The Multifaceted PM

Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.

The job title of “project manager” is a somewhat restrictive and limiting. The truth is, PMs perform more duties than the original occupational descriptions that were provided when they applied for their positions.

Ideally, the PM role is one that should be broken into components. Never mind that project managers are called upon to play nursemaid, keeper of the peace, negotiator and so forth--they also increasingly need to be active and knowledgeable analysts. While this generally has been a vital and desirable strength to have for PMs over the years, it has become an unacknowledged necessity in our leaner and more “cut to the bone” economic times. Because of this, proficient business analysts are often being groomed for PM slots and savvy PMs are being asked to increase their knowledge and adapt the principles of BA roles.

As is often the case, smaller organizations and those firms with smaller projects have been at the forefront to benefit from this job integration. Budget and staff limitations have made it a requirement for many companies to employ personnel that can perform a number of functions in order to reduce dependency upon specific roles and individuals, and the PM/BA associate combination has proved to be a necessity. Larger companies have similar struggles to retain talented personnel either on a project or within a workforce, so …

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