The purpose of the study was to determine whether a formal project management-specific career ladder is necessary and adds value in a large research and development organization. Organizations that provide their employees with vividly clear career goals that are aligned with the organization's objectives can benefit from the motivational energy this releases. Organizations that recognize and establish a culture that values their employees' need for growth have the potential to leverage employee satisfaction for the benefit of the organization.
One of the reasons they give is that job evaluation systems are regularly simplified by removing several scales. A competency-based approach might be more appropriate; but if this is implemented, reward systems, career paths and even the structure of the organization will need to change to focus more on competencies. The literature shows a clear movement away from the job-based assessments that were dominant in the industrial age of the 20th century, towards a competency-based approach in the knowledge-driven 21st century.
It can be applied to define both the job specification before appointing a project manager to a position and the competence of the project manager. The PM knowledge competency is assessed as part of the Project Management Professional (PMP®) certification exam, or any other internationally accredited exam. A project management career degree based on the PMCDF empowers project managers to enhance their skills and develop their careers in line with the strategic direction of the organization.
At the most basic level, organizational culture is defined as the values, beliefs, and organizational practices shared by organizational members (Cohen, 1995). He also needs to understand the work of the people who need to use his knowledge." They need a lot of information, discussion, and guidance to focus on the organization's performance goals.
The use of project management methodologies varies significantly among the different operating units of the organization that are the subject of this study. Yvonne du Plessis (2006) argues that an unsupportive project management culture in organizations is one of the main causes of project failure. Du Plessis (2006) expresses a strong view that the commitment of the organization's management team to create an appropriate culture for project management is as important as project management.
A questionnaire was distributed to the population of 55 full-time project managers in the organization, designed to test perceptions of the existing project management career ladder and the alternative work-based approach. To clarify the perception of career growth experienced within the organization, the extent to which career growth was recognized and rewarded in the organization, and the perceived value of the project management specific career ladder. Within each of the cases, a series of semi-structured interviews were conducted with HR managers and competency area managers.
Assessment of how well a work-based approach can facilitate career growth, and of the administrative burden of a work-based approach.
Correlation between qualifications and pay-grade level
Correlation between qualifications and pay-grade level
Correlation between qualifications and pay-grade level
Correlation between qualifications and pay-grade level
Correlation between PM training and pay-grade level
Correlation between PM training and pay-grade level
Correlation between PM training and pay-grade level
Correlation between PM training and pay-grade level
An overall assessment of the accuracy with which the project management career ladder assesses the project managers' competence is given in Figure 5 for each of the cases. It is interesting that recognition of project managers in Case 3 is rated significantly lower than in the others. They argue that the current PM career ladder makes it nearly impossible for managers to appoint project managers in the IT industry at competitive salaries.
Testing Hypothesis 1: The tenure-track approach offers very few opportunities for career growth for project managers in an R&D organization. Positive evidence was found in the organizational documentation that 9% of project managers increased their competencies and were recognized with a promotion following the career ladder assessment in 2010. Evidence that project managers appointed to specific positions who progressed in their careers could not be obtained.
Testing Hypothesis 2: Career scale instruments can be effectively used by managers to motivate project managers to perform within their environments. RGLs from Case 2 expressed negative remarks on the potential impact of moving to a fixed work-based approach for project managers in the organization. If the organization replaces the project management career ladder with a series of fixed jobs and ensures regular reassessment of project managers' job sizes, the fear of limited career growth should be addressed.
It was also not possible to do a comparative analysis between the career learning or work-based assessment approach, as project managers in the organization had no experience with this approach. Test hypothesis 4: The competency drivers for project managers within a research and development organization that should be measured with a project management (PM) specific career learning tool include (a) Domain/Application knowledge, (b) PM training and skills, (c) ) PM experience, (d) Leadership, (e) Level of responsibility and accountability, (f) Level of stakeholder interaction and (g) Contribution to the PM knowledge base. Second, there are two distinct groupings around how well the .. project management career ladder performs in measuring pay grade levels and providing adequate growth opportunities for project managers.
The exploratory multi-case study provided insight from project managers, research group managers, competence area managers and personnel managers into how the quality of the career ladder instrument for project managers can be improved. Expanding the bottom end of the career ladder to accommodate project managers and expanding the top end of the ladder to provide a manager of project managers. Mentoring and training of junior project managers should become a stronger element of the metric measurement contribution to the project management knowledge base.
The research results show that the project management career scale instrument adds value to a large R&D organization and helps management motivate and retain highly skilled project managers. In fact, the research found, project managers will be better off with a fixed-job approach if the project management-specific career ladder is abandoned.
