s current and desired future state Using a Roadmap to develop scope and justify investment in PPM and the
supporting PMO organization Common PPM challenges:
Ill-conceived PPM technology deployments & their harmful effect on PPM initiatives Common training and competency development shortcomings Finding the appropriate PM methodology and guidance
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Next Steps…
Contact Jan Goodman to schedule a PPM Improvement Readiness Briefing for your organization: 302.477.9711 Toll-free 800.642.9259 jgoodman@projectassistants.com www.projectassistants.com
Register for our upcoming webinars: Go to www.projectassistants.com/events.html to learn more about our
upcoming webinars.
Q & A
Contact Project Assistants:302-477-9711
jgoodman@projectassistants.com www.projectassistants.com
Conclusion & Adjournment
Thanks for attending today!
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