Project Manager Selection

Selection of US defense project managers is currently conducted by special panels in the military services. Although future potential is considered, most of the evaluation is, of necessity, based on the candidates' performance in their prior jobs. Project manager candidates are given in-depth training (three courses totaling twenty weeks as a minimum) covering project management functional disciplines. The assumption here is that these project managers have already acquired the necessary leadership and management competencies through their prior work and supervisory experience. This assumption appears to be flawed based on the conclusion made earlier in this chapter that there are several unique project manager competencies not normally developed by more junior project management professionals.

An alternate selection approach might be to use the current selection process based on knowledge and experience and then train the project manager candidates in the critical leadership and management competencies. While this approach appears attractive, it ignores basic limitations of the training process (Figure 3). Specialized knowledge can easily be imparted in a training environment even under time constraints (a few days). However, leadership and management competencies are by their nature complex and are generally developed only with time and experience perhaps over an entire career.

Thus, the preferred alternative for project manager selection is to assess which candidates have or can more readily develop the critical leadership and management competencies identified in this research. Training can then be provided or tailored in project management functional disciplines (knowledge areas) to augment the candidates' prior knowledge and experience base. This training is much more likely to succeed than a training program to develop critical leadership and management competencies in candidates lacking such skills.

A project manager selection process focused on the critical leadership competencies should have a multiplier effect on project results over time as illustrated in Figure 4. Although candidates possessing the critical personal competencies (but lacking experience) may start off as less productive, they will rapidly overtake their less competent but more experienced counterparts in the organization.