“The flexibility and the culture change can enable better coaching for performance and easier linkage to constant changes in the business environment,
which impact business goals,” Ms. Isakov says. “This kind of change requires
change management and a strong coaching culture. The more the system
becomes ingrained in the culture, the more impact it can have.”
TAPPING UNLOCKED POTENTIAL
The new school of performance management isn’t just about examining the
past. Some organizations are using in-depth reviews to determine which project
managers might be worthy of a promotion in the future.
BP, a member of PMI’s Global Executive Council, incorporates a matrix-oriented system that balances qualitative and quantitative measurements—and
provides a better view of a practitioner’s potential. The system balances scores
related to meeting milestones and project KPIs with subjective evaluations of
existing skills and behaviors.
Setting the Standard
Don’t throw away the performance review playbook just yet. While customized assessments can
help identify unique strengths and weaknesses,
Mateus P. Figueira, human resources operations
manager at Merck Group, São Paulo, Brazil, says
there are at least three tried-and-true criteria all
project practitioners should be measured against:
1Flexibility. Does the project manager demonstrate an ability to adapt to changing conditions and handle situations beyond his
or her control? Can he or she keep cool when a
construction permit is suddenly denied or a critical team member quits in the middle of a project?
Look to team member feedback for insight into
who works well under pressure.
2Decision making. Can the project manager make the right call in a tough situation? To
answer this question, keep a detailed record of
project outputs to determine which of his or her
actions had the most impact.
3Perspective. Does the project manager understand how his or her role supports the
organization’s strategy? How does he or she
work with diverse team members from different
backgrounds? This can be evaluated by asking
questions that require the project manager to see
the big picture—and gauging the quality of his or
has to have a sense
of how performance
with its overall
—Stacia Garr, Bersin by Deloitte, Oakland,