Larry MinerFounder and Sr. Project Management of Decision Memory Systems| Decision Memory SystemsBath, Oh, United States
What I'm interested in is how do we decide, maybe know, we've hit the top of our Project Management profession? I mean I know how I decide for myself, what I'm pleased with, whether money, experience, industries worked for, or expertise but is their a set of common factors with which we can say that this PM or ourselves for that matter has hit the top of this profession? Saving Changes...
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Jodi QuillenSenior Project Manager| Southwest Airlines Co.Dallas, Tx, United States
I think a big component of hitting the top of this profession is helping guide where the profession goes in the future. Project Management practices, not unlike technology practices, has to continue to evolve to meet changing needs of business. Demonstrating thought leadership in coming up with innovative solutions to current project management industry problems takes mastery level of project management knowledge - you have to understand the problem to solve it, right? These type of contributions will help guide practices for the next generation of PMs. Just my two cents. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
The definition of the top of the profession varies from one to another and as you said, everyone evaluates this based on their level of comfort of where they are.
What I find challenging and more important than reaching the top is staying there. With all the evolution going on, one should clearly define how they are willing to cope with all those changes so they can stay on the top. Saving Changes...
I don't think anyone can claim to be the top of the profession from a pure competency perspective because soft skills development is a lifelong journey. If you narrow the domain significantly to a single, very specific type of project, then that might be achievable. One could also use a secondary metric such as compensation to represent achievement so attaining the highest billing rate for a certain type of project within a certain geographic area might qualify.
Kiron Saving Changes...
Ashleigh Kennett-SmithICT Project Manager| Australian Red Cross LifebloodAdelaide, South Australia, Australia
Extending Rami's comment and Kiron's comment about soft skills I would suggest that the moment you think you've arrived (by whichever metric) and therefore stop striving(?) you'll start slipping back (stagnate).
Additionally as Jodi noted the world has a habit of throwing up new problems (business needs are always changing) so the goal posts are continually moving.
So I think you may be able to say you have hit the top today but there's a strong likelihood that by tomorrow the top has moved...
I think it might be more beneficial for PM practices to focus on (or at least include) tools PMs need to help them identify/assess how they can be the best they can be in any given situation(?) Saving Changes...
It has to do with you, your thoughts, vision, mission and of course comfort zone. The definition is not the same for all of us. Theoretically, there is no end for this journey. Saving Changes...
Larry MinerFounder and Sr. Project Management of Decision Memory Systems| Decision Memory SystemsBath, Oh, United States
So we agree there are at least two perspectives here. One perspective is our own, are we satisfied with where we are, etc. The second perspective is that of the client. Does the client see / find in you or the PM, whether through a resume', an interview or simply a discussion a certain amount of maturity that allows the PM to handle just about every situation. I agree that we should never stop learning but I don't believe we should be collectors of skills set either. If I were hiring at top PM, they would have a cross between a solid set of skills, and broad perspective and emotional maturity. Saving Changes...
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