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.
Having reviewed literally thousands of CVs over the years, one thing which quickly became apparent was that prospective job candidates really struggled to articulate themselves. It’s true and not just restricted to those deemed “junior” or fairly new to project management, those managing multi-million pound programmes and heading up incredibly complex and technical pieces of work (often high profile) are also guilty, if not more so. You may ask how hard it can be to clearly talk about the key deliverables, important facts and “how” you work – when spelled out, it isn’t or is it?
How many times have you made a statement which has been misinterpreted? From a flippant status update on Facebook to a quickly scribed tweet, responses contrary to what you meant often crop up so how common is it to make the same mistakes on your CV – very!
When we write something down, to you as the author it makes sense but often you write as you speak and don’t think about the fact that others do not know what context you are talking in when it’s a flat piece of paper. A short, to the point (or not) document which should be presenting you in a professional manner and selling your abilities to potential employers and recruiters.
Don’t leave it to chance, think long and hard about your target audience and what they expect to see, work through your skills, experiences and knowledge and ensure this comes across clearly on the CV. Don’t make the mistake of writing thousands of words or going polar opposite by barely supplying any info. Remember it doesn’t matter what level you work at, the employer still needs to see what it is you have done and how you have done it. Senior management often believe less is more but this will seriously hinder you from securing that next position.
People in PMOs – well that’s what a successful PMO is all about surely? It’s all well and good having frameworks, templates and processes but without the right people behind them driving, nurturing, coaching, selling, and adding value to the business change will not happen. So, are you talking about this aspect in your CV? I didn’t think so! I’ve touched on this on a number of occasions, as your teams are also a big part of the role. As a successfully PMO professional you will be dealing with and educating a wide range of people, from senior management teams, sponsors, delivery staff, users and technical teams to name a few. Your influence can mean the difference between an inclusive and responsive experience or poor comms, delivering out of scope and no buy-in to the value of what is trying to be achieved. Therefore it is important to think about what involvement you have had, and positive changes you have made to businesses – capture this information and make sure you demonstrate good examples of this on your CV.
PMOs are often challenged by senior management for their effectiveness and ability to add value so don’t just focus on process, you are an interface and as such you will provide a range of services whether it be consultative, supporting, mentoring & training or policing… Every business is different and if you have a range of exposure to PMOs then you should exhibit your portfolio to really enhance your chances or securing that next role and improve your rate/salary.
Next in the series of PMO CV tips I would like to talk about coaching and mentoring – arguably one of the most valuable roles a PMO can play within an organisation. Of course there are varying levels of coaching that can take place, depending on how the business is structured. Those who do not have a dedicated project management team that assign business heads to manage projects. Those growing in-house PM teams and the well established PM functions that may need some steering in the right direction. It is always worthwhile noting down a few details about what you are doing in your role regardless of whether you intend to move on or stay put for the meantime – this way, when you are ready to tackle the job of updating your CV you will have some notes to work from.
- Think about the skill-sets of those you are working with, their seniority within the business and how many you are supporting.
- What is it you are educating them in – planning, risk, change, benefits management, reporting etc.
- If you have those new to PM, are you teaching them how to manage a project? Working through scoping to close and lessons learned or on specific areas.
- You may have implemented new frameworks and be training top down.
- Have you been running workshops? Have you put together the presentations, workbooks and handouts?
- Are you writing training materials?
These are just a few areas to get you thinking, once you have made some notes you will be in a position to write some good bullet points for your work experience and you may also draw out an interesting case for a key achievement.
PMOs have evolved over the years and generation of the P3O® method has certainly pushed forward the promotion of the PMO working as a consultancy for the project team, as such the roles have become far more progressive therefore it is important to include this detail within your CV to really showcase your abilities.