PM Network Vol 20 Notes
PM Network Vol 20, 4: April 2006 p. 24
Behavioral interview
- ‘past behavior is the best predictor of future success’
- Themes like success failure and focus on topics such as persuasion, conflict management and interpersonal relations.
- Create story around accomplishments
- Beginning (restatement of prob) middle (actions you took) and end (result)
Panel interview
- Prioritization and demands
- Answer in order
- ‘I’d be happy to answer but if you don’t mind, I’d like to answer this other question first.’
- Expect follow up questions
Case interview
- Analyze business problem, hypothetical
- Define problem and explain process for solving it
PM Network Vol 20, 4: April 2006 p. 39
| More persuasive | They’re able to argue and convince others of a particular viewpoint |
| More outgoing | They’re more talkative and noisy |
| More innovative | They’re ready with lots of ideas |
| More achieving | They set higher goals for themselves |
| Less modest | They’re ready to talk up their own achievements |
| Less conventional | They want to do things differently. |
PM Network Vol 20, 4: April 2006 p. 46
Change Management activities
Quantitatively benchmark the assumptions so that progress made toward setting realistic expectations can be measured. Rate the problems by strongly disagree to strongly agree
_ the implementation will be difficult
_ my job will be easier after the implementation
_ the project change will make my job more secure
_ I expect a few problems in the first few weeks
_ consumers will see the change’s benefit almost immediately
_ we will not have to work as much overtime
_ we will be more confident that stock is available when we take an order
_ the changes have nothing to do with me
PM Network Vol 20, 4: April 2006 p. 64
Inverted pyramid style of communications for update
Punch line: Most critical concern is stated, “Eighty five percent of the testing worked”
Current status: “The project is 10 days behind”
Next steps: tell not only the problem but the solution. “We can recover three days of the delay but not all five if Bill Smith works overtime for a week.”
Explanation: “We did the tests but it didn’t work as planned.
PM Network Vol 20, 4: April 2006 p. 66
Ask the right questions in beginning or evaluating a project
- What specific corporate strategy or business initiative is the project linked to?
- What value does the project provide?
- What are the measures for quantifying the success of the project?
- What are the shutdown conditions of the project?
- What are the implications of doing nothing?
PM Network, Vol 20, 5: May 2006 p. 20
Building a better relationship with authority
- Listen to your leader’s heartbeat; hallway conversations & dreams personally and professionally.
- Know your leader’s priorities
- Catch your leader’s enthusiasm; promote their dreams and visions
- Connect with their interests
- Understand their personality; opposite opinion is OK as long as goals and values match up.
- Earn their trust; positives fund the account, negatives detract.
- Work with their weaknesses; identify these and provide a balance to them.
PM Network, Vol 20, 5: May 2006
Risk management
Is it financially stable and secure? Look at balance sheet for risk tolerance.
Can current business operations continue alongside forward-looking project work without substantial disruptions to either? Evaluate project on impact to other projects and ongoing operations.
What are the to-level execs tolerance for risk and commitment to completion? Support of sponsors who are likely not to leave or strong, multi-exec support.
PM Network, Vol 20, 5: May 2006 p. 76
Leader of the Pack
- How do you interact with people on a regular basis?
- Are you negative or critical?
- Do you empower others or try to micromanage and control?
- Do you try to develop and support people?
No comments:
Post a Comment