Tech Enablement PDP

This page contains the different roles within the Tech Enablers path. Choose the relevant role you want to learn about. You can also enter the “Professional Path” (coming soon) to access the relevant skills and resources. 🔙

Tech Enablers
Event Enablers

Choose & Compare

Project Specialist
Experienced Project Manager
Senior Project Manager
IC Path
Principle Project Manager
Project Manager Lead
Management Path
Project Manager TL
Group Project Manager
PM Director

Components

All
Impact
Independence and complexity
Professional skills and craftsmanship
Collaboration and communication
Culture and maturity

Project Specialist

Professional Path
Impact

Enable and lead complex projects, defining milestones and success criteria, resource allocation, and successful on-time delivery.

Behaviors

  • Able to fully plan, own and lead technical projects
  • Defines what success looks like and why each project request is important
  • Manages to prioritize & define the projects scope, timeline, goals and risks
  • Makes data-driven decisions and constantly measures the project’s impact and risks
Independence and complexity

Plays a significant part of core projects.

Behaviors

  • Identifies risks, raises flags in advance and manage change management
  • Leads cross-organization and complex projects
  • Takes ownership and can work autonomously on any project/domain under his/her responsibility
Professional skills and craftsmanship

Scopes and implements project-level solutions with some guidance, consistently follows best practices, able to defend technical decisions.

Behaviors

  • Delivers end-to-end projects in the domain
  • Takes a part in the design of the solution, and is fully accountable for it
  • Discuss solutions while talking the technical language
  • Go-to person of the domain
Collaboration and communication

Proactive communicator, highly collaborative in the team. Uses communication as means to project success – with internal customers and 3rd party vendors.

Behaviors

  • Creates excitement & motivation in the project team – connects work with impact and values
  • Leads meetings and agendas
  • Open to receiving feedback and actively seeking for it
  • Takes full ownership and responsibility of project scope, especially when things aren’t going on as expected
  • Constantly seeks to learn & improve
  • Communicates problem in a positive and constructive manner, bottom line first
  • Raises flags on time, while providing possible solutions

Examples

  • When a discussion/question arises, dedicate the time and attention to understand the other person’s point of view and respond with full context
  • When starting any new project, ensures the project team is fully aligned on the motivation, impact and why we are doing this
  • Comes prepared to meetings, sets the agenda and makes sure it leads to valuable action items while making sure everyone’s opinions are heard
  • Communicates project progress, scope and deliverables in relevant forums of the company
  • Work closely with external vendors to meet project timeline and scope
Culture and maturity

Highly aligned with the company’s culture and practices it in the day-to-day.

Behaviors

  • Takes full ownership and accountability on all aspects of their project, including other’s work and legacy
  • Supports others, promotes mutual help
  • Focuses on the core, and reaches outward for extra impact
  • Cares about the bigger picture, assumes best intentions. It’s not about me
  • Manages to take feedback to grow and improve, from real-world sources (users, other departments, etc.)
  • Practicing ‘can do’ approach, focuses on how to achieve the goal before the obstacles
  • Avoids silos and collaborates with other teams
  • Self-aware of strengths and weaknesses

Examples

  • When working on a project, seeks to know, influence and strive for the best possible execution
  • Asks “how can I best drive the group forward”.
  • In tough conversations, assume best intentions and understand the full context
  • When challenges arise, ask “how can we succeed?” & “what can we do to make this happen”? NOT – why is this complex
  • “Yes first” approach to requests from peers in the company
  • Asks teammates how he can help & celebrates their success
  • Proactively reaches out & updates relevant stakeholders
  • Asks their peers & manager for feedback on an ongoing basis and implements it
  • Sets goals with the manager & works towards them

Experienced Project Manager

Professional Path
Impact

Leading a full domain and significant projects, while operating with some guidance.

Behaviors

  • Project focal point, leads a project to completion whilst monitoring data to ensure the impact is achieved
  • Finds creative solutions to ensure the desired outcome and maximize impact.
  • Lead external developers within the project.
  • Finds creative ways to get the project goals done, while contemplating alternatives based on the best ROI at the time of the decision
  • Independently creates a plan and makes the necessary adjustments on the go.
  • Learns from mistakes and applies them to future tasks
  • Leads big projects within the domains with a major impact on the company
Independence and complexity

Leads core projects of the domain while clarifying unknowns and defining priorities.

Behaviors

  • Leads and implements project methodologies
  • Identifies risks, raises flags in advance and manageד change management
  • Quickly learns and gets into complex system-wide areas and can successfully plan & execute projects involving multiple stakeholders
  • Asks for guidance in unfamiliar areas, pulls in others as needed
  • Uses analytics to inform decisions and measure the impact
Professional skills and craftsmanship

Delivers new and complex end-to-end flows in the domain, leading meaningful projects and processes that change how we do things.

Behaviors

  • Holds advanced knowledge in all key technologies of the domain
  • Independently scopes and implements solutions for their project
  • Expert in existing processes, also helping to define them
  • Takes part in business decision making
Collaboration and communication

The backbone of the team communication, identifies the lack of communication and creates it. Solves conflicts in their immediate environment (Team/Domain).

Behaviors

  • Drives focus and leads the team to take fast decisions
  • Understands the tradeoffs of change management, can take hard decisions and communicate them in an engaging way
  • Takes an active part and add their perspective in relevant meetings and engagements
  • Communicates their progress in a clear and methodical way, loops back on goals
  • Detects conflicts in communication, analyses the root cause and creates turnover in the communication method that leads to a positive outcome within the team
  • Communicates feedback in a constructive and engaging way
  • Identifies knowledge gaps on the domain level, and fulfills them in the right way

 

Examples

  • Leading the daily/weekly project team updates and making them concise and effective
  • Takes part in preparing and presenting parts of kickoffs/syncs/summaries
  • Communicates different alternatives while using our language (craftsmanship)
  • Creates new knowledge base articles for gaps in the team, training sessions and brainstorms
Culture and maturity

Communicates and drives the company’s culture in the team.

Behaviors

  • Founder approach – become a safety net in the domain, cares as if it’s their own
  • Seeks to understand the company’s strategy and the big picture and makes day-to-day decisions based on it
  • Inspires the team with a ‘can do’ approach, cultivates a winner state of mind in the team
  • Manifests the monday culture and values at an accessible level
  • Able to think on things from the other person’s shoes
  • Silos breaker, seeks to learn and share context
  • Learn from successes and failures, turn them into actionable insights

 

Examples

  • When facing obstacles or complexity, challenges the team in regards to “what can be done” and not “why it’s hard”
  • Acts as a buddy to new joiners and teaches them the monday way
  • When trying to ask another team to do something, understands their priorities and status, and seeks to explain how it will benefit them
  • If a feature failed, conducts a retro with learnings and share them in the team/company

Senior Project Manager

Professional Path
Impact

Full domain ownership. Leading all the aspects of their domain: execution, planning, quality – for various projects owned by them . On each Q, able to lead the domain or participate in company projects that have a major effect on the company goals. Owns domain success and failure.

Behaviors

  • Builds the domain strategy & mission that maximizes impact based on the company and team’s strategy
  • Creates methods for monitoring the projects life cycle and drives decisions based on it
  • Takes part and leads activities while practicing the ‘impact-driven approach’
  • Understands the root cause of the issue and proactively solves it, instead of healing symptoms
  • Recognizes cross-domain opportunities for new projects
Independence and complexity

Can successfully plan and execute projects involving multiple stakeholders and complex requirements, prioritizing strategically.

Behaviors

  • Proactively finds major opportunities in the domain, plans and executes them, themselves or with other people
  • Works on the domain’s most complex challenges
  • Mentors teammates on large projects
  • Helps to define roadmaps and set a vision for long-term projects
Professional skills and craftsmanship

Has a broad understanding of its domain technical architecture. Work under limited supervision with the ability to manage priorities and tasks at hand.

Behaviors

  • Go-to expert in an area, with an increasingly strategic mindset
  • Helps others in breaking down tasks, architecture decisions, learning about the domain technologies, clarifying issues, reaching craftsmanship decisions
  • Excels in identifying dependencies and risk management and as result is Involved in dangerous releases and leads domain release plans
Collaboration and communication

Works with key stakeholders effectively to solve problems and make decisions. Trusted to always share status with all stakeholders, and proactively remedy communication issues.

Behaviors

  • Consistently contributes meaningful and actionable feedback on diverse topics that are translated to actions and results
  • Takes complex feedback from multiple sources, processes it and turn it into actions
  • Detects areas with non-effective communication and suggests alternatives for improvement
  • Resolves communication conflicts between domains
  • Communicates with all types of disciplines from the company, and adjust their message according to different people
Culture and maturity

Accountable for the culture in their team and influences other teams, proactively identifying and solving culture issues.

Behaviors

  • Treats his team as a “mini-company”, proactively identifies and works to solve culture issues in the domain
  • Take steps that improve our culture
  • Proactively engages others to create a positive atmosphere
  • Inspires people outside of their domain with a ‘can do’ approach, acts as a role model of the monday culture
  • Provides his project team with smart & constructive feedback

Examples

  • When notices behaviors that don’t fit in our culture, addresses them and seeks to teach and guide
  • When the team is stressed before a rollout, seeks to understand and dissolve the origin of stress and -create a good atmosphere and fun
  • When approached, listen carefully, empathize and understand their issue
  • Mentors junior PMs
  • Drives events, both learning and culture building

Principle Project Manager

Professional Path
Impact

Consistent unique impact through the department. Uses tech PM superpowers to drive efforts that have a significant impact on the department and the company, consistently.

Behaviors

  • Functions as a seed for new efforts and programs that require deep and major domain understanding, and/or the massive amount of work
  • Help others with finding creative solutions to technical problems in a way that maximizes their impact
  • Highly productive, manage to deliver significant progress, consistently
  • Solves problems that most others can’t, ones that were assumed as “impossible to crack” – makes things happen
  • Impacts other domains on the day to day basis, a go-to person in various areas in the system, drives cross-domain efforts
Independence and complexity

Holds the complexity of either multiple domains with a common area, or a domain with deep or very high complexity. Enabler of key projects, a champion for other organizations departments

Behaviors

  • Leads mega and complex projects and Programs. Provides high-level solutions, and hands them off to the team
  • Tackles the most complex challenges in the programs and minimize the risks by providing solutions
  • Reduces complexity, makes complex and difficult tasks achievable and down to earth
  • Researches a new area of the domain, builds knowledge, and trains others
Professional skills and craftsmanship

Professional anchor of a group or a domain.

Behaviors

  • An integral part in defining the group’s vision
  • Detects opportunities and gaps at the group level, and leads handling them.
  • Holds deep technical specialization at an industry level (as a tech PM)
  • Provides professional guidance in specific areas
  • Ramps up on new technology fast and independently
  • Able to independently perform deep massive changes with speed while maintaining high quality

 

Examples

  • Lead commando forces in the group that seed new 0-1 projects
  • Involved in key long term technical decisions
  • Go-to person for the other departments on the team domains
  • Successfully leads cross-complex projects
Collaboration and communication

Team-wide communication engine driver.

Behaviors

  • Stakeholders management – can effectively communicate and set expectations with multiple stakeholders across the organization over a predefined goal
  • Brings tensions to the surface, helps to resolve conflicts, and produces a positive outcome

 

Examples

  • Leads a cross-company professional community
  • Bridge gaps between stakeholders in complex projects in an engaging way
Culture and maturity

Drives the monday culture within their group, by their day-to-day actions and behaviors. Being a role model to others.

Behaviors

  • Drives strong enthusiasm and a ‘can do’ attitude to achieving results for employees – creating a winner state of mind
  • Promotes monday’s culture in their day to day actions and decisions, sets an example in their actions that promotes our core values and principles
  • Recognize and put emphasis on actions that drive our culture
  • Respects differences and similarities; taking the time to understand the viewpoints of others

Project Manager Lead

Professional Path

TBD

Impact
Independence and complexity
Professional skills and craftsmanship
Collaboration and communication
Culture and maturity

Project Manager TL

Professional Path

TBD

Impact

Behaviors

  • TBD
Independence and complexity

Behaviors

  • TBD
Professional skills and craftsmanship

Behaviors

  • TBD
Collaboration and communication

Behaviors

  • TBD
Culture and maturity

Behaviors

  • TBD

Group Project Manager

Professional Path

TBD

Impact

Behaviors

  • TBD
Independence and complexity

Behaviors

  • TBD
Professional skills and craftsmanship

Behaviors

  • TBD
Collaboration and communication

Behaviors

  • TBD
Culture and maturity

Behaviors

  • TBD

PM Director

Professional Path

TBD

Impact
Independence and complexity
Professional skills and craftsmanship
Collaboration and communication
Culture and maturity