PATH TO POWER

HEADNOTE

WITH PROJECT MANAGEMENT RISING IN STATUS, THE EXECUTIVE SUITE IS NO LONGER OFF-LIMITS TO PROJECT MANAGERS.

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Project managers have

long been saddled with an image of detail-obsessed techies who can't envision the big picture. But as more companies see the profession improving their bottom line, high-performing project managers are finally gaining power, influence and that long-elusive entrée to the executive suite. This is not to say it's always a simple or straightforward process, but those talented-and ambitious-project managers who make the right moves at the right time just might make it to the very upper echelons.

Robert Miklos is one of those fortunate few.

"The opportunities at this level are few and far between," says Mr. Miklos, PMP, director of the project management office at Idaho National Laboratory (INL), Idaho Falls, Idaho, USA. Managed by Battelle Energy Alliance, the INL is the Department of Energy's lead laboratory for nuclear reactor technology.

"To advance to an executive level, there are critical skills you need, including outstanding communication, vision and exceptional leadership," he says. "Leading the organization and the management of projects means you also need to stay current with project management practice across every industry."

Over his career, Mr. Miklos says he has always strived to do something different in project management-and to be recognized for doing it well. His résumé outlines a history of ground-breaking, high-risk projects, including the overhaul and refueling of nuclear submarines for Newport News Shipbuilding.

"To advance my career I found opportunities to work on projects that were unique and challenging," he says. "Sometimes they would be troubled projects-ones that carried the highest risk, but also the greatest opportunity."

No matter what the project, a stellar performance can help attract the kind of attention project managers need to make their mark.

The first step is to gain credibility with the executive suite, says Enrique Cappella, PMP, human resources business partner at Unisys in Santa Ana, Costa Rica. "This can be achieved once project managers show they can deliver what they promise. The second step is to ensure that credibility by providing a repeatable pattern based on executable plans and delivering results as planned, consistently aligned with strategic objectives."

And even after project managers have closed a successful project, they need to continually invest in skills and techniques.

"I see a tendency to develop more skills in program and portfolio management, and by this, the individual project managers are [advancing to the executive] level," Mr. Cappella says. "The challenge is that they have to keep showing business impact and therefore they need more and continuous education, training and skill development."

VOLUNTEER FORCES

Until last February, Saji Madapat, PMP, served as the global business systems specialist at Buckman Laboratories International in Memphis, Tennessee, USA, with portfolio responsibility for the company's systems in 12 countries. His work on the portfolio and creating a single worldwide system contributed to increased global sales while cutting IT-related expenses from 4 percent of sales to less than 2.5 percent. He leveraged that position to earn himself a new slot as portfolio management office advisor at FedEx Freight, Memphis.

Although delivering those kinds of numbers have undoubtedly helped him prove his worth, Mr. Madapat believes his best career moves have been made outside the workplace.

"My volunteer efforts have completely transformed me personally," he says. "It started with a newsletter contribution in 2001 and later my nomination for PMI Memphis Chapter finance vice president in 2003 and then, in 2005, as Component Mentor of PMI's fastest-growing region-Asia."

With the increased profile that came with these positions, further opportunities have emerged for Mr. Madapat. To date, he has contributed to five books and presented more than 30 papers at conferences around the world. This kind of activity brings twin benefits: Mr. Madapat effectively raises his own profile, while also exposing himself to the latest ideas of others in his profession.

Just as Mr. Miklos sought out innovative and challenging projects to advance his career, Mr. Madapat also believes project managers can't just sit around waiting for something to happen.

"Most successful project managers have not achieved their distinction by having some new talent or opportunity presented to them," he says, "They have developed the opportunities at hand. In today's fast-paced careers we don't have the luxury of time. Others may run over us if we delay."

LOOK AT ME!

Getting the kind of recognition you need to rise to the executive level sometimes requires a bit of public relations work, says John Thorpe, director of Arras People, a project management recruitment company in Heywood, England.

Some project managers even draw attention to project problems on purpose, simply so they can impress everyone when they miraculously deliver a resolution.

Along with a knack for a little self-promotion, those who manage to scale the dizzying heights must demonstrate "commercial exposure," he says. They need to show how their project work brings them in contact with external customers and includes financial responsibility that extends beyond merely deploying departmental spending.

"Some project managers are excellent at what they do but they've only ever worked internally," he explains. "There's a lot of difference between managing a budget and managing profit and loss."

Mr. Thorpe suggests the broad spectrum of work that comes under the project management title means project managers need to be aware of exactly what skills they have-and don't have-and on what scale they can operate. It may be possible to gain this knowledge through self-analysis or a review of one's CV, but a discussion with an independent resource, such as a mentor or manager, can also help identify potential steps forward.

At the same time, while some sectors, including not-for-profit, tend to be open to any project manager who can prove their abilities, others, such as rail transport, remain resistant to anyone from outside their sphere moving in.

No matter how talented the applicants might be, they are viewed as suspect unless they've come up through the ranks of that industry alone. "It's a question of understanding the arena you want to play in and making sure you have the skills and experience those employers appreciate," Mr. Thorpe says.

MEANWHILE, UP IN THE STRATOSPHERE ...

Sometimes finding the right company can make all the difference.

In 2000, Philip Gillard joined Gensler, a global architectural, planning and design consultancy based in London, England. There, Mr. Gillard says, he found a company ready and willing to accept good ideas-wherever they came from. The ability to be heard by senior management has enabled Mr. Gillard to demonstrate his passion for the education and learning aspects of the company's activities. And that led to his appointment as principal of the learning practice area.

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"In this company, if you show the right commitment and core values then you will be recognized," he says.

So what exacty does that entail?

"You need to be an independent thinker," he says. "You need to be strategic and dynamic in delivery, understanding what the clients want and how we as a company can achieve that. It's about getting the design and technical side of things to work together rather than saying Tm the project director and this is what we're going to do.

Yet, even if you find a company that can offer significant career advancement opportunities, they'll only be of value if the culture reflects your own working style.

"I'm a pretty determined, forward-looking guy, and if Gensler didn't do it for me, I'd go elsewhere," Mr. Gillard says.

KEEP UP

Project managers need to stay in the know about all the project happenings at their companies-and identify places where they can leave their mark, says Ronald Cagle, Palm Beach, Florida, USA-based author of Your Successful Project Management Career [AMACOM, 2004].

"Keep abreast of new projects and programs," he says. "Participate in them in the proposal stage if you can, then, when the program becomes a reality, you'll be on top of it."

One way to stay in the loop is through company newsletters or networking. The point is to know what projects are emerging, where the opportunities are and who the important people associated with those projects are.

When it comes to impressing the people who matter, Mr. Cagle's view is straightforward: "Every company is somewhat different but most are dependent on profit," he says, "At some level-vice president, director or manager level-people are rewarded by bonuses. These people are also the ones who give out raises and promotions. The way you impress them is by increasing profit on your programs because that in turn increases their bonus. ... That makes you a hero."

And never underestimate the power of having friends in high places-whether you impress them enough to secure a direct promotion, or they provide you with lessons and advice.

"You can't replace the benefits of reviewing lessons learned by seeking out a seasoned mentor or seeking information from networking peers," Mr. Miklos says. "Typically I've identified and reached out to them myself and gained knowledge. It is important to build a strong peer network in the project management family. PMI provides great opportunities to network. Mentoring, using lessons learned from networking and sponsorship from senior leadership is essential to success. You just can't learn these kind of things from books."

The first move to make on the road to greatness just might be to get in touch with someone who's already made the journey themselves.

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I see a tendency to develop more skills in program and portfolio management, and by this, the individual project managers are advancing to the executive level.

-ENRIQUE CAPPELLA, PMP, UNISYS, SANTA ANA, COSTA RICA

SIDEBAR

TIP Know when to go in for the kill.

One of the best times to pounce for a promotion is right after a major accomplishment, says Ronald Cagle, the Palm Beach, Florida, USA-based author of Your Successful Project Management Career. Whether it's bringing home a big project or receiving an educational standard or industry award, it's the ideal time to make a pitch.

SIDEBAR

Most successful project managers have not achieved their distinction by having some new talent or opportunity presented to them. They have developed the opportunities at hand.

-SAJI MADAPAT, PMP, FEDEX FREIGHT, MEMPHIS, TENNESSEE, USA

SIDEBAR

Keep abreast of new projects and programs. Participate in them in the proposal stage if you can, then, when the program becomes a reality, you'll be on top oi it.

-RONALD CAGLE

AUTHOR_AFFILIATION

SIMON KENT is a London, England-based journalist who specializes in IT and human resources.