-
When Reality Hits - Project Managers Roll With It
February 11, 2012
-
When IT Is Your Company’s “Piggy Bank”
February 10, 2012
-
4 Key Things a Project Manager Must Do
February 10, 2012
-
Essential Project Management
February 10, 2012
-
8 Traits of Top Project Managers - Part 1
February 9, 2012
-
Agile Project Management - Engaging Your Customer!
February 9, 2012
-
9 Tips to Avoid Traps in Project Planning
February 9, 2012
-
Why Projects Succeed - Executive Sponsorship
February 8, 2012
-
On Customer Participation in Agile Projects
February 8, 2012
-
A Project Charter for Lazy Teams
February 8, 2012
Performance Appraisals Which Do Not Measure Project Management Skills - Project Management Mistake # 12
September 20, 2008 | Author: PM Hut | Filed under: HR Management
Performance Appraisals Which Do Not Measure Project Management Skills - Project Management Mistake # 12 (#12 in the series 15 Deadly Project Management Mistakes Government Agencies Make Which Cost Them Revenue, Time & Efficiency)
By Keith Mathis - PM Expert Live
Each year our instructors are told by participants they have non-performers working on their teams. They express a great deal of frustration because they have little or no power to do anything about it. One example was expressed that even when the team member’s supervisor talked to the non-performers about their behavior, nothing changed. This creates a crisis within the project team. Can project teams only function affectively when they are supervised by someone who has position power? If so, that undermines the entire process of running project teams across most government agencies. Today it is impossible to have all project teams supervised by someone with position power. There are not enough supervisors or managers to accomplish this task, nor should they be forced to run projects in this manner. Then what can a project team do to run the team as well as monitor performance? We maintain that project teams must have some way of evaluating each team member. This can come about based on two simple changes in the way most agencies are performing evaluations and checks on their staff. The first and most simple solution to this problem is for an agency to redo the evaluation process of each employee’s performance; include the running of projects as a portion of that evaluation.
One simple way to do this is for the immediate supervisor to gather feedback from project managers on how their staff is performing on a particular project. When this is done appropriately, you will notice team members can no longer be a non-performer on a project and still think it will not impact their performance evaluation. What you are doing is holding the employee accountable to perform not only on those items that are directly supervised by you but also fulfill all the objectives of their job which includes running projects.
The second possible way of measuring and evaluating how staff performs on projects is to have each project manager fill out that portion of their individual performance appraisal. This means you would have direct observation from the project manager on how that individual team member is performing.
What is the anticipated outcome of this? In most cases, you reduce the frustration presently being experienced by many people in your agency when you have created an excellent feedback system for communicating and holding each employee accountable.
Dr. Keith Mathis, founder and CEO of The Mathis Group, specializes in Project Management, Management Leadership, and Marketing training for private businesses and government agencies of all kinds. He offers 33 Project Management courses, is a Project Management Professional, is certified by the Project Management Institute and will customize every training session to your individual company’s needs. The Mathis Group also sponsors www.pmexpertlive.com, which is a powerful project management resource with free reports, podcasts, videos, and a monthly newsletter. He also offers customized management training and coaching on any subject with prolific communication and professionalism.
Related Articles
- Skills and Attributes of the Project Manager
- PM Skills - Not Just for PM's Anymore
- Business Analysis and Project Management – Part III - Using Soft Skills To Your Advantage
- Project Management Professional Skills Training
- Project Management Process - Phase 4 - Closing - Performance Recognition (Celebrate!)
No comments yet.
feel free to leave a comment
Comment Guidelines: Basic XHTML is allowed (a href, strong, em, code). All line breaks and paragraphs are automatically generated. Off-topic or inappropriate comments will be edited or deleted. Email addresses will never be published. Keep it PG-13 people!
XHTML: You can use these tags: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <strike> <strong>
All fields marked with " * " are required.
- Agile Project Management
- Ask the Hut
- Certification
- Change Management
- Communications Management
- Computer Based Information Systems
- Concepts
- Corporate Transformation
- Cost Management
- Critical Chain Project Management
- Delegation
- History
- HR Management
- Implementing Project Management
- Integration Management
- Lessons Learned
- Management
- Miscellaneous
- People Issues
- PMBOK
- PRINCE2
- Procurement Management
- Program Management
- Project Lifecycle Phases
- Project Management Advantages
- Project Management Advantages
- Project Management as a Career
- Project Management Best Practices
- Project Management Charts
- Project Management Definitions
- Project Management Ethics
- Project Management for Beginners
- Project Management Guides
- Project Management Musings
- Project Management Office
- Project Management Proposals
- Project Management Templates
- Project Portfolio Management
- Project Workforce Management
- Quality Management
- Requirements Management
- Risk Management
- Scheduling
- Scope Management
- SCRUM
- Soft Management
- Time Management
- Training
- Uncategorized