Is it Mandatory for a Project Manager to be Technical?
Is it Mandatory for a Project Manager to be Technical?
Unfortunately, and like a politician stumping for votes, proclamations by senior executives (and many industry pundits) that “people” and “not technology” are what is “important” rarely translates from the realm of oratory pontification into meaningful real-world application.
This is due in large part to the fact that outside of the framework of political correctness, communication as Bill McAneny offered in his book Frankenstein’s Manager – Leadership’s Missing Links is actually a desire and not a skill. A skill that is in short supply according to his findings. In fact, second only to the ubiquitous lack of people skills complaint, ineffective communication said McAneny is the most common charge leveled at an organization’s leadership.
As a result, observations such as those made in reports like the ISM, CAPS and A.T. Kearney collaboration (Succeeding in a Dynamic World: Supply Management in the Decade Ahead) are in reality hollow expressions of an ideal that few actually pursue.
In reality, and similar to attracting and retaining talent, effective project management begins and ends with the pre-existence of firmly established core values and a clearly defined strategy. In other words, project management is not an exercise in and of it self but is the by-product of a sound strategy combined with a firm commitment to engage and understand stakeholders.
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To obtain a copy of the corresponding reference material, please contact the author.
Is it Mandatory for a Project Manager to be Technical - To learn more about this author, visit Jon Hansen's Website.
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While a "working" technical understanding is beneficial, the ability to communicate and coordinate diverse stakeholder interaction is critical.
Unfortunately, and like a politician stumping for votes, proclamations by senior executives (and many industry pundits) that “people” and “not technology” are what is “important” rarely translates from the realm of oratory pontification into meaningful real-world application.
This is due in large part to the fact that outside of the framework of political correctness, communication as Bill McAneny offered in his book Frankenstein’s Manager – Leadership’s Missing Links is actually a desire and not a skill. A skill that is in short supply according to his findings. In fact, second only to the ubiquitous lack of people skills complaint, ineffective communication said McAneny is the most common charge leveled at an organization’s leadership.
As a result, observations such as those made in reports like the ISM, CAPS and A.T. Kearney collaboration (Succeeding in a Dynamic World: Supply Management in the Decade Ahead) are in reality hollow expressions of an ideal that few actually pursue.
In reality, and similar to attracting and retaining talent, effective project management begins and ends with the pre-existence of firmly established core values and a clearly defined strategy. In other words, project management is not an exercise in and of it self but is the by-product of a sound strategy combined with a firm commitment to engage and understand stakeholders.
Links:
To obtain a copy of the corresponding reference material, please contact the author.
Is it Mandatory for a Project Manager to be Technical - To learn more about this author, visit Jon Hansen's Website.
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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