With the current vibe and growing popularity surrounding Kanban (a new Agile methodology), I’ve been getting questions from people about project management as a career field. Specifically, they are seeking a definition for what project management is in context of these new methodologies, like Kanban and Scrum, that keep appearing on the PM scene.
If you use Agile methods, do you have to move to Kanban? What about Scrum? Does a PM have to stay certified in every new method?
The main thing to keep in mind when trying to objectify PM as a field is that project management is just like any other professional field out there. As the field grows, as new people become PMs, and as we learn more about what works—and what doesn’t—the professional field as a whole will come with its’ updates, and natural flow of progress and change. Much like medical doctors have to stay on top of the major changes in medical advice and even the invention of new medications and FDA laws, etc, so project management will come with its’ updates, changes, and inventions of new methodologies. The core knowledge right now is traditional project management and the PMP. Everything else is like a specialization.
So what does this mean in context of furthering your career? Well, as a professional PM, you will need to stay on top of your game. But it does not mean you have to jump on the bandwagon of every new kid on the block. PMs should be committed to continuing to invest in their education, but not for every new method. Be familiar with the current pulse of PM, but save your serious investments of time and money for the ones that will add business value. Much like a medical doctor might choose to prescribe an “old faithful” medication for a particular illness, you are going to expect that he made that choice AFTER evaluating the new medication on the market. So PMs should consider it simply professional to stay on top of, aware, and educated in, the most current strategies out there. What makes sense on your particular project, however, will likely be a case-by-case evaluation.
Originally Published on YourPMPartner.com/blog |
|
When you oversee multiple teams on multiple projects, or even if you work with a small team on a single project, the odds are fairly decent that at least one of the personalities on that team will clash with your own. So what do you do about it? Well here are some suggestions:
- Be an active listener. Each of your team members have something valuable to bring to the project table. Listen and respect their ideas, even if you are not their biggest fan personally.
- Be encouraging. Nothing helps build bridges between people faster than a compliment or word of support. Take time to notice the effort being put out by your team members, thank them for what they do, and encourage them to continue well.
- Be conscious of personal bias. When you do not like someone because of personality differences, it can become easy to ignore their suggestions or advice simply because you do not want to have to use the ideas of someone you dislike. But that is hugely unwise and can put your project at a disadvantage. Listen to all suggestions equally, and implement the good ones even if they originate from someone you do not get along with.
- Stay away from gossip. In fact, be reserved on the whole. I’m not advocating an aloof approach to leadership, but be aware of your conversations, and know when to be quiet. Well placed silence gives problem personalities less fuel to work against you.
|
|
More good tips here
|
 I received an email recently from a client who had been going and doing some reverse interviews. They were getting in touch to let me know how the process was going, what they were learning, and they asked a few questions. One particular question stuck out in my mind, though, and I wanted to share it here.
What are your thoughts on being an entrepreneur within a large organization? I have been thinking a lot about that recently and I think there is a need for that type of person too.
As I read this question, I felt they were 100% on target with this idea. In fact, my upcoming book Company of One is centered on this very topic. You see, in my view EVERYONE is an entrepreneur! We all have just forgotten this due to the way our culture thinks about JOBS. But we all make money in return for services provided. The only difference between us and the entrepreneur we typically think of is that we have decided we will take only one job with one customer. (Note – the fact that we have decided is critical!)
|
|
Read more...
|
|
Timothy Barry recently wrote an article outlining the 10 most important qualities in a project manager.
In that article, he wrote about competence. Here is what he had to say:
“Simply put, to enlist in another’s cause, we must believe that that person knows what he or she is doing. Leadership competence does not however necessarily refer to the project leader’s technical abilities in the core technology of the business. As project management continues to be recognised as a field in and of itself, project leaders will be chosen based on their ability to successfully lead others rather than on technical expertise, as in the past. Having a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent.” |
 Good leadership article over on Forbes.com:
“It’s because you’re an owner, not a renter,” my hard-charging commanding officer said. Every organization, even the U.S. Navy, had both types, he explained. Owners accept full responsibility even when it is not formally assigned, believe deeply in their mission, collaborate with others, take initiative and hold co-workers accountable to the same high standards. Renters, meanwhile, approach their work with an “it’s just a job” mentality, tend to make statements like “that’s not my problem” and point the finger at others when things go wrong.
So? Which are you?
|
|
|
|
|
|
|
Page 8 of 10 |
