Wayne Goulding’s Blog

Summary

Project managers have increasing responsibility relative to the success of many organizations, especially those where being project-centric is key to success.  Yet, when many choose a project manager they treat the position as akin to that of an administrator or super techie.  Then they wonder why project fail to meet their goals and objectives.  The truth is But wait, there’s more

Organizational Development

Given project success is central to an organizations ability to compete, the question becomes, how does the organization develop competent project managers?

(As a side note: In order to keep this blog discussion short and to the point, I’m going to ignore complicating factors such as the boon/bust economic cycles, the growing highly mobile workforce, contracting project management services, etc.)

New project management positions are going to be filled by either current employees or new hires.  The transition of the current employee to project manager is But wait, there’s more

Did We Learn?

Suddenly there was an awareness of project management as a discipline and recognition that many techies were accidental project managers.  Along with this came project management certification and thoughts that the role is really a profession (a point that is still under debate).

We now have an alternative career path for our shining techie stars; or do we? I contend, in many of organizations the transition of techie to project manager is But wait, there’s more

A Historical Perspective

Back in the olden times of the ‘organization man’, well maybe not that far back, but at least before the onslaught of project managers. Corporation would take it brightest and best techies (engineers, programmers, etc.) and promote them to functional manager of techies of the same ilk. The rationale was to put these individuals on a less limiting career path while still being able to benefit from their technical expertise.  The success in doing this was But wait, there’s more

The Challenge

Effectiveness of project execution is highly correlated to the competency-level of the project manager and the operational support provided to them.  In other words, if you employ the most competent project managers and provide them with first-class project -centric organizational support, you will achieve operational excellence in effective project execution.  Seems simple!

The question is, is effective project execution a critical success factor for the organization?  If so, read on.

One of the fundamental challenges for most organizations is definition or lack thereof of the project manager’s role.  They understand the façade: Manage the project from start to finish, with total responsibility and no authority.  However, many organizations (and some project managers) lack But wait, there’s more

Now that I have the blog set-up and ready for action, where do I start?

“Begin at the beginning,” the King said gravely, “and go on till you come to the end: then stop.” – Lewis Carroll, Alice‘s Adventures in Wonderland

In this instance the beginning is not a point in time or physical place or an event, but it is probably the lowest common denominator But wait, there’s more