Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Feb 12, 2020 8:36 AM
Replying to Justus N
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If possible provide a link to the article so we can have some context. Interesting topic though
Dear Justus
Thank you for participating in this reflection and for your interest in the article
Below, an "Anonymous" shared the link with us
Then I would like to know your opinion on the topic
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1 reply by Justus N
Feb 12, 2020 12:03 PM
Justus N
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It appears in the IT world, which, most of us are in, the role is rapidly going away.
As more teams turn into "product" teams, the traditional PM role has morphed into "product managers," "solution managers," "release train engineers" etc. I have seen this in my organization, but some areas for example Claims, still have project managers managing projects.
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Dear Anonymous
Thank you for participating in this reflection and for providing the link
What is your opinion on the topic? Saving Changes...
Justus NScrum Master| BCBSTXArlington, Tx, United States
Feb 12, 2020 10:13 AM
Replying to Luis Branco
...
Dear Justus
Thank you for participating in this reflection and for your interest in the article
Below, an "Anonymous" shared the link with us
Then I would like to know your opinion on the topic
It appears in the IT world, which, most of us are in, the role is rapidly going away.
As more teams turn into "product" teams, the traditional PM role has morphed into "product managers," "solution managers," "release train engineers" etc. I have seen this in my organization, but some areas for example Claims, still have project managers managing projects.
...
1 reply by Luis Branco
Feb 12, 2020 12:33 PM
Luis Branco
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Dear Justus
Thank you for sharing your opinion with us
What's the trend?
Saving Changes...
Jorge EscotoDirector of PM/PMO| CET Professionals ServicesSan Pedro Sula, Cortes, Honduras
Dear friends, I only read the intro of the article, and I totally agree. I have participated in discussion threads where old fashioned mentality wants to force the projects to be managed "by the book", KPIs are kings. And they forget that the customer is the king. That is why the majority of PMOs don't survive. The author states "The role needs a transformation". We need to think a lot more about customer needs than in terms of KPIs.
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1 reply by Luis Branco
Feb 12, 2020 12:36 PM
Luis Branco
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Dear Jorge
Thank you for participating in this reflection and for your opinion
Interesting what you wrote: "We need to think a lot more about customer needs than in terms of KPIs"
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Feb 12, 2020 12:03 PM
Replying to Justus N
...
It appears in the IT world, which, most of us are in, the role is rapidly going away.
As more teams turn into "product" teams, the traditional PM role has morphed into "product managers," "solution managers," "release train engineers" etc. I have seen this in my organization, but some areas for example Claims, still have project managers managing projects.
Dear Justus
Thank you for sharing your opinion with us
What's the trend? Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Feb 12, 2020 12:11 PM
Replying to Jorge Escoto
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Dear friends, I only read the intro of the article, and I totally agree. I have participated in discussion threads where old fashioned mentality wants to force the projects to be managed "by the book", KPIs are kings. And they forget that the customer is the king. That is why the majority of PMOs don't survive. The author states "The role needs a transformation". We need to think a lot more about customer needs than in terms of KPIs.
Dear Jorge
Thank you for participating in this reflection and for your opinion
Interesting what you wrote: "We need to think a lot more about customer needs than in terms of KPIs" Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Straight-line project managers have been red flagged for some time, and PMI has been nudging its certificate holders to and enhanced skillset (e.g., Extended Domain Knowledge) since December 2015 via the Talent Triangle.
Let me ask; when a company encounters barriers with straight-line PM’ing, do they continue that pattern until their PM’s and customers “pass out” from banging their head against the wall, or do they naturally follow the bottom-line (i.e., profit and viability) and realize they need to adapt or cease to exist as a concern? The answer; companies adapt, or they face an “or else.”
It doesn’t matter what we call ourselves, in fact, I’ve never been formally called a project manager. Project Management is a profession, we have types (e.g., construction, IT, engineering, etc.) and subtypes, and we fit no exact mold, nor should we.
So, to the article of concern: We already have “Solutions Managers” in our profession, in fact, we have just about every variation of a PM role one can imagine. The issue is “Association,” if you had a few bad run ins with an individual who was called a “project manager,” then you may assign a negative frame of mind toward that title. Guess what, that’s true of any title!
Bottom Line: Project Management is for the past and for the future. It doesn’t matter what you call it, it’s still the profession of Project Management – what’s wrong with that?
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1 reply by Luis Branco
Feb 13, 2020 6:40 AM
Luis Branco
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Dear George
Thank you for participating in this reflection and for your opinion
We agree that:
- Not all people who manage projects are referred to as project managers
- Each day that passes, the greater are the challenges that face the project managers and, consequently, more are the skills that they must possess
The article states that Project Managers have to add knowledge in the field of Business Analysis to exercise their profession.
In my opinion it is important to be aware of what happens in organizations ...
In other words, a certain distance from the project management profession
The author appears to have just evolved the role of PMs to include BA and CM competencies. Guess what - a lot of PMs already have experience in both of those domains given talent constraints within their organizations!
The article does focus on a very specific sector and region so I would suggest that generalizing it to the profession as a whole isn't warranted.
Does the profession need to evolve and remain current - absolutely, but I wouldn't sound its death knell just yet...
Kiron
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1 reply by Luis Branco
Feb 13, 2020 6:45 AM
Luis Branco
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Dear Kiron
Thank you for sharing your opinion with us
You wrote: "Guess what - a lot of PMs already have experience in both of those domains given talent constraints within their organizations!"
The important thing is the organizations and the answers that the project managers have to give in terms of their knowledge
Is it a trend?
Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
What I am finding increasingly over the past year for recruitment for Technology projects is that there is an insistence on a PM to have the specific technical skills by the employer - e.g. must have (not desirable !!) Certifications in Salesforce, SAP successfactors, AWS ....It looks like it's slightly moving back to the gold plating phase where the line of thought is that a person with specific technical capability can make a good PM , but a generic Technology PM cannot pick up new technical skills while running technology projects
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1 reply by Luis Branco
Feb 13, 2020 6:48 AM
Luis Branco
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Dear Deepesh
Thank you for participating in this reflection and for your opinion
Is what happened last year a trend or is it just short-term?
