Lara DollProject Manager, CAPMFort Worth, Tx, United States
Hey guys - I've been in insurance for just a little over a year now, most of which was as a marketing coordinator. Just started a new project here and the sponsor (the COO) told me, "you need to know our underwriting guidelines to be successful at this".
I am a little baffled now, because it sounds like he thinks I should be an expert in all areas that the project touches. Being that this is not just an insurance project, but a huge software development project as well... I need to be an IT/UX/UI expert too?
What are your thoughts? It was my understanding we have SMEs on the team for such occasions... not the PM should know ALL. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Your question seems to me that you are talking about to be a PM with some kind of specialization in a field or a general PM. If that is the case let me say there were lot of debates in that field inside projectmanagement.com. In my case, based on my personal experience and what I saw from others, a PM must have knowledge about the domain it is assigned (in fact, the first thing to do before starting is to make an elicitation activity to learn all related to the domain) but not being an specialist in the domain. The second could limit your possibility to find new jobs. Obviously, at the beginning, we are usualy assigned to a project in our field of expertisee. Saving Changes...
John FarlikProgram & Project Management| SPX FLOWWaxhaw, Nc, United States
Lara,
It sounds like what the COO wants is someone to ask and to whom to delegate responsibility on this project. Obviously, that's what you are on this project. By definition, it is our job to continuously learn as much as we can about our profession and the specific project we are executing at the time. However, it is insane to think that one person can know EVERYTHING. Therefore, I would in-turn delegate to a SME just like he is doing to you. The CEO is probably directing him to the be expert in managing projects! Having the right person to call for very detailed questions is a sign of mature leadership, plus it positions your team to learn and grow. Saving Changes...
Ajay DixitSr. Project Manager| Excelsoft Technologies Pvt. Ltd.Bangalore, Karnataka, India
Hi Lara, I will say the things are changing and so do the expectations. Normally there are two broad classifications for project managers 1. Technical Project Manager 2. People Project Manager. But when people talk they refer a common term as Project Manager and this is where the expectations mismatch happens. Technical Project Manager is supposed to be expert in technical things, however People PM is not supposed to posses technical expertise. The thin line here in People PM is being introduced nowadays and they are expected to have some technical know how.
I guess in your case, your COO is expecting you to be knowing things a little bit technically and provide inputs, co-ordinate between different teams/resources, and involve yourself not as technical expert but the one who is aware of technical jargon, try to understand what these are saying and want to implement, so that you have better control on the project.
It is not difficult nowadays e.g. for UI/UX. If you have spent good time on internet and observed how different sites are designed and ease of use then you can look into the suggestions by your team and contribute in it based on your experience. Ideas are important. If you have your thoughts and can suggest useful things then definitely you can earn brownie points for your contributions. For implementation, anyway there will be experts and SMEs to take care of it... so don't worry.
As I said different people have different expectations, this is one such case. Although it will be difficult initially but if you get involved, you will start getting hang of it. Let me know if I can help you in anyway. Thanks. Saving Changes...
Ganesh KumarProgram ManagerBangalore., Karnataka, India
Hi Lara, If you get an opportunity to work in different domain, in your case its insurance now and maybe some other domain later. Make an attempt to learn, and continue to stay ahead of the curve, set your own expectations, raise the bar high and beat it, make good use of your knowledge in projects. If you are going to do what you already know there is no fun and learning. Organisations will always tall/high expectations from its people. Don't limit yourself to what PM role can and should do. If you encounter any issues in the project, do share it in the forum. All the best. Saving Changes...
I agree with the other, technical expertise is not a requirement for learning or practicing PM. Saving Changes...
Engdaw AdmasuConstruction Project Manager| Water Works Corporation (WWC)Kombolcha Town, Ethiopia
Question on EVM
A construction project has the following data:
a) The project needs $904,191.12 agreement budget to complete all the deliverables.
b) The contract period is 36 months. The project takes 36 months of total duration to completion.
c) Time elapsed equals to 28 months.
d) Income plan equals to $574,979.53 till the end of the 28th month.
e) Income achieved equals to $473,855.78 till the end of the 28th month.
f) Expense plan equals to $700,959.31 till the end of the 28th month.
g) Expense achieved equals to $581,805.20 till the end of the 28th month.
h) Physical percent plan equals to 71.4% till the end of the 28th month.
i) Physical percent achieved or completed percent or actual percentage completion is 65.8%.
Using Earned Value Management, determine the:
(1). CPI
(2). SPI
(3). EAC provided that the CPI and SPI both vary in the future.
Notice:- The project income is calculated by multiplying unit rate of activity with unit of work. The sum of activities’ incomes is equal to the agreement budget. The percentage plan and percent complete of individual tasks or at the work package level are calculated by ?{ [(Total time)(income of activity) +Total budget)( duration of an activity)]/[2*(Total budget)*Total duration)]}*100 Saving Changes...
Can be done, but as others have mentioned not necessarily ideal depending on scope of project. My cousin (Mech Eng, MBA) managed a very large IT project at a bank with no IT experience, but he had decades of experience in the banking sector. You must at a minimum posses excellent critical thinking skills if you are to succeed. A colossal IT project gone horribly wrong by people who had no IT or PM experience. This debacle will be studied for decades as to what not to do...
The actual duties, responsibility and authority the PM has varies greatly from project to project and from organization to organization. Some PMs are given great decision power especially on deciding how the money are to be spent. At the other extreme you have PMs that are merely glorified secretaries having absolutely no decision power.
When you are a purely paper pusher PM your area of expertise does not matter too much. In this manner you can successfully "manage" any kind of project no matter the domain or the budget since the important decisions are not taken by you anyway. You just keep track, report and raise issues for others to decide and resolve.This is important too but you don't need too much domain knowledge for these activities.
Also no matter the power the PM has he/she does not deserve all the credit for the success of the project or the blame for the failure. If a project is successful does not necessarily mean that the PM was outstanding or if the project fails does mean that the PM has done a poor work.
Can be done, but as others have mentioned not necessarily ideal depending on scope of project. My cousin (Mech Eng, MBA) managed a very large IT project at a bank with no IT experience, but he had decades of experience in the banking sector. You must at a minimum posses excellent critical thinking skills if you are to succeed. A colossal IT project gone horribly wrong by people who had no IT or PM experience. This debacle will be studied for decades as to what not to do...
The actual duties, responsibility and authority the PM has varies greatly from project to project and from organization to organization. Some PMs are given great decision power especially on deciding how the money are to be spent. At the other extreme you have PMs that are merely glorified secretaries having absolutely no decision power.
When you are a purely paper pusher PM your area of expertise does not matter too much. In this manner you can successfully "manage" any kind of project no matter the domain or the budget since the important decisions are not taken by you anyway. You just keep track, report and raise issues for others to decide and resolve.This is important too but you don't need too much domain knowledge for these activities.
Also no matter the power the PM has he/she does not deserve all the credit for the success of the project or the blame for the failure. If a project is successful does not necessarily mean that the PM was outstanding or if the project fails does mean that the PM has done a poor work. Saving Changes...
Michael DelaneyPartner| Delaney Management LLCWest Chester, Pa, United States
I agree with my colleagues that you need an understanding of the various areas if for no other reason than to be able to communicate effectively with the team and SMEs. I find also that the project becomes more enjoyable if you are interested in the core knowledge areas and it's a dull day you don't learn something new. Saving Changes...
Engdaw AdmasuConstruction Project Manager| Water Works Corporation (WWC)Kombolcha Town, Ethiopia
What was my response? I answered last time. Is "Areas of expertise for PMP? " a question or a title for some topic. Saving Changes...
