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Topics: Agile, Change Management, Consulting
PMTQ to lead the future effectively
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Just read the latest edition Pulse of the Profession. I like the PMTQ - Project Management Technology Quotient aspect to drive the future of work.
With all these disruptions happening, we want the teams to experiment, that is provide them an environment which is safe to fail, but learn from their failures and continuously improve. I wonder if we are providing the project managers similar environment which is safe to fail within limits and continuously learn from them, which means organizations would have to elevate their risk taking ability.

I believe such an environment would improve the PMTQ considerably and we will be equipped to lead the future effectively.

What is your take on this, would love to know from the community.

Link to the pulse of the profession document
https://www.pmi.org/learning/thought-leade...profession-2019
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Project Management Technology Quotient (PMTQ)
- is a person’s ability to adapt, manage and integrate technology based on the needs of the organization or the project at hand.
- exhibits 3 characteristics: always-on curiosity, all-inclusive leadership, future-proof talent pool
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I am working in this type of environments from long time ago mainly because for a chance of the destiny I was part of the genesis of Agile. There is a big missunderstanding about the matter and unfortunatelly PMI contribute to that. I have debated it with board members in the past but sometimes "the business" jeopardize the quality. Including the PMI is overlaping roles. Business Analyst is accountable for solution, not the project manager (I am not saying they have to work as "silos"). On the other side, is not about fail and learn. Is about fail consciously. Because of that the new movement is to talk about organizational consciousness which is on top of things like organizational culture (in fact, is not new. I am working on that form years including I am today working with quantum computers in the matter). But, to understand about that, my recommendation is going to Barrry Bohem´s Spiral Process which is "the father" of all this movement or Tom Gilb "Principles Of Software Engineering Management" (a book of 1975) which is the direct father of Agile. So, nothing new below the sun. My recommendation is going to the foundations and forget the buzzwords.
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Great! And thanks Thomas for additional details. I will say from experience, it may be said the environment is 'safe' for failure, but in reality, and unfortunately, those tend to be empty words. I do foresee a shift, just simply pointing out that the journey to this change in mindset is a significant hurdle.
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1 reply by Priya Patra
Apr 15, 2019 12:33 AM
Priya Patra
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I agree Andrew, so there needs to be a culture change to provide that environment to the project managers, else I fear we may not be able to provide a similar environment to our teams, this can affect our "always-on curiosity" behavior.
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Sergio, good post.

Agree that iterative and incremental techniques have been around for some time, and some even extend this to be the scientific method which is here for centuries.
Even in my best planned projects, I always had to face reality and adapt as we got more knowledgeable. Moltke said the best plan does not survive on first enemy contact. In that sense, waterfall is only a model, not reality.

PMI did establish a standard, certificate and supports the role of the business analyst since some years but it did not really resonate and reflect the reality in numbers. In order to build the profession of project management, you have to believe that the wider project management makes the difference. And it contains or interacts with several specialties and adjacent roles.

I came across Barry W. Boehm and his spiral model in the 80s when reading his Cocomo method for SW estimation. And I saw applications of the spiral model in managing disasters, actually triage is such an example. Today I could use it for other buzzwords: how to handle disruption or innovation. So yes, maybe all thoughts have been thought already, but are they put into perspective for the Zeitgeist? (Porsche drove his first car in 1898, it was an electric car - https://en.wikipedia.org/wiki/Lohner-Porsche).
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Apr 14, 2019 8:39 AM
Replying to Andrew Craig
...
Great! And thanks Thomas for additional details. I will say from experience, it may be said the environment is 'safe' for failure, but in reality, and unfortunately, those tend to be empty words. I do foresee a shift, just simply pointing out that the journey to this change in mindset is a significant hurdle.
I agree Andrew, so there needs to be a culture change to provide that environment to the project managers, else I fear we may not be able to provide a similar environment to our teams, this can affect our "always-on curiosity" behavior.
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1 reply by Andrew Craig
Apr 15, 2019 8:12 AM
Andrew Craig
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I enable and support a safe zone within the teams regardless. And from there I will coach those around me on the benefits and value add to both the team members and to the organization. While support from leadership is paramount for an overall culture change, many time the motivation will come from within; and that is our responsibility.
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This seems great. Thank you for sharing
I do support Andrew's idea.
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Apr 15, 2019 12:33 AM
Replying to Priya Patra
...
I agree Andrew, so there needs to be a culture change to provide that environment to the project managers, else I fear we may not be able to provide a similar environment to our teams, this can affect our "always-on curiosity" behavior.
I enable and support a safe zone within the teams regardless. And from there I will coach those around me on the benefits and value add to both the team members and to the organization. While support from leadership is paramount for an overall culture change, many time the motivation will come from within; and that is our responsibility.

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