What are the capabilities of a good project manager? What is the definition of capability? Also, what defines capabilities and where does “competence” fit in to the mix. Perhaps if we look at some definitions we can start to answer the original question.
Capable - quality, ability, feature, etc., Something to be used or developed; potential
Competence - is a measure of the ability to perform a task
So, we can say that a competent project manager would possess a set of skills and behaviors, which would help guide them to successful project results.
I believe that some of these competencies are comprised of the following:
(K)nowledge - acquaintance with facts, truths, or principles, as from study or investigation; general erudition
(S)kills - the ability, coming from one's knowledge, practice, aptitude, etc., to do something well
(A)ttitude - manner, disposition, feeling, position, etc., with regard to a person or thing; tendency or orientation, esp. of the mind
(E)xperience - the process or fact of personally observing, encountering, or undergoing something
Based on the above definitions, we could say that K+S+A+E = Competence
Also, I have posted several times in the past that I believe: (K) + (E) = (W)isdom. Taking the previous equation to the next logical level can we not also say that: W + S + A = Competence.
In conclusion, let’s not forget that the competent project manager still needs a good suite of tools. Whether you are managing IT, construction, or some other type of project, a good suite of project management tools with a robust project accounting component will help you track project costs and calculate your projects Earned Value (EV). If you don’t know the Earned Value of your project there is a good chance your project is going to fail. Don’t forget, what isn’t measured can’t be managed.
Thursday, August 05, 2010
Tuesday, July 27, 2010
Thursday, July 15, 2010
Wow Projects Revisited
As many of you may know from my previous blog entries I really like Tom Peters. Tom has so much energy and passion, and additionally, he has some great ideas regarding reinventing work. In my opinion, his ideas around Project Management are revolutionary, bleeding-edge, and way out in front of what is considered the "norm". Recently while reviewing his website I found myself reading about what Tom calls "WOW! Projects". If you have a moment, take the time to read what Tom has to say about WOW! Projects.
To reflect a bit, as I look back over my career I do not think I have ever worked on a WOW! Project, and in hindsight that is a disappointment. As a Project Manager, I struggle every day trying to manage my projects to a "successful" conclusion. Over the course of my career how a project's success is measured has many times been a moving target. Stakeholders and the project sponsor change their minds in the middle of the project regarding what they want and the ensuing scope changes cause the project success measurement bar to move.
While the project manager is responsible for project success, the project sponsor can influence project success when they allow stakeholders to have more influence over the scope of the project than the project manager does. While this does not happen on every one of my projects, a lesson to be learned is that I must be vigilant regarding stakeholder management.
In my opinion WOW! Projects require a strong executive sponsor and a well-oiled projectized organization (in addition to many other things) that is not opposed to taking risks. In addition WOW! Project stakeholders must be committed to supporting the following goals of a WOW! Project.
A WOW! Project's Goals are:
To reflect a bit, as I look back over my career I do not think I have ever worked on a WOW! Project, and in hindsight that is a disappointment. As a Project Manager, I struggle every day trying to manage my projects to a "successful" conclusion. Over the course of my career how a project's success is measured has many times been a moving target. Stakeholders and the project sponsor change their minds in the middle of the project regarding what they want and the ensuing scope changes cause the project success measurement bar to move.
While the project manager is responsible for project success, the project sponsor can influence project success when they allow stakeholders to have more influence over the scope of the project than the project manager does. While this does not happen on every one of my projects, a lesson to be learned is that I must be vigilant regarding stakeholder management.
In my opinion WOW! Projects require a strong executive sponsor and a well-oiled projectized organization (in addition to many other things) that is not opposed to taking risks. In addition WOW! Project stakeholders must be committed to supporting the following goals of a WOW! Project.
A WOW! Project's Goals are:
An enhanced "customer experience" (internal and external)
Dramatically increased sales
Sharply reduced costs
Improved operating margins
Accelerated leadership and talent development
Innovative solutions to wide-ranging issues
Improved employee morale and job satisfaction
Accelerated post-merger integration
Enhanced stakeholder and community involvement
Cultural transformation
Your thoughts?
Check out Tom Peter's latest book. You won't be disappointed!