Each year, PMI publishes its Pulse of the Profession report. It always includes fantastic insights into our PJM world. For this week, we will explore your transition from MS in PJM and your continued role as a life-long learner. Using the attached 2023 PMI Pulse of the Profession for background and context, what thoughts do you have re: the power skills and how organizations should focus more on soft skills and why.? Given the information shared in the report, what opportunities are there for you to continue to learn to be effective as a project manager?

In addition to your primary post, read all posts for insights and at minimum, respond to one other. In your response, offer suggestions for how what has been learned can be extended as well as options to meet those shared opportunities.

Pulse of the Profession 2023: Power Skills, Redefining Project Success | 14th EditionContents Foreword .. 3 Introduction . 4 The Relationship Between Power Skills and Project Success. . 6 Consensus Across Project Management Community on Top Power Skills 9 Professional Development Time and Budget: Power Skills Versus Technical Skills ......... 11 Key Barriers to Prioritizing Power Skills Training and Development. . . 12 Opportunity to Emphasize Power Skills Through Team Assessment 14 A Call to Prioritize Power Skills. . 15 About This Research. 17 [Appendix] Building Power Skills in Project Teams. . 21 Foreword Introduction The Relationship Between Consensus Across Project Professional Development Key Barriers to Prioritizing Opportunity to Emphasize A Call to Prioritize About This Research [Appendix] Building Power 2 Power Skills and Project Management Community Time and Budget: Power Skills Power Skills Training and Power Skills through Power Skills Skills in Project Teams Success on Top Power Skills Versus Technical Skills Development Team AssessmentForeword For several years now, PMI has been advocating the importance of power skills those \"soft\" or \"interpersonal\" skills like communication and strategic thinking. Built on top of a solid foundation of technical skills, power skills enable project managers to align their projects to organizational objectives and inspire their 'teams to work together, solve problems and deliver results that contribute value to the organization and its customers. We believe in this connection so strongly that we have updated the PMI Talent Triangle which represents the ideal skill set for project professionals to reflect that power skills are a necessity for project managers. When integrated with strong technical skills that stay current with evolving ways of working, power skills help project professionals navigate the rapidly changing business landscape in which we now operate. The connection is borne out through research. Our Narrowing the Talent Gap report, produced in collaboration with PwC, indicates that power skills top the list of the most important capabilities project managers need. And we have seen a number of other organizations echo this emphasis through reports that connect power skills to outcomes. Our latest Pulse of the Profession research was designed to explore the connections between power skills and project success. The results reveal some compelling links. For example, 92% of respondents agree that power skills help them work smarter. And organizations that place a priority on power skills see higher rates of project management maturity, benefits realization management maturity and organizational agility. Project professionals who hone their abilities in communication, problem- solving, collaborative leadership and strategic thinking will have the most critical power skills to help them fulfill organizational objectives. The report also identifies opportunities for organizations to capitalize on these connections and drive increased project success and value. Organizations only spend about a quarter of their training budget on power skills, for example, and do not universally assess power skills in project managers or teams during performance evaluations. When power skills are an organizational priority communicated clearly by leadership and reinforced through professional development offerings and individual and team assessments organizations can expect better project performance. Read on to learn more about these connections and the steps that you and your organization can take to harness the competitive advantage of a strong emphasis on power skills. pl_ Mt Pierre Le Manh PMI President and CEO Opportunity to Emphasize Power Skills through Team Assessment Foreword Introduction The Relationship Between Power Skills and Project Success Consensus Across Project Management Community on Top Power Skills Professional Development: Time and Budget: Power Skills Versus Technical Skills Key Barriers to Prioritizing Power Skills Training and Development A Call to Prioritize About This Research Power Skills [Appendix] Building Power 3 Skills in Project Teams. Introduction Power skills also known as interpersonal skills or soft skills such as communication, problem-solving and collaborative leadership are proving essential for project professionals. They are at the heart of leading successful teams, engaging stakeholders and conquering challenges to the project plan. Technical skills enable project managers to chart the path from the start of a project to close, but power skills are how they bring the entire team along for the journey to execute a common vision. Foreword Introduction The Relationship Between Power Skills and Project Success Consensus Across Project Management Community on Top Power Skills Technology-based project tools have begun to augment technical skills like reporting, scheduling and risk management allowing project managers to focus on outcomes and elevating their role to one that drives value for the organization through collaboration, influence and strategic thinking. Power skills are the key to that higher level in fact, nine out of 10 project managers say that power skills help them work smarter, according to our research. Professional Development Time and Budget: Power Skills Versus Technical Skils Key Barriers to Prioritizing Power Skills Training and Development For more than five decades, Project Management Institute (PMI), the leading authority for project management, has been committed to empowering project professionals to develop a robust set of skills to help them drive positive change in their organizations and communities. PMI's Pulse of the Profession 2023 report demonstrates how putting a priority on power skills helps project professionals and organizations redefine project success in our fast- pivoting world. Power Skills through Team Assessment Opportunity to Emphasize The Annual PMI Global Survey on Project Management results show that organizations that place a higher value on power skills tend to perform significantly better on multiple key drivers of success such as benefits realization management (BRM) maturity, organizational agility and project management maturity indicating that power skills work in concert with technical skills to bring new definition to an organization's project success. A Call to Prioritize Power Skills About This Research To further examine the correlation between power skills and project success, PMVI's Pulse of the Profession 2023 report discusses: >How power skills are critical to project value delivery and success. * What the project management community considers the most critical power skills. * Why cost and perceived value are barriers to prioritizing power skills development. * How organizations continue to struggle with assessing power skills in individuals and teams, and what they can do to turn this around. [Appendix] Building Power 4 Skills in Project Teams. What Are Power Skills? PMI defines power skills as abilities and behaviors that facilitate working with others and help project professionals to succeed in the workplace. Some individuals and other organizations also refer to them as \"soft skills\" or \"interpersonal skills.\" Callling these abilities and behaviors \"power skills\" signifies the value they bring to project professionals, teams and organizations. \"When I first started my career, I wanted to understand how to deliver a project on time, within scope and on budget. The more that I learned about project management and the more I developed my skills, the more I realized that the impact you can have when you combine both those technical and business skills with power skills is much broader.\" Karen Dove, PMIEF Board of Directors, Ottawa, Canada Top Four Power Skills That Help Project Professionals Fulfill Organizational Objectives Through this new lens, power skills become critical in any professional's toolkit. In our survey, project professionals rated communication, problem-solving, collaborative leadership and strategic thinking as the most critical power skills in helping them fulfill organizational objectives. For the full list of (Sl Tl power skills, see About This Research. Collaborative Leadership Foreword Introduction The Relationship Between Consensus Across Project Professional Development Key Barriers to Prioritizing Opportunity to Emphasize A Call to Prioritize Power Skils and Project Management Community Time and Budget: Power Skills Power Skills Training and Power Skills through Power Skills Success on Top Power Skills Versus Technical Skills Development Team Assessment About This Research Problem-solving Strategic Thinking [Appendix] Building Power Skills in Project Teams. The Rel atio nSh i p Figure 1: Key Drivers of Project Success Between Power Skills and Project Success High benefits realization Low level of scope creep Frequent use of Frequent use of High organizational To understand what drives project value management (BRM) standardized risk standardized stakeholder agility delivery and success, PMI analyzed data maturity management practices engagement practices from nearly 3,500 project professionals who responded to the Annual PMI Global Survey on Project Management (see About This Research). Benefits realization management (BRM) maturity, organizational agility and project management maturity emerged as top drivers of project success, alongside other factors (see Figure 1). 7 S Al While many of these factors are often associated with project and organizational High performance of High project Overall performance of Project management Project management success, our research now connects these department-specific/ management maturity enterprise-wide PMO success metric used: success metric used: key drivers to power skills as well and shows regional/divisional project Quality of work Adherence to schedule that these factors are significantly more [lanagementeliice GRO) prevalent in organizations that prioritize power skills than those that do not (see Figure 2). Note: Robust regression modeling is used to identify the factors that contribute most heavily to project success, based on respondent data. \"Percent of projects that successfully met business goals\" is the dependent variable (the measure of project success). \"Drivers\" of success are the independent variables from the survey ranked according to their relative contributions to the dependent variable. Source: Annual PMI Global Survey on Project Management. Foreword Introduction The Relationship Between Consensus Across Project Professional Development Key Barriers to Prioritizing Opportunity to Emphasize A Call to Prioritize About This Research [Appendix] Building Power Power Skills and Project Management Community Time and Budget: Power Skills Power Skills Training and Power Skills through Power Skills Skills in Project Teams. Success on Top Power Skills Versus Technical Skils Development Team Assessment Figure 2: Benefits Realization Management (BRM) Maturity, Project Management Maturity and Organizational Agility: Organizations That Prioritize Power Skills Versus Those That Do Not What Are BRM Maturity, PM Maturity and Organizational Agility? Benefits realization management (BRM)is a set of processes and practices for identifying benefits and aligning them with formal strategy, ensuring benefits are realized as project implementation progresses and finishes and confirming benefits are sustainable and sustained after project implementation is complete. Project management maturity is the extent to which the organization consistently uses formal methodology, aligns projects/ programs with organizational strategy, tracks benefits and focuses on continuous improvement. Organizational agility is the ability to adapt rapidly in response to changes in the market or other external factors. Organizational agility includes making use of all approaches to project delivery traditional, agile and hybrid. These definitions were provided to respondents in the PMI Annual Global Survey on Project Management. High priority on power skills: Low priority on power skills: BRM maturity 57% report high BRM maturity 18% report low BRM maturity 18% report high BRM maturity 49% report low BRM maturity Project management maturity 64% report high project management maturity report low project management maturity 32% report high project management maturity report low project management maturity Organizational agility 51% report high agility report low agility 16% report high agility report low agility Source: Annual PMI Global Survey on Project Management Foreword Introduction Success The Relationship Between Power Skills and Project on Top Power Skills Consensus Across Project Management Community Professional Development: Time and Budget: Power Skills Versus Technical Skills Development Key Barriers to Prioritizing Power Skills Training and Opportunity to Emphasize Power Skills through Power Skills Team Assessment A Call to Prioritize About This Research [Appendi Building Power Skills in Project Teams Consensus Across Project Management Community on Top Power Skills Nine in 10 respondents to the PMI Annual Global Survey on Project Management agree that power skills help them work smarter, while eight in 10 also agree that their organization places value on all employees possessing power skills. When it comes to the power skills most critical to helping project managers fulfill organizational objectives, communication, problem-solving, collaborative leadership and strategic thinking ranked highest among our global sample, regardless of region, industry, years of experience, project management leadership level or PMP status (see Figure 4). Project management approach agile, traditional or hybrid also did not impact these results. Foreword Introduction Success The Relationship Between Power Skils and Project These findings closely mirror those from recent research by PMI and PwC, which identified relationship building, collaborative leadership, strategic thinking and creative problem-solving as the top capabilities successful project managers need. On the other hand, empathy, discipline, for-purpose orientation and future-focused orientation rank consistently at the bottom. Consensus Across Project Management Community on Top Power Skills Professional Development Time and Budget: Power Skills Versus Technical Skills KN R \"Technical skills are important, but so is understanding interactions between people. At the end of the day, projects are done by humans. We need to appreciate that. We need to work on that.\" Luis Revilla, Chief People Officer, Softtek, Monterrey, Mexico \"The important thing is people skills: engagement, seeing the bigger picture, understanding strategy and aligning with all of that. They are the things that really matter.\" Paul Jones, Europe P&PM Community Lead, Fujitsu, London, United Kingdom Key Barriers to Prioritizing Power Skills Training and Development Opportunity to Emphasize Power Skills through Team Assessment A Call to Prioritize Power Skills KEY INSIGHT @ About This Research Communication, problem-solving, collaborative leadership and strategic thinking are consistently ranked as most important in helping project professionals fulfill organizational objectives. [Appendix] Building Power 9 Skills in Project Teams. Figure 4: Individual Power Skills Ranked per Region; Industry; Years in Project, Program and Portfolio Management (PPPM); and Project Management Professional (PMP) Certification Percentage of respondents who indicate each power skill is critical to helping them fulfill organizational objectives. For the full data, see About This Research. Most critical power skills by region Most critical power skills by industry Global Government: " FranciiServioss Teleoommurications Energy Manfacturing Healtheare Construction Communication [G1] 4 69 4 66 66 69 e Problem-solving [515] (5] 63 63 67 68 63 69 Collaborative leadership Strategio thinking Ha 59 | Most critical power skills by years worked in PPPM Less than 5 years 5to9years 10to 19 years 20 or more years Communication [[Y) &t 68 68 Problem-solving [[31) 66 63 3 Collaborative leadership Stratage thinirg R ECH GLOBAL J 14 o - Communication 68 70 71 67 69 74 61 65 Most critical power skills by PMP status Problem-soing 65 65 63 57 78 76 56 64 Not Certified ~ PMP Certification Holder Colborative leadership 62 69 59 62 60 7 58 51 N Strategicthnking 58 65 59 49 66 70 47 48 EERiEatc 7 o) Problem-solving el -2 Collaborative leadership 61 | 59 Strategic thinking 61 | 58 Source: Annual PMI Global Survey on Project Management Foreword Introduction The Relationship Between Consensus Across Project Professional Development Key Barriers to Prioritizing Opportunity to Emphasize A Call to Prioritize About This Research [Appendix] Building Power 10 Power Skills and Project Success Management Community onTop Power Skills Time and Budget: Power Skills Versus Technical Skills Power Skills Training and Development Power Skills through Team Assessment Power Skills Skills in Project Teams Professional Development Time and Budget: Power Skills Versus Technical Skills Despite the strong connections between power skills and project success drivers, we discovered that many organizations still do not prioritize efforts to help employees develop them. As part of our research, we also surveyed talent decision makers who focus on talent acquisition and development in their organizations. These talent decision makers report spending only one-quarter of their annual budget (25%) for training and development on power skills, whereas they spend more than half (51%) on technical skills like agile practices or proficiency in collaboration tools. This breakdown is confirmed by project professionals, who report spending almost half (46%) of their professional development hours on technical skills, and less than one-third (29%) on power skills (see Figure 5). Further, nearly half (47%) of project professionals say their organization did not discuss power skills when they were hired or promoted into their role, highlighting that power skills are not being discussed in job descriptions and career growth as widely as they could be. Project leaders and talent development professionals can work together to place more emphasis on training and development for power skills to align with competencies like those outlined in A Guide to the Project Management Body of Knowledge (PMBOKGuide) and the Project Management Professional (PMP) certification, which are based on extensive research and analysis of the practices of project managers and reflect a stronger emphasis on power skills. For example, the PMP certification examination includes 42% of questions from the \"People\" domain. The need for balance when building skills is also represented in the PMI Talent Triangle with three sides that represent the broad skill set project managers need: Power Skills, Ways of Working and Business Acumen. X a K3 Business Acumen | BM b Figure 5: Training Budget and Time: Technical Skills Versus Power Skills Training budget spent, according to talent decision makers Technical Skills Power Skills Source: PMI Global Survey on Talent Development Training hours spent, according to project professionals Technical Skills Power Skills Source: Annual PMI Global Survey on Project Management Who Are Talent Decision Makers? Talent decision makers are recruiters and professional development specialists whose primary responsibilities are talent acquisition and professional development of nonexecutive employees within their organization. As part of PMT's Pulse of the Profession 2023 research, these talent professionals shared their insights on their organizations' commitments to recruiting, training and development of nonexecutive project professionals, especially regarding power skills. A global, cross-industry sample of 1,059 talent decision makers responded to the PMI Global Survey on Talent Development in May 2022. Foreword Introduction Success The Relationship Between Power Skils and Project Consensus Across Project Management Community on Top Power Skills A Call to Prioritize Power Skills Professional Development Time and Budget: Power Skills Versus Technical Skills Key Barriers to Prioritizing Power Skills Training and Development Opportunity to Emphasize Power Skills through Team Assessment About This Research [Appendix] Building Power Skills in Project Teams Key Barriers to Prioritizing Power Skills Training and Development If power skills are so important, why do organizations not invest more heavily in them? According to our talent decision makers, the main barrier is cost, followed closely by a lack of perceived value. Even for organizations that prioritize power skills training and development, perception of value is no less of a challenge (see Figure 6). From a regional perspective, talent decision makers report lack of perceived value of power skills development most often in Europe (57%) and sub-Saharan Africa (54%), and least often in Asia Pacific (28%) and the Middle East/North Africa (35%). By industry, the lack of perceived value is highest in energy (58%) and manufacturing (57%), and lowest in construction (34%) and financial services (45%). Our research reveals steps that organizations can take to improve this perception problem. Organizations that start the conversation during the recruitment process by emphasizing Foreword Introduction Success The Relationship Between Power Skils and Project power skills training as a benefit of employment are much less likely to report perceived value as a barrier to prioritizing training. The same holds true for organizations that incorporate power skills into individual employee development plans and performance goals. Thus, those who weave power skills into regular touchpoints with employees are less likely to see the lack of perceived value as a barrier (see Figure 7), according to talent decision makers. Project leaders and talent decision makers can also collaborate to ensure that professional development and training opportunities for project professionals provide ample and effective opportunities to learn and practice power skills. These opportunities which can include formal coursework, online learning, mentoring relationships and more (see Appendix: Building Power Skills in Project Teams) - should be reinforced with project professionals and built into individual development plans. Consensus Across Project Management Community on Top Power Skills X My CFO.. ask[s] about the return on investment [of] power skills. It is very complicated. I understand the concept of ROI, but we need to recognize that humans are of a very different nature than resources. I can measure resources, but for humans, we need to have faith in them. Luis Revilla, Chief People Officer, Softtek, Monterey, Mexico A Call to Prioritize Power Skills Professional Development Time and Budget: Power Skills Versus Technical Skills Key Barriers to Prioritizing Power Skills Training and Development: Opportunity to Emphasize Power Skills through Team Assessment KEY INSIGHT @ About This Research Organizations that consistently reinforce the importance of power skills in frequent touch points with employees are much more likely to see the value of power skills training and development. [Appendix] Building Power Skills in Project Teams. 12 Figure 6: Barriers to Prioritizing Development of Power Skills Figure 7: Is Low Value Perception a Barrier to Adoption of Power Skill Development? All organizations Organizations that place a Organizations that place a low Power skills used in individual Power skills are frequently Power skills training discussed high priority on power skills priority on power skills development plans used for performance goals during recruitment 42% 45% 31% 41% 44% 44% 51% 51% 62% 57% 40% 36% O Cost O Lack of perceived value Always or frequently Rarely or never Source: PMI Global Survey on Talent Development Source: PMI Global Survey on Talent Development Foreword Introduction The Relationship Between Consensus Across Project Professional Development Key Barriers to Prioritizing Opportunity to Emphasize A Call to Prioritize About This Research [Appendix] Building Power 13 Power Skills and Project Management Community Time and Budget: Power Skills Power Skills Training and Power Skills through Power Skills Skills in Project Teams Success on Top Power Skills Versus Technical Skills Development Team AssessmentOpportunity to Emphasize Power Skills Through Team Assessment Perhaps unsurprisingly, organizations that prioritize power skills development are assessing these skills in individual employees and teams far more often (91% use individual assessments and 86% use team assessments) than organizations that place a low priority on power skills (69% and 43%, respectively). Twelve percent of respondents to the Annual PMI Gilobal Survey on Project Management say their organizations do not measure power skills in individuals at all, and 20% say these skills are not measured in teams. Foreword Introduction The Relationship Between Power Skills and Project Consensus Across Project Management Community Success on Top Power Skills Organizations that do evaluate power skills in individuals use a variety of methods, including formal performance assessments (79%), supervisor/ manager assessments (74%), customer feedback (47%), 360-degree surveys (41%) and standardized testing (29%). It is much less common for organizations to evaluate power skills among teams. Among those that do, customer feedback is the most common mechanism, used by 67% of organizations, followed by supervisor/manager assessment (53%), formal performance assessments (44%), 360-degree surveys (44%) and standardized testing (34%). Professional Development Time and Budget: Power Skills Versus Technical Skills This gap in assessing teams on power skills could signal a major opportunity for organizations to demonstrate the value they place on these skills. Connecting team performance to power skills through team-based assessments could yield increased organizational efficiency KEY INSIGHT @ Organizations can demonstrate the value they place on power skills by incorporating them into team-based assessments. Key Barriers to Prioritizing Power Skills Training and Development Opportunity to Emphasize Power Skills through Team Assessment > AN \"An annual assessment review is done for all projects' employees. We assess communication and the ability to communicate. But I do not know if we do enough assessment of how effective the communication was, the style of communication or how successful they were in critical negotiations and persuading others. Maybe we can enhance these assessments to include a lot of the power skills.\" Mohammed Al Sadiq, Project Manager, Saudi Aramco, Dhahran, Saudi Arabia A Call to Prioritize About This Research [Appendix] Building Power 14 Power Skills Skills in Project Teams. A Call to Prioritize Power Skills When organizations put a demonstrable emphasis on power skills, the benefits are clear. These organizations stand out for their commitment to factors that drive project success: benefits realization maturity, organizational agility and project management maturity. Their projects are more likely to be successful and less likely to experience scope creep. When projects do fail, these organizations lose less of their invested budgets. Foreword Introduction Success The Relationship Between Power Skils and Project What can organizations do to prioritize power skills? Our research revealed a number of approaches used by organizations that place high priority on these skills: 1. Understand the connection between project success and power skills. Step outside the iron triangle of scope, cost and time, and take note of the power skills that contribute to the everyday dynamics of project management. Consensus Across Project Management Community on Top Power Skills 20 Focus on the power skills most tied to fulfiling organizational objectives communication, problem-solving, collaborative leadership and strategic thinking and bake them into the organizational DNA. Have project management leadership model these critical power skills and communicate their importance consistently. 3. Emphasize the value of power skills by connecting them to hiring and ongoing performance. Start talking to employees during the recruitment process by emphasizing power skills training as a benefit of employment. Build power skills into their individual career development plans, and track their masteny of these skills during performance evaluations. 4. Evaluate professional development and training programming to ensure it reflects the organization's commitment to building power skills in employees. Back that commitment up by allocating the right funding to power skills offerings. Power skills can redefine success for both project professionals and organizations; those who use these approaches can see a clear return on their investment. Professional Development Time and Budget: Power Skills Versus Technical Skills Key Barriers to Prioritizing Power Skills Training and Development Power Skills through Team Assessment Opportunity to Emphasize A Call to Prioritize Power Skills About This Research 5. Consider introducing team-based assessments of power skills as an additional way to evaluate these skills in context and reinforce their importance in the organization. Visit the PMI Power Skills Resource Hub to explore other related content. pmi.org/powerskills [Appendix] Building Power 15 Skills in Project Teams. Foreword Introduction The Relationship Between Consensus Across Project Professional Development Key Barriers to Prioritizing Opportunity to Emphasize A Call to Prioritize About This Research [Appendix] Building Power 16 Power Skils and Project Management Community Time and Budget: Power Skills Power Skills Training and Power Skills through Power Skills Skills in Project Teams. Success on Top Power Skills Versus Technical Skills Development Team Assessment AbOUt ThiS Eight regions, including: Research T (] ina and South Asia In March and April of 2022, PMI conducted and deployed the PMI Annual Global Survey on Project. Management to 3,492 project professionals (individuals who use project skills to deliver change), including 538 project leaders (individuals responsible for the organization-wide integration of consistent project management methodologies and terminology, including directors who lead the organization's project management office (PMO)). The survey explored multiple facets of project management, including key drivers of project success, power skills, evolution of the PMO, adoption of standardized project management practices and professional training and development. To better understand the factors driving the evolution of project management and the importance of power skills, we carried out interviews with 12 project management experts who serve in leadership roles in large organizations around the globe and have primary responsibility for projects andfor talent development for project managers. Their insights helped bring real-life examples to many of the key insights from the global survey. Here is the survey response profile. and the Car Source: Annual PMI Global Survey on Project Management Foreword Introduction The Relationship Between Consensus Across Project Professional Development Key Barriers to Prioritizing Opportunity to Emphasize A Call to Prioritize About This Research [Appendix] Building Power 17 Power Skils and Project Management Community Time and Budget: Power Skills Power Skills Training and Power Skills through Power Skills Skills in Project Teams. Success on Top Power Skills Versus Technical Skils Development Team Assessment A broad range of industries, including: Project professionals across levels, including: 19% Information technology 10 to 19 years of experience 5 to 9 years of experience 20 or more years of experience 2 to 4 years of experience LSS SIS S d'f el f & fe fg ot TR A D Problem-solving 65 65 63 62 63 67 68 63 69 Y [ Y] 48 50 K] YA ] Collaborative leadership Strategic thinking Relationship building Adaptability Innovative mindset Accountability Empathy Discipline For-purpose orientation Future-focused orientation Most critical power skills by years worked in PPPM * Most critical power skills by PMP* ** status LessthanSyears StoOyears 10tolOyears 20ormore years Not Certified PMP Holder Communication Problem-solving Collaborative leadership Strategic thinking Relationship building Adapatability Innovative mindset Accountability Empathy Discipline | For-purpose orientation Future-focused orientation * Project, Program and Portfolio Management. ** Project Management Professional Source: Annual PMI Global Survey on Project Management Foreword Introduction Success The Relationship Between Power Skils and Project Consensus Across Project Management Community on Top Power Skills A Call to Prioritize Power Skills Key Barriers to Prioritizing About This Research Power Skills Training and Development Opportunity to Emphasize Power Skills through Team Assessment [Appendix] Building Power Skills in Project Teams. Professional Development: Time and Budget: Power Skills Versus Technical Skills Appendix: Building Power Skills in Project Teams How can organizations prioritize power skills and reap the benefits they provide? The following examples showcase how three organizations provide training and development opportunities for project professionals to gain these skills. These organizations demonstrate their commitment to power skills through a variety of formal and informal interventions. Foreword Introduction The Relationship Between Power Skils and Project Success IBM Australia At IBM, a regional program called \"Lead to Influence\" helps project managers in the organization's Asia Pacific region (including Australia, India, China, Japan, Korea and Singapore) learn the power skills to become true leaders. Six 3-hour modules, built in collaboration with experienced program managers, focus on skills like stakeholder management, negotiation, problem- solving and storytelling. \"We have so many courses on how to manage a risk log or things like that, but this one is actually helping you work with your stakeholders and your teams,\" says Janelle Delaney, a delivery excellence executive based in Sydney, Australia. \"It is about How dol,as a project manager, lead my team, work with my team and influence my client to be where we want them to be?\" While the program was created for the Asia Pacific region and offers courses in local languages for staff in different countries Delaney is now working to take it global through IBM's Project Management Center of Excellence. She is also working to integrate it with IBM's internal certification system, which offers badges to indicate skills and abilities. Consensus Across Project Management Community on Top Power Skills Safaricom At Safaricom, PLC, a telecommuni- cations company in Nairobi, Kenya, employees are required to pursue professional development goals, and are given the time and resources to do so. Meetings are discouraged on Fridays to focus on learning activities, and staff have access to a wide range of online training resources, including Linkedin Learning. A dedicated coaching program offers professionally trained coaches to anyone in the organization. When it comes to assessing power skills, managers regularly review teams' power skills during performance ap- praisals and offer coaching and feed- back. \"We talk about things like clear communication, project objectives, stakeholder engagement and making sure that the users you are delivering for are satisfied with your engagement with them,\" shares Mary Murekio, Sen- ior Program Manager - Digital IT. \"We talk about leading your project team members toward achieving the goal.\" Mentoring, whether from formal coaches or managers, can help em- ployees connect what they learn to their work, Murekio believes. \"When I first did the emotional intelligence training, | was a fairly new manager in the organization. However, | did not really connect with it on a personal level until | got a coach. That is when | realized | need to implement everything I learned in my emotional intelligence training.\" Professional Development Time and Budget: Power Skills Versus Technical Skills Key Barriers to Prioritizing Power Skills Training and Development Kalyani Steels Project professionals at Kalyani Steels, Pune, India, have access to a variety of learning and development opportunities over the course of their careers. \"Soft skills are more important in driving through or negotiating through the project more smoothly,\" says Partha S. Ghose, PMP, Director - projects. However, not all employees come in with the power skills they need to succeed. \"We try to train them, and we keep training them continuously. Sometimes it is informal through one-to-one interactions, and sometimes through formal meetings and organized classroom training.\" Junior and mid-level project team members are assigned an experienced mentor when they are assigned to a new project team. Mentors coach them on a range of skills, from technical skills to power skills like communication, people skills and instiling in them cultural and environmental awareness. Soft and behavioral skills are also incorporated into both individual and team assessments. On the individual level, annual reviews include quantitative criteria for power skills. Team evaluations are less structured but more frequent. During weekly or monthly team meetings, project leaders review the team's performance and identify difficulties including those related to power skills where the team needs support. A Call to Prioritize Power Skills Opportunity to Emphasize Power Skills through Team Assessment About This Research Acknowledgments PMI would like to thank everyone who took part in the surveys and in the qualitative interviews referenced in this report. [Appendix] Building Power Skills in Project Teams 21 About PMI Project Management Institute (PMI) is the leading professional organization for project management and the authority for a growing global community of millions of project professionals and individuals who use project management skills. Collectively, these professionals and changemakers" consistently create better outcomes for businesses, communities, and society worldwide PMI empowers people to make ideas a reality. Through global advocacy, networking, collaboration, research, and education, PMI prepares organizations and individuals at every stage of their career journey to work smarter so they can drive success in a world of change. Building on a proud legacy dating to 1969, PMI is a not- for-profit for-purpose organization working in nearly every country around the world to advance careers, strengthen organizational success, and enable project professionals and changemakers with new skills and ways of working to maximize their impact. PMI offerings include globally recognized standards, certifications, online courses, thought leadership, tools, digital publications, and communities. Project Management Institute Global Headquarters 14 Campus Blvd Newtown Square, PA 19073-3299 USA Tel: +1 610 356 460 2022 Project Management Institute. All rights reserved. "PMI" and the PMI logo are marks of Project Management Institute, Inc. For a comprehensive list of PMI trademarks, contact the PMI Legal Department. Visit us at www.pmi.org www.projectmanagement.com www.linkedin.com/company/pminstitute @PMInstitute, Twitter CNT-22-043-TL GDR 1108 Project Management PMI.org Institute f in hit o