Anna Kompanets: PM Performance Measurement and Assessment (UA)

Lecture 7.
PM Performance Measurement
and Assessment
Lemberg PMO School 2023-2024
18/01/2024

Имя Фамилия
Давайте
знакомиться
Занимаемая должность
Anna Kompanets,
PMP®, CCMP ™, PMI-ACP®, PMO-CP®
Change management lead, Program manager
About Trainer
14 Years of Project and Change management in IT
Active participant, trainer and volunteer of PMI Ukraine Chapter and ACMP
Ukraine.
Passionate about People side of change, actively promoting Change
management practices in leadership communities

● Approaches to the Assessment of Project Managers
● Competencies of Project Managers and career paths
● Creation of a system of development of PMs within the organization
Aspects to cover

Давайте
How do you perform PM
assessments and performance
reviews in your company?

Competency is the capability to apply or use the set of related knowledge,
skills, and abilities required to successfully perform 'critical work functions' or
tasks in a defined work setting.
What is Competency?

Based on functioning
1. Core competencies
Ex. analytical capabilities,
creative thinking and
problem-solving abilities
2. Cross-functional
competencies
Ex.budgeting, computer
proficiency and other
topics
3. Functional
competencies
Ex.specialised skills,
significant subject
knowledge, technical
proficiency
Types of Competencies 1/2

Types of Competencies 2/2
Organisational competencies
Ex. attitudes, abilities and behaviours
that contribute to the organisation's
effective performance
Technical competencies
Ex. knowledge and abilities to complete a
particular job or collection of jobs within the
company framework successfully
Job competencies
Ex.fulfilling weekly goals, convincing
clients or customers of the product's
benefits and customising offers
Management competencies
Ex. abilities, routines, professional goals
and approach required to manage
people
Behavioural competencies
Ex. knowledge, abilities, attitudes,
behaviours that can help complete
tasks independently or in collaboration
Personal competencies
Ex. being adaptable, open-minded,
think critically,take on multiple roles,
adapt behaviours to team
requirements, manage uncertainties
1.
2.
3.
4.
5.
6.
Leadership Competencies
Ex. business savvy, effect and
influence, communication abilities,
honesty etc.
7.
Role based

Competencies Vs Skills
Competencies are
value-based, whereas
skills are measurable
It is possible to evaluate
if someone has coding
knowledge and estimate
how well they know it.
Whereas, it is difficult to
evaluate someone's
analytical abilities
Skills are often agile, as you
can develop them with
education and skill
enhancement programmes.
You can learn how to use the
software within a few months
by learning about it and using it
regularly. But you may not
become competent in a field
in the same period of time
You can use the same skills as you
change organisations or roles,
across jobs, projects and tasks
Characteristics, such as
performance expectations,
attitudes and behaviours, make
up competencies, which may differ
from organisation to organisation,
depending on their priorities and
goals.

Ways of Working: Whether it’s predictive, agile, design thinking, or
new practices still to be developed, it's clear that there is more than
one way that work gets done today. That’s why we encourage
professionals to master as many ways of working as they can - so they
can apply the right technique at the right time, delivering winning
results.
Power Skills: These interpersonal skills include collaborative
leadership, communication, an innovative mindset, for-purpose
orientation, and empathy. Ensuring teams have these skills allows them
to maintain influence with a variety of stakeholders - a critical
component for making change.
Business Acumen: Professionals with business acumen understand
the macro and micro influences in their organization and industry and
have the function-specific or domain-specific knowledge to make good
decisions. Professionals at all levels need to be able to cultivate
effective decision-making and understand how their projects align with
the big picture of broader organizational strategy and global trends.
PMI Talent Triangle

Performance review components
Example of evaluation approach: https://dou.ua/lenta/columns/knowledge-vs-skills/

● Accountability Taking psychological ownership for what you say you will do
● Adaptability Ability to respond to unforeseen changes
● Collaborative leadership Ability to work with others across boundaries to make decisions
● Communication Effective in explanation, writing and public speaking
● Discipline Ability to impose structure through planning, routines and timelines
● Empathy Ability to sense others’ emotions by imagining yourself in their situation
● For-purpose orientation Recognize the needs of others and actively seek ways to help them
● Future-focused orientation Ability to energize others with your vision of the future
● Innovative mindset Ability to generate creative ideas and act upon them to solve problems
● Problem-solving Ability to figure out what is wrong and resolve it
● Relationship building Ability to deepen personal relationships through building trust
● Strategic thinking Ability to see patterns and alternative paths rather than complexity
Some of Power Skills

Nine in 10 respondents to the PMI
Annual Global Survey on Project
Management agree that power
skills help them work smarter, while
eight in 10 also agree that their
organization places value on all
employees possessing power skills.
https://www.pmi.org/learning/thought-leadership/power-skill
s/power-skills-assessment
Top 4 Power Skills

Top 4 Power Skills Self-Evaluation
https://forms.gle/c6vCJzR5MSMwgPMw6
Self-Evaluation consists of a series of
statements and a range of selections to
indicate how well you demonstrate power
skills through your habits and practices.
There isn’t a score that you are trying to
reach—as a project professional you
should be striving to constantly improve,
so no matter how strong you are in any
one category, think about how you can
become even better.

Давайте
How do you develop Power
skills in your company?

What’s in it for you?
Business Acumen competency area is all about your high-level understanding of your
organization, and its place in its wider community.
• Skills you’ll need as a project manager include business analysis, strategic-level
planning, and decision making.
• It’s this competency area that will best fit you for promotion to program and portfolio
management or to wider business roles.
• It also takes you beyond the concerns of your own organization, into your wider
industry sector.
Business Acumen

PMBOK emphasizes three business-oriented skills you’ll need, to fit your project into the
mission and strategy of your organization:
1.Explaining the business aspects of your project
2.Working with project stakeholders to create a strategy for delivering your products into the
organization
3.Implementing your project strategy in a way that maximizes the value of your project to your
business
PMBOK about Business Acumen

• Benefits management and realization
• Business acumen
• Business models and structures
• Competitive analysis
• Customer relationship and satisfaction
• Industry knowledge and standards
• Legal and regulatory compliance
• Market awareness and conditions
• Operational functions (e.g. finance, marketing)
• Strategic planning, analysis, and alignment
PMI’s examples

Давайте
Why do you think your company
needs Business acumen
competency developed?

Business development is the
creation of long-term value
for an organization from
customers, markets, and
relationships.
Business development can
be summarized as the ideas,
initiatives and activities
aimed towards making a
business better.
This includes increasing
revenues, growth in terms of
business expansion,
increasing profitability by
building strategic
partnerships, and making
strategic business decisions.
Applied to Project managers of all levels
Competence complexity grows from level to level
Business development

We expect that a project manager is able to cover Business development competency
trough:
• Participating in account development strategy development and implementation
• Identifying customer needs and expectations
• Discovering customer business risks and opportunities
• Proposing additional services to existing customers
• Contributing to engagement and pre-sale processes
• Leading discovery phases
• Taking part and/or leading in creation of the project legal documentation
• Contributing to company project management community and knowledge bases
BusDev competency overview

Understands both company’s and client's values
and business drivers. Works over implementing
Account development strategy.
Participates in engagement and pre-sale
processes, has experience in preparing legal
documentation. Focuses on personal leadership
development through participating in
company-wide initiatives and events.
Has brilliant understating of market opportunities
for the company, contributes to company brand
development through participation in external
events. Focuses on developing others.
LEVEL
1
LEVEL
2
LEVEL
3
Primary focuses per PM Level

LEVEL 1 Project manager
✔ Clearly define Client business and technical
drivers
✔ Understand Account development strategy and
contribute to its implementation
✔ Monitor and analyze CSAT trends (NPS) and
plan corrective actions
BusDev Jobs performed

LEVEL 2 Project manager
✔ Perform expectations management
✔ Contribute to engagement and pre-sale phases
✔ Identify customer related business risks and
opportunities
✔ Take part in creating the project legal documentation
(SOW, Project Proposal)
✔ Contribute to PMO Knowledge Base and share best
practices
✔ Participate in internal PM events as
speaker/contributor/moderator
✔ Take part in PMO and company-wide initiatives

✔ Contribute to creating Account development strategy
✔ Lead the process of creating the project legal
documentation (SOW, Project Proposal)
✔ Propose additional services to existing customers
(cross-sales, up-sales)
✔ Participate in external PM events as
speaker/contributor/moderator
✔ Perform as PMO Partner or Expert
✔ Prepare and/or lead PM trainings
LEVEL 3 Project
manager (1/2)

✔ Coach and mentor other PMs within the
project/account
✔ Develop Team leadership and grow high-potential
team leads
✔ Develop and share staffing best practices across
the company
LEVEL 3 Project
manager (2/2)

Knowledge beyond the
Competency (examples)

Client’s drivers of change
• Cost reduction pressures
• Business demands
• Technical obsolescence
• Reducing Complexity
Dilemmas for the Client
• New technology
• Cost reduction pressures
• Business demands
• Technical (obsolescence, complexity)
“One Handed Clock”
technique
IMPORTANCE SCORE
Productivity
Quality
Time-to-market
Ability to manage changing priorities
Project visibility
Transparency
Alignment between IT and Business
Engineering process
Discipline
Software development process overall
Indicate importance of the following areas and score
them how do you think how strong they are (use 1-5
scale where 5 is max):
Customer related knowledge & skills

Understanding Client Types
• Large Enterprise Clients
(Typically need months or years of development from larger teams, and tend to use
technologies like Java or Oracle for projects valued in the high hundreds of thousands or
millions of dollars)
• Mature clients with medium sized projects
(companies that have experience in outsourcing software, have budgets of $50k or more,
and have internal resources such as in house developers or project managers that can
comanage the project)
• Resellers
(domestic companies that sell software services to domestic clients, but outsource much or
all of the development work overseas)
• Small businesses, startups, and individuals
(It includes bloggers, funded startups, small and home businesses, vanity eﬀorts, non
proﬁts, and others, usually with values ranging from $10,000 to $25,000)
• Bottom feeding clients
(get something for nothing)

Customer Satisfaction TODOs
✔ Track real-time C-SAT
✔ Evaluate customer journey on early
project stages
✔ Identify initiator of working with your
company and main company reasons to
do that: cost, vendor image, no
experience etc.
✔ Up to date stakeholders matrix to help
grow your account
✔ Track treads and opportunities for each
stakeholder
✔ In cases when the client will not reply to
NPS, recreate all of your important touch
points to identify a potential problem

Customer visit prep Check-list
✔ Car Rental
✔ Client Research
✔ Deﬁne Goals and Objectives
✔ Devices for Business Trip
✔ Dress Code
✔ First impression
✔ On-site visit Planning
✔ Paper work
✔ Presents for Clients
✔ Self introduction

Training non-technical PMs
• Computing Platforms
• Programing languages and frameworks
• Trending technologies
• Software architecture
• Development practices
• Requirements
• Estimations
• Coding
• Unit testing
• Refactoring CI/CD process
Company related knowledge & skills

Company Service Catalogue

How to Engage with New Client/Sales
Process
• Introduction of Presales process
• First engagement and why this is so
important
• Planning and preparation
• Execution, deliverables, timelines
• Smart Closure or how to secure new
business

Account Development Playbook

Types of
Deals

Contribute
Leadership related knowledge & skills

Speak/Lead/Facilitate

Gain Fame

Давайте
Find me at
https://www.linkedin.com
/in/annakompanets/
https://www.theways.io/ment
ors/anna-kompanets

Anna Kompanets: PM Performance Measurement and Assessment (UA)

Recomendados

Recomendados

Mais conteúdo relacionado

Semelhante a Anna Kompanets: PM Performance Measurement and Assessment (UA)

Semelhante a Anna Kompanets: PM Performance Measurement and Assessment (UA) (20)

Mais de Lviv Startup Club

Mais de Lviv Startup Club (20)

Último

Último (20)

Anna Kompanets: PM Performance Measurement and Assessment (UA)