2. PROJECT PERFORMANCE THE INFLUENCE OF BEHAVIOURS ON
Elizabeth Barzdo & Erwin Mosselmans
PMMU # 14, 2 April 2019
Welcoming and opening of programme by EM

3. Agenda Introduction Exercise (Good/bad project manager)
Leadership competencies of the future (CERN future projects)
Leadership portfolio – competency mapping

4. REFLECT ON YOUR OWN EXPERIENCES
SOLO REFLECTION +
SMALL GROUPS
REFLECT ON YOUR OWN EXPERIENCES
Who was the best project manager you’ve worked with?
- How did he/she behave?
- Why was he/she such a good project manager?
Who was the worst project manager you’ve worked with?
- Why was he/she such a poor project manager?
3 minutes own reflection
In small groups – brainstorm (10 minutes)
Report in plenary
Have people first think about it for themself for example by having them close their eyes and go back to their best manager first and then to their worst
Share in groups, make flips: one with the 5 most important good behaviors and one with the 5 most important bad behaviors (stress MAX 5)
Each group presents
How does this relate to the competencies we discussed about? What strikes them?
What behaviours are you showing? What do you need to develop?
What are the leadership competencies required to manage future projects at CERN?

5. Competency mapping…
CERN competency model
IPMA
2003
2015

6. CERN 14 technical competency domains – one of them is managerial.
Further split down in sub-domains – one the subdomains in managerial is project management
Behavioral are split in Core (10) and Leadership (5), related to the 5 values
9/4/2019
Document reference

7. IPMA Eye of competence - 2003
9/4/2019
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8. 9/4/2019
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9. IPMA Eye of competence - 2015
~ Contextual
~ Behavioural
~ Technical
9/4/2019
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10. IPMA Eye of competence - 2015
Competence elements :
5 perspective
10 people (in 1999, there were only 5 behavioural competencies)
15 practice
9/4/2019
Document reference

11. The more senior the role, the more “people” skills matter
100%
90%
People and
Organisational
80%
Competencies
70%
60%
50%
Approx. Percent of Role
40%
30%
Technical / Functional
20%
Competencies
10%
Individual Contributor
People Manager
Director Level
Ex Suite 0%
Source: Korn Ferry (Hay Group)
Roles 11 EB
Exercise: ask the group to estimate the % of time they think their current boss spends on ‘managing’ versus their technical activities. Don’t share.. just keep the percentage in their minds.
Present: Leader v Manager (ppt. slide) and explain that as a leader/manager moves up the hierarchy the time spent on technical should reduce and make way for time managing teams and 1:1.

12. Leadership Portfolio+ Competencies
9/4/2019
Document reference