Ownership: The Core for Next-Gen PMs

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 andy.jordan@roffensian.com. Andy's new book Risk Management for Project Driven Organizations is now available.


Topics: Organizational Project Management, Talent Management

I talk to a lot of project managers about the evolution of project management. Some of them are excited about what is happening to the profession, some are concerned that it will make their role less enjoyable, and many have a mix of emotions.

On the one hand, they like the idea that project management is growing in prominence, becoming a more strategic discipline and one that organizations are increasingly recognizing the value of. On the other hand, they worry that their traditional view of project management will become obsolete with the growth of hybrid and agile approaches. The message I always give is that project managers have the power to control their careers, that they can determine what impact the changes in project management have on them—but that’s not always a lesson people find it easy to apply.

When a role evolves (whether it is project management or anything else), it involves changes to both behaviors and attitudes. Behaviors are generally fairly easy to adjust—it requires some combination of additional knowledge and skills blended with the discipline to change how those elements are applied to work. Not everyone is comfortable changing, and they may choose to take their career in a different direction; but over time, most people are capable of making the shift. In contrast, attitudes can be much harder to adjust.

The mindset and …

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"I have not failed. I've just found 10,000 ways that won't work."

- Thomas Edison