In Large and medium organizations, the competency improvement needs are identified using a top down approach. This approach helps in taking the organization to the next set of competencies, based on the process/product/technology road maps and assessment of the current competencies. The needs so identified are addressed through the competency improvement of the individual employee, while addressing his/her career preferences. While this is usually helpful as a first step and results in a set of trainings, this may not help address the deficiencies fully. I take project management as an example and present an approach for assessing the competency gaps and tailoring an improvement solution that can be driven by Project Management Office (PMO) or equivalent role.
As we know when a software projects is challenged, root causes are identified and a solution to address the same is implemented. This is more likely to be adhoc and may fail to address deficiencies holistically. PMOs can follow the structured approach below as a better alternative.
1) In the recent review period( last month/quarter/year), identify the challenges faced by each project, assigning one or more of the 22 anti patterns (examples: Detailitis plan, Road to Nowhere, Micro management) compiled and analysed by Pedro Silva et.al, "Software Project Management Learning from Our Mistakes", IEEE Software, May/June 2015 pp 40-43. This could be tailored as appropriate.
2) Perform a statistical analysis on the anti patterns to identify the top anti patterns.
3) Identify the impacted roles and root causes.
4) Based on the above, identify the solution from one or more of the suggested solution types (process/role/technology/training).
5) Work with internal/external solution providers to implement the corrective actions spanning process redesign/training/coaching etc.
6) Repeat the above steps to see whether the solution has yielded results.
In my extensive experience in industry, the first and last steps are not given due importance with the result that the competency improvement remains weak at best. Do you agree? Share your views.
As we know when a software projects is challenged, root causes are identified and a solution to address the same is implemented. This is more likely to be adhoc and may fail to address deficiencies holistically. PMOs can follow the structured approach below as a better alternative.
1) In the recent review period( last month/quarter/year), identify the challenges faced by each project, assigning one or more of the 22 anti patterns (examples: Detailitis plan, Road to Nowhere, Micro management) compiled and analysed by Pedro Silva et.al, "Software Project Management Learning from Our Mistakes", IEEE Software, May/June 2015 pp 40-43. This could be tailored as appropriate.
2) Perform a statistical analysis on the anti patterns to identify the top anti patterns.
3) Identify the impacted roles and root causes.
4) Based on the above, identify the solution from one or more of the suggested solution types (process/role/technology/training).
5) Work with internal/external solution providers to implement the corrective actions spanning process redesign/training/coaching etc.
6) Repeat the above steps to see whether the solution has yielded results.
In my extensive experience in industry, the first and last steps are not given due importance with the result that the competency improvement remains weak at best. Do you agree? Share your views.