Reaching Our PM Potential in Uncertainty

George Freeman, PMP, is a seasoned IT project manager and leader who has worked in the software industry for nearly four decades, including over 25 years of project management. He has significant experience and expertise in enterprise information systems, data, and business architectures, and is an advocate for “business and technical architectural awareness” among all project team members. Mr. Freeman has international and remote team experience, and has a passion for meta-modeling, domain-driven design, and “all things architecture.”

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Topics: Career Development, Change Management, Leadership, Strategy

Reaching our PM potential in uncertain times requires one to recognize their untapped potential, especially that which rests beyond the traditional operational perspectives of project management.

To a project traditionalist, this statement may appear to be a heretical thought that is in conflict with the PMI Code of Ethics statement that “We accept only those assignments that are consistent with our background, experience, skills, and qualifications.”

However, I assert that vested project professionals often have untapped experience and skills that directly qualify them to be an agent of change beyond the traditional constraints placed on them by their captors…I mean employers.

So, let me ask: Are you ready to leverage your hard-won talents for the greater good, or has your expert knowledge of risk-aversion tactics—as demonstrated through your past stakeholders—finally infiltrated your subconscious?

Forgive me for being blunt, but it’s time to advance our profession beyond the typecasting and show the enterprises we serve our extended value proposition. PMI laid down the path for us almost five years ago with the recognition that project professionals need strategic domain-focused business management skills, along with the core technical and leadership skills, if they expected to remain relevant and competitive. So what are we …

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