Project Management

Project Management's Image Problem

Andy Jordan is President of Roffensian Consulting S.A., a Roatan, Honduras-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at [email protected] Andy's new book Risk Management for Project Driven Organizations is now available.

This month’s ProjectManagement.com theme of talent management coincides with the recent publication of PMI’s Narrowing the Talent Gap report. It’s an incredible read, and it’s going to be referenced a lot in my articles on the topic for that reason. This time I want to focus on this extract:

“Our research highlights that project management has something of an image problem among senior leaders, with project managers being seen as tactical troubleshooters rather than strategic partners. This suggests a widespread lack of understanding of the value and impact of project management at the C-suite level.”

And let’s put this in perspective: PMI partnered with PwC to produce this report, an organization that has a long track record of producing this kind of material. They surveyed more than 4,000 people, so this isn’t a small sample size. That statement represents a real problem, and the report highlights that it’s a particular issue in North America (where many of you are reading this), and in Latin America (where I’m writing it). Houston (and a lot of other places), we have a problem!

But, let’s address the elephant in the room before we go any further. A portion of the project managers reading this article are thinking to themselves, “What problem?” They do see themselves as tactical …


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"Substitute 'damn' every time you're inclined to write 'very'; your editor will delete it and the writing will be just as it should be."

- Mark Twain

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