The New Jersey Police Chief Magazine | February 2024
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assignments in larger organizations . They may lead investigations , obtain search warrants and collect evidence . They may be part of tactical , negotiations , forensics and other teams comprised of other patrol officers who perform those duties as a secondary responsibility . They may also lead community policing initiatives , represent the department at community functions , and engage community leaders on important issues . Recruitment efforts should aim to attract candidates with a wide range of interests that can be satisfied through the diverse assignments available to the patrol officer . Candidates with a wide range of interests may also have an interdisciplinary mindset , which is very valuable for policing modernization efforts .
Interdisciplinarians solve new problems by combining the knowledge , skills and abilities from two ore more knowledge areas , often taking advantage of the different points of view in an integrated approach . When evaluating a candidate , explore their milt -faceted interests :
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What is the candidate ’ s field of study , and did they minor in another discipline ? |
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Does the candidate have a wide variety of interests or participate in diverse activities ? |
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What kind of jobs has the candidate had ? |
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What knowledge , skills and abilities from those jobs could be transferred to patrol operations and modernization efforts ? |
It is important to remember that a college degree is not a prerequisite to being an outstanding patrol officer or having an interdisciplinarian mindset . A college education is just one road to developing these attributes . Expanding the search for the interdisciplinarian beyond academic achievement will identify outstanding future patrol officers of diverse backgrounds and experiences ; it only takes a few individuals to make a big difference .
It is also important to remember that the department likely has some of these individuals already on the team , so identifying them should not be restricted to recruitment . Discovering them is key , but is equally important to develop that talent . Once the interdisciplinarias are identified , the organization is ready to enhance its project management competency .
2 . Enhancing project management competency Developing project management competency will improve the department ’ s project outcomes . Professionally trained project managers blend leadership , technical and business skills to realize benefits in new initiatives and deliver value through projects . They are service-first leaders who exemplify transparency , trustworthiness and a commitment to quality . The project ’ s stakeholders are at the center of their decision-making , and they build adaptable and resilient teams . They are systems thinkers and change agents , capable of understanding complexity , tailoring their approach based on context and leading others through uncertainty .
Project management training provides other benefits to a police department and its community . Consider the overlapping attributes of the professional project manager and the modern patrol officer , and how such training could improve the organization and its services . Project management training also provides a new career development path for patrol officers . Consider the recruitment , retention and leadership development opportunities captured if the organization enhances its project management competency . The police department is offering an opportunity for its officers to lead change and be responsible for complex initiatives that will deliver real value for their organization and community .
During project management training selection , the department ’ s interdisciplinaries should be considered . They will likely be interested in the blended skills required for effective project management . They will also make excellent project delivery team members , able to apply their cross-functional interests and experiences during project execution . Remember that big changes are not required to make significant enhancements and modernize . Only a dew individuals trained in project management are needed to get started . Then , once the organization is ready , it is time to identify a service provider to partner with the department , its team members and its stakeholders to deliver new capabilities .
3 . Select project-proficient service partners Whether the department aims to implement a body-worn camera program , upgrade its computer-aided dispatch system , or leverage a cutting-edge technological solution , identifying the right service partner is crucial to project success .
During the procurement process , it is important to look at more than the benefits that the final product is expected to bring . Regardless of what product is selected , implementing the new product and integrating it within operations requires proficient project management . In other words , an outstanding product unsuccessfully implemented and integrated is unlikely to deliver the intended benefits . When evaluating a service partner , review their project proficiency , at a minimum , in the following areas :
Tailored delivery approach Project execution is improved when the delivery approach matches the unique needs of the project . A variety of delivery approaches exist , including predictive , adaptive and hybrid . A predictive approach is appropriate when the scope of the project is clear and changes are unlikely . Adaptive approaches are best suited for projects where the scope will become clearer as the project progresses and changes are expected . The hybrid approach blends predictive and adaptive techniques as needed for project success . In this evaluation , first identify whether the prospective partner has a recommended approach and can explain
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