As part of the CV Tips series I wanted to address project interdependency, it is an important factor to cover in the CV if you have had exposure to it as there is a big difference in portfolios which have dependencies to ones which are not interlinked. In basic terms Project Interdependency is a term often used where two or more projects relate in particular ways – for example if one of the projects fails to deliver expected results/benefits then all other related projects will be affected somehow. This can be resource conflicts, cost (if there is an overspend and a bunch of projects share this then other projects can fall short of funds), a project may be dependent on another project starting or meeting certain deliverables by milestones. Because of these reasons project interdependency is seen as a major risk to the other affected/related projects – if one project fails, then the rest can all come to a halt or fail also.
Now we have cleared up what a project interdependency is, you can see why this is a great competency to add into the CV if you have been managing/supporting this – the role of a PM always involves a certain level of balancing various teams and groups, ensuring all is being completed and delivered to plan, but when it comes to project interdependency there is a high emphasis on bringing together all parties to ensure success. Although there is the administrative element, there is also the all important governance, relationship building, team leading, negotiating with suppliers and a spectrum of other skills all rolled into one.
I think you will agree the competency is worthy of a bullet point on the CV, again, good examples may warrant being placed in the key achievements and of course you should look to add into the description of the portfolio when talking through volume of projects, programmes, etc.
A key skill within project management is effective relationship management; I know some exceptional communicators and also know some who think they are exceptional communicators – unfortunately it is difficult to break through a hardened ego shell so this article is aimed at those who remain open minded to improving or honing their skill. Behaviours play a big part of relationship management and building – gaining respect doesn’t purely come from a shining track record of stellar delivery, it comes from a few factors:
- Respecting others – show interest in individuals and understand what their drivers are, listen to them and hold on to the information.
- Be genuine – we are all human, admit your mistakes and set your limits.
- Support others awareness of you, share interests and values.
- Demonstrate integrity – practice what you preach, roll your sleeves up and work with others.
Connect with others by listening, create a positive environment where you demonstrate a personal investment in the relationship, apply appropriate boundaries and gain a clear sense of what individuals are saying, build rapport and encourage others to listen in return.
When in a scenario you should look to apply the following:
- Acknowledge what is being said, register what is happening.
- Identify their intentions – what is it they hope to achieve.
- Review – consider the conversation and either respond there or give a time when you will be able to provide a response.
Always ensure conversations have a healthy balance of input and response, listen, offer support or solutions, listen, confirm understanding, listen, reflect and summarise. Make observations; provide feedback and/or opinions, challenge views, offer relevant examples/stories and advice. Don’t talk over others – let them have their say, but keep in control of the discussion.
As a project professional you are used to getting others to embrace change, however, have you ever analysed your own viewpoint of change? We have all been guilty of digging our heels in when someone wants us to change something, whether it is your favourite bag or the colour of your lounge. Naturally we start to feel threatened by being told that things look tired or aren’t right. The same happens when you are looking to apply for a new job, there’s the whole change of company, environment, culture and how we do things which come into play but before we even reach that point we need to address actually securing interviews and the job. This can be terrifying for some who have perhaps been working in a business for years and have been made redundant but also for those who recognise they need to make a move for whatever reason. Applying for jobs has changed over the years and suddenly what was always an effective way of securing a new role is now dated and requires some work.
Your CV is the most important starting point for job applications – employers have become fussy and as the shift in lower salaries through perception of a buyers’ market has moved on, the salaries are certainly reaching a more commensurate level but employers expect to see excellence for the price. I know you will be sat there thinking, my CV is fine, it has always secured me interviews in the past so what next. But have you tested it in the market? Had many calls or much interest? If not, then maybe you need to address why!
Resistance to change is common as you well know and some of the reasons are below:
- Comfort zone – it is scary to move out of your comfort zone but it is also healthy to do so as much as possible and addressing your career goals / approach to securing a new role is important. Explore new avenues.
- It worked before – yes but times change, as do expectations.
- Uncertainty – research, there’s plenty of help out there which is free to access. Talk to people; find out how they do it.
- Am I really good enough – easy to lose confidence when you have been struggling to secure interviews for a while or been made redundant, work at understanding your skill-set by performing a skills audit.
- Loss of control – by embracing the change you will soon gain control, careers coaching can be a great way to understand how to make a positive move forward.
Do not assume because your CV reads fine to you, that it is good enough to whet the appetites of employers – ask for feedback from peers, recruiters, and specialists in the field. All feedback is good feedback; don’t be disheartened if you hear something you don’t want to. Be thankful it has been highlighted and address it constructively; ask for advice or for more clarity.
I was approached by a client recently who has been working in a strategic role within the NHS for over 15 years, she is keen to make a move out to a different sector and has approached me to discuss how to go about making that change. It is always difficult when you have stayed with a role/organisation for so long, we do tend to become institutionalised and our confidence levels can really suffer when we challenge ourselves to move out of our comfort zone. At first we talked through the reasons behind moving on, an important factor whenever you are looking to make a big change. Having uncovered a deep seated unhappiness with how the role has been re-shaped over a number of restructures and changes to organisational policy – it has become very clear that a move away is important for her growth and well being. As such, we have structured a plan with which to work to. First of all we need to get down on paper what she has been delivering over the years, looking at how she works, and also what some of the key challenges have been. By pulling together a skills audit with workable examples we can start to work on the confidence issues. Sometimes it takes an overview of what you have achieved and the challenges you have overcome to make you realise just how good you are! We have decided to work together in constructing a CV as a good exercise where she will learn new skills in putting together a CV in the future but also gain a strong affinity to what is being included which will help when we reach interview stage. Once we have a strong CV I have agreed to analyse the types of roles which would be a close fit for her, we will talk through these roles and assist her in gaining a wider knowledge in how her current role fits into organisations outside the NHS. Once we have pinpointed some roles of interest, we will go through the application process and ensure the applications made are the best they can be to yield greater results. Whilst this part of the process is running we will begin interview coaching, making sure we include some fantastic and relevant examples to use whilst clearly articulating the right amount of information and understanding of what is being asked of her by interviewers. The service will not conclude here, we shall continue to work together right the way through the offer process and even through to settling into a new role. This is a big move for my client so it is important she feels fully supported whilst making the transition, there will be no point she will feel fazed or overly nervous as we’ve agreed a fully inclusive mentoring and support service. The CV Righter works with you to understand your needs and offer a bespoke service which will get you on the right track.