gartner master pm

8/9/2019 Gartner Master Pm

1/19

How to Build Master ITProject Managers...or Too Valuable to be

Underpaid .......Ted Smith

CEO, Gartner Institute

VP of Career ar!ets " Ser#i$es, Te$h%epubli$


2/19

Between You and Lunch:

1) Why should I listen to you?

2) Who are these project managers anyway?

3) What kind of project managers do we need?

) Why do project managers fail?

!) What characteristic define a "aster #roject manager?

$) Where are the master project managers hiding?

%) &ow can I 'uild master project managers?

() oes #" 'usiness contri'ution * compensation?

+) ,an you put a num'er on that?

For a copy of this presentation:

www.techrepublic.com/downloads.jhtml


3/19

Why should I listen to you?

-tep 1. -tart with /artner /roup research and analysis com'ined with /artner

client in0uiry to determine industry need

-tep 2. ,onduct primary research through detailed jo' task analysis and critical

incidence identification and 'uild jo' skill standards that are legally defensi'le

-tep 3. #roduce content that improes the effectieness of the I rgani4ation

-tep . 5efine that content through constant dialogue with the largest on6line

community of I professionals 667 www8techrepu'lic8com

ITIT

WorkforceWorkforcePerformancePerformance

Conte

nt

Community

Standard

s

Researc

h

400400IT ProjectIT Project

ManagersManagers

20,000

20,000hours of IThours of IT

PM experts &PM experts &

practitionerspractitioners


4/19

Who Are These Project Managers!Anyway?

"eniorPr

ogra##er

Inad$er

tent

Project

Mana

ger

Busine

ss%nitP

rogra#

Perso

n

&or#

ally

Train

ed

ITProjectM

anag

er

Trained

'()*

erie

nced

ITProjectM

anag

er

Trained%ntrained

40%


5/19

What +ind o, Project Managers -oWe eed?

ur 5esearch of 39 large I rgani4ationsfound.

:2 leels of #roject "anagement ;eed.

6 #roject ,apa'le


6/19


7/19

Most IT*roject

#anagersare here

Technical

Business

Beha$ioral

Le$el 5 Le$el 6 Le$el 7 Le$el 8 Le$el 9

0a*a1ility Maturity Model "cale

:e;uired0o#*et

encies

Project Manage#ent ()*ertise


8/19

Why -o Project Managers &ail?

usiness ,ompetency @ailure: Ignorance of changes in 'usiness initiatie sponsorship

: ,hanges in the 'usiness re0uirements not reflected in project planning

: n timeA on 'udgetA wrong outcome

: @ollowed the methodologyA lost the goal

ehaioral ,ompetency @ailure: Ina'ility to sere as adocate for the team

: Ina'ility to withhold making a final decision until the important facts hae 'een

collected and ealuated

: @ailure to understand Band consider) ramifications of decisions

: Ineffectie feed'ack to team mem'ers B'oth positie and negatie)


9/19


10/19

Where Are the Master ProjectManagers Hiding?

"aster I #roject "anagers were found inthree places.

: &appily at the top of great #"Ds

: "oing like fre0uent flyer nomads throughconsulting firms

: "isera'le in organi4ations that classifiedthem as one of those people that likes thatadministratie stuff


11/19

($en


12/19


13/19

-oes PM Business 0ontri1ution(;ual 0o#*ensation?

Base0o#*ensation

Budgetaryes*onsi1ility

%**er Manage#ent EEEEE

Project Manage#ent EEEE

Technical "ta,, E

ir8 of I-A ir8 of ata ,enter

=pplicationsA istri'uted-ystems

#rogrammerC=nalystAata'ase -pecialist

"edian E9" "edianE12!k

"edian E3""edian E(9k

"edianE199k

"edian E+!k

&'ase median $ompensation from blended $omp studies and national

a#era(in(


14/19

0an You Put a u#1er on That?

J*BB#=6 #)CB-J5BBBn=K -=2)LBnK -2))CBn=L n))))

PA@ e)a# score o, *roject #anager A

PB @ e)a# score o, *roject #anager B

"A@ standard de$iation o, e)a# score o, *roject #anager A

"B@ standard de$iation o, e)a# score o, *roject #anager B

nA@ nu#1er o, ;uestions on *roject #anager A=s e)a#

nB@ nu#1er o, ;uestions on *roject #anager B=s e)a#-tandard eiations*BH'L Hw)C$)M where

s* standard deiation

H'* alue of 1> 'estpossi'le outcomeHw* alue of 1> worst

possi'le outcome$ * num'er standarddeiations in a normaldistri'ution


15/19

A o1 ole With a Botto# Line

C (,,iciency DBased on 9EEFEEE ProjectG

9C

EC

7.6MM

5.MM

/ 5.7MM

(,,iciencyDG

E

Ine)*erienced A1o$e A$erage "u*erior

IT Project Manager "2ill Le$el

IT ProjectManager

Pro,iciency

7EC


16/19

"u##ary

: he 'road 'ase of project6responsi'le workers is not skilledand often are the root cause of project failure and the de6

aluation of the #" jo' role

: usiness and leadership skills are critical success factors in

the high6stakes world of I

: = project office needs to 'alance protegeDs and mentors 6

doing 'oth a serice

: "aster #"Ds need to 'e found and deeloped

: he project manager runs a 'usiness inside of your 'usiness

and needs to 'e recogni4ed accordingly


17/19

Than2 You

)or a $op* of this presentation+www.techrepublic.com/downloads.jhtml

or send an email reuest to+ tsmith-te$hrepubli$.$om


18/19

Bonus "lide: When -o IT Projects&ail?

7EC

6EC

8EC

5EC

Planning

"co*e-e,inition

()ecution

0losure


19/19

Bonus "lide: Is IT eally -i,,erent?

In,or#ationTechnology

(ngineering0onstruction

0hange a*idF un*lanned"lowF incre#ental

e;uire#ents 3,ten a#1iguous()*licit *lan

oles %tility *layers"*ecialists

I#*le#entation 0ontrolled crisis"i) "ig#a

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