Stelian ROMANProject Manager| MicroSafetyCarlingford, New South Wales, Australia
My view is that a PM should be able to manage any project using any PM methodology of framework.
I don't understand the need for an Agile PM and I see the prefix as a limitation of the competencies. Saving Changes...
I am afraid that I can not support this idea. for some projects, it is better or it is a requirement for the project manager to be a subject-matter-expert. You also may need to be familiar or have a piece of good knowledge on the application of some frameworks. General PM knowledge is necessary, but it does not necessarily mean that you can or are competent to manage all type of projects.
...
1 reply by Stelian ROMAN
Feb 06, 2019 4:43 AM
Stelian ROMAN
...
I don't know what you mean by SME. There is a very wrong perception that the PM should be a domain expert.
I managed software projects since FORTRAN and COBOL and from sewerage to financial services. You have to adapt to new technologies and business domains but you remain a PM.
Saving Changes...
Jason KaiserIT Project Manager| Oregon Department of TransportationOr, United States
Interesting question..
I tend to think that PM’s have a professional tool kit that is comprised of experience, education, training, and other similar opportunities. Typically, these skills highlight a PM’s natural talents. This would lead me to believe that not all PMs can be 100% proficient with all Methodologies currently being practiced. Not all projects are the same and following a single methodology (though it may work, isn’t effective or efficient). I agree, there is a lot framework overlap and numerous process similarities. I don’t think any one person can maintain Expert proficiency in everything. Maybe, Intermediate in places and Expert in others.. I would rank PMs qualitatively based on project type and required skills.
...
1 reply by Stelian ROMAN
Feb 06, 2019 4:41 AM
Stelian ROMAN
...
Jason. It depends. A contract PM that changes environments and frameworks every year can become proficient in many frameworks. There are 2 kind of frameworks planned and adaptive. Adaptive (Agile) is now moving towards planned by adopting Lean principles At the end of the day Scrum is nice and people are happy but the company needs to make profit to survive.
Saving Changes...
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
While I probably could manage a project using an Agile methodology, I wouldn't be very good at it, just like you aren't good at anything you do for the first time. I wouldn't be as valuable to the team because I'd be learning on the job.
I think there is some value in developing a skill set in a particular area and using it to the best of your abilities.
...
1 reply by Stelian ROMAN
Feb 06, 2019 4:37 AM
Stelian ROMAN
...
Elizabeth, nobody "knows" Agile. It is an experiment where the whole team is learning. That's the whole point. An experienced PM brings valuable knowledge that the team can benefit from.
I am using formal Agile frameworks since 2001 and most practices since mid 80's. I consider myself a PM, not an Agile PM. As you said there is learning required but with the foundation of PMBoK or PRINCE2 there should be no challenge to use Agile frameworks.
For an experienced chef a new dish is a challenge but not an issue.
Saving Changes...
Stelian ROMANProject Manager| MicroSafetyCarlingford, New South Wales, Australia
Feb 06, 2019 4:11 AM
Replying to Elizabeth Harrin
...
While I probably could manage a project using an Agile methodology, I wouldn't be very good at it, just like you aren't good at anything you do for the first time. I wouldn't be as valuable to the team because I'd be learning on the job.
I think there is some value in developing a skill set in a particular area and using it to the best of your abilities.
Elizabeth, nobody "knows" Agile. It is an experiment where the whole team is learning. That's the whole point. An experienced PM brings valuable knowledge that the team can benefit from.
I am using formal Agile frameworks since 2001 and most practices since mid 80's. I consider myself a PM, not an Agile PM. As you said there is learning required but with the foundation of PMBoK or PRINCE2 there should be no challenge to use Agile frameworks.
For an experienced chef a new dish is a challenge but not an issue. Saving Changes...
Stelian ROMANProject Manager| MicroSafetyCarlingford, New South Wales, Australia
Feb 05, 2019 6:25 PM
Replying to Jason Kaiser
...
Interesting question..
I tend to think that PM’s have a professional tool kit that is comprised of experience, education, training, and other similar opportunities. Typically, these skills highlight a PM’s natural talents. This would lead me to believe that not all PMs can be 100% proficient with all Methodologies currently being practiced. Not all projects are the same and following a single methodology (though it may work, isn’t effective or efficient). I agree, there is a lot framework overlap and numerous process similarities. I don’t think any one person can maintain Expert proficiency in everything. Maybe, Intermediate in places and Expert in others.. I would rank PMs qualitatively based on project type and required skills.
Jason. It depends. A contract PM that changes environments and frameworks every year can become proficient in many frameworks. There are 2 kind of frameworks planned and adaptive. Adaptive (Agile) is now moving towards planned by adopting Lean principles At the end of the day Scrum is nice and people are happy but the company needs to make profit to survive. Saving Changes...
Stelian ROMANProject Manager| MicroSafetyCarlingford, New South Wales, Australia
Feb 04, 2019 9:00 AM
Replying to Abolfazl Yousefi Darestani
...
I am afraid that I can not support this idea. for some projects, it is better or it is a requirement for the project manager to be a subject-matter-expert. You also may need to be familiar or have a piece of good knowledge on the application of some frameworks. General PM knowledge is necessary, but it does not necessarily mean that you can or are competent to manage all type of projects.
I don't know what you mean by SME. There is a very wrong perception that the PM should be a domain expert.
I managed software projects since FORTRAN and COBOL and from sewerage to financial services. You have to adapt to new technologies and business domains but you remain a PM. Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
It depends what the PM is trying to achieve. As a contractor I have learned a variety of frameworks to make myself more marketable, but I imagine PMs in stable jobs might choose to specialize in a particular framework. Saving Changes...
