Project Management Effectiveness Self feedback …

1 Project Management Effectiveness self feedback reportMary SampleMonday, September 28, 2009 Mary Sample, Project Management Effectiveness - self feedback report , 9/28/2009 Confidentialpage 1 pty ltd, 2000-2006 IntroductionThe following information is provided to help you to navigate the extensive information that isincluded in this Project Management Effectiveness output Overall summary chartThe summary results chart provides a quick visual representation of your scores in eightcategories that make up the Project Management Effectiveness profile. Scores upon whichto most concentrate are above , which are considered to be strong and scores , which may be in need of further development. Please note that these category scoresare averages. Individual question scores can be viewed by clicking on the category Category description pagesThis report contains three output pages for each of the eight categories. The first of thesethree pages explains the category, list average scores and then provides high and low scoreinterpretation notes.

2 The second page provides a graphical representation of individualquestion scores. The third page in the set provides broadly based improvement actions forthose individuals wanting to develop their competencies in the overall 10/10 ReportThe 10/10 report page provides the raw scores for the top 10 highest scoring questions andthe bottom 10 lowest scoring questions out of the 96. It also identifies the categories towhich these questions belong. 4. Course and Reading suggestionsThis output report includes development suggestions for the two lowest scoring categoriesout of the eight. These suggestions include training courses that may prove helpful, as wellas specific books that may provide some useful additional Development PlanThe development plan takes the five lowest scoring questions on aggregate and puts theminto a single page template for individuals to record the specific actions that they plan to takeas a result of their feedback during the forthcoming twelve month period.

3 Individuals maydraw upon any of the general guidance offered in their feedback report , or perhaps moreusefully, draw upon the coaching tips ideas that are also included (see next section)6. Coaching tipsThe overall output report includes detailed coaching tips for the five lowest scoring questionson aggregate (consistent with the one page development plan). These coaching tips providenot only elaborative information about the particular questions but provide some specificadvice on what individuals might do to improve their skills or learn new behaviors in Sample, Project Management Effectiveness - self feedback report , 9/28/2009 Confidentialpage 2 pty ltd, 2000-2006 OVERALL SUMMARY012345 Setting Project Goals andStandardsProject Results orientationCommunication ClarityPlanning and SchedulingworkChange Handling abilityMaking Decisions &Weighing RiskManaging under PressureabilityOrganization and DelegationskillsSelfNormThe above chart is sorted in descending order of summary scores.

4 Norm bars shown on this chart are theprogressive average aggregate scores of all individuals rating themselves on this Sample, Project Management Effectiveness - self feedback report , 9/28/2009 Confidentialpage 3 pty ltd, 2000-2006 Project Management Effectiveness profileSETTING Project GOALS AND STANDARDSS etting Project Goals & Standards refers to your ability to manage activities andprojects using measurable goals and standards, while working with others to developunderstanding and build commitment. This competency asks the question "How welldo you evaluate and prioritize goals, intentions, and action standards, eliminatebarriers to the goal-setting process and use targets to motivate people?" 1 = almost never, 5 = almost self SCORE ( )InterpretationLOW (less than )"Scores predominantly in the ones and twos ("almost never" and "occasionally")suggest this person might have trouble identifying and prioritizing Project intentions,goals, and standards.

5 However, others need to know which specific goals andstandards are expected of them. This person tends to focus more on activities thangoals, and is likely to give assignments without first collaborating with others todetermine the Project goals and standards to be met. "HIGH (greater than )"Scores predominantly in the fours and fives ("very frequently" and "almost always")suggest this person is adept at converting broad, vague, or general Project intentionsinto goals, setting standards by which these should be achieved, and identifying thepath to achieve them. High scorers are likely to enjoy developing concrete andpractical standards of performance and Project action plans that can be quickly andeasily followed. This person can remain focused on one overall direction or courseand will see that people are not distracted or side-tracked unless absolutelynecessary. He/she will adjust course when required and keep everybody informed.

6 "Mary Sample, Project Management Effectiveness - self feedback report , 9/28/2009 Confidentialpage 4 pty ltd, 2000-2006 Project Management Effectiveness profileSETTING Project GOALS AND STANDARDS0123454. Looks for innovative ways to generateenthusiasm in others about Project targets 6. Does not accept generalized projectgoals for which results are not specific 8. Clearly defines how to get from A to Bfor each major Project task5. Sets standards and targets that arespecific, action-oriented and realistic 3. Converts loose intentions into hard andtangible goals 9. Keeps checking to make sure thateveryone is on the right track 10. Matches broad directional goals withsteps that can be taken immediately 1. Sets personal Project goals andstandards at the outset 2. Demonstrates that Project outcomesneed a clear path to achieve them 11. Stays focused and does not let peopleget side-tracked or thrown off course 12. Can quickly get people to decide on asingle direction out of competingalternatives 7.

7 Sets a closer or easier Project target ifthe team seems to be "drifting" N/ASelfNormThe above chart is sorted in descending order of summary bars shown on this chart are the progressive average aggregate scores of all individuals rating themselveson this Sample, Project Management Effectiveness - self feedback report , 9/28/2009 Confidentialpage 5 pty ltd, 2000-2006 Project Management Effectiveness profileSETTING Project GOALS AND STANDARDSS etting Project Goals & Standards refers to your ability to manage activities andprojects using measurable goals and standards, while working with others todevelop understanding and build commitment. This competency asks the question"How well do you evaluate and prioritize goals, intentions, and action standards,eliminate barriers to the goal-setting process and use targets to motivate people?" Improvement actionsLow scorers need to weigh alternative courses of action to achieve a particular Project resultmore effectively.

8 They need to decide on the general direction and communicate it clearly,spelling out appropriate standards to achieve the final Project result. Low scorers should try toget one or two other people to help them stay on track and consistently remind everyone of theproject goals and targets they are working toward. Setting Project Goalsand Standards- Use a structured process to evaluate the differentcourses of action that are open to you within theproject in order to achieve a particular goal or Start setting clear Project outcome goals foryourself, and then use that experience to set targetsfor others that are clear, concise Regularly review your particular Project targets toensure they are realistic and on Before presenting detailed Project goals, look fordiverse opinions and share information in advance,so that those involved are not caught by Work with individuals to develop specific standardsfor each Project goal that you Sample, Project Management Effectiveness - self feedback report , 9/28/2009 Confidentialpage 6 pty ltd.

9 2000-2006 Project Management Effectiveness profilePLANNING AND SCHEDULING WORKP lanning & Scheduling Tasks refers to your ability to manage projects and ongoingworkflows by applying the major tools and techniques of Management . Thiscompetency asks the question "How effectively do you analyze complex tasks, selectand manage appropriate resources, use systems and techniques to plan and schedulework, and set checkpoints and controls for monitoring progress. 1 = almost never, 5 = almost self SCORE ( )InterpretationLOW (less than )"Scores predominantly in the ones and twos ("almost never" and "occasionally")suggest this person often finds it difficult to exert much influence over the planningand scheduling of Project activities. A variety of interruptions ("rush" projects,unscheduled delays, non-productive activities) make it very difficult to plan person is therefore often forced to manage reactively by putting out firesinstead of preventing them, which can be very frustrating to others.

10 "HIGH (greater than )"Scores predominantly in the fours and fives ("very frequently" and "almost always")suggest this person engages in quiet and reflective planning about how to achieveproject goals. This person is likely to carefully assess available time and resourcesand organize him/herself and others to achieve the best result in a planned andordered way. High scorers are likely to prioritize the time that is available, thepeople they need to call on to help, and the resources needed to achieve projectobjectives. A person who scores high in this area will understand risks and potentialproblems, and therefore develop contingency plans and alternative strategies. "Mary Sample, Project Management Effectiveness - self feedback report , 9/28/2009 Confidentialpage 7 pty ltd, 2000-2006 Project Management Effectiveness profilePLANNING AND SCHEDULING WORK0123455. Calculates how much time and effort itwill take to achieve particular Project goals7.