Larry MinerFounder and Sr. Project Management of Decision Memory Systems| Decision Memory SystemsBath, Oh, United States
I was reading Richard Feynman's book "The Pleasure of Finding Things Out" this weekend. (It was finally warm and sunny outside) and wanted to ask whether you see your project management role as a social science or a technical one, however you wish to define social or technical? Saving Changes...
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Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
I would say it's a bit of both! Do we have to be binary about it? Saving Changes...
This is somewhat similar to the question "Which is more important to be a successful PM - hard or soft skills?". As with that question, I'd agree with Elizabeth that both are characteristics of the PM roles I've held in the past, but the social aspects were usually more critical, especially as the complexity and scale of projects increased.
Kiron Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Larry,
I think there is a third perspective, the context of the project. PMI put these three into the talent triangle, IPMA in their eye of competence, calling it people, process, perspective.
A bimodal model (technical - social) works, but raises the question you ask. A tripod model in most cases helps answer the question, as one perspective helps balance the other two. I call this the power of the number 3.
Having said this, my decision to get into the profession in 1988 was driven by the social side, it's vast opportunities, it's stability and the fact that they build on each other. Inbetween I learned a lot about the process/technical side (PMBoK, Program management) and my job required me to not neglect the context, in terms of business, strategy and industry. Now I am back to the social side.
Another aspect is that a focus on the social side enables you to excel in any industry and environment where humans act. Behaviors, perceptions and decisions are based on the same mechanisms even if different beliefs and experiences set different cultures.
Thanks for the question!
Gave me the opportunity to get clearer for myself.
Thomas Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Rather than Thomas' tripod, I would go for a pyramid with the bottom being process, the middle being people and the top, perspective.
Like Maslow's, you have to work your way from the bottom up.
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1 reply by Thomas Walenta
May 30, 2020 10:51 AM
Thomas Walenta
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Hi Stéphane,
this way (pyramid) you presume a sequence in learning the skills. Process-People-Business.
I have seen people starting at every level and then catching up with the other levels. Looking at the people skills, these are even starting in Kindergarten, with listening, teaming, conflict handling etc., some kids are leading a group for some time (I did). Most PMs come out of business and may have seen these PM business skills as their primary professional skills, or have a MBA before going to PMP.
So my advice is to engage everything in parallel, it is a lifelong activity anyhow.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
It is not a science. We need to put this in the context of epistemology. Call project management a science is "insulting" scientist. I study this type of things with people like Mario Bunge and Gregorio Klimovsky between other, no matter I have a really Ph.D. I do not want to sound rude or pedantic. Just my concern is in time when everything is inside a "cat bag" I hope do not put project management inside it too. Saving Changes...
This can't be be sitting either side. Both has importance and have their own weightage.
It has be social to ensure the efficient, motivated team work and has to be technical to ensure the smooth progress of project and fulfilling business need. Saving Changes...
Larry MinerFounder and Sr. Project Management of Decision Memory Systems| Decision Memory SystemsBath, Oh, United States
Sorry it took so long to get back to this. First, I agree with Sergio that what we do every day is not a science, whether social or technical. Science is measurable and repeatable and our jobs, at the ground level, where we add the most value, is not measurable or repeatable. There's no science here. It's all social and social isn't a science because it isn't measurable or repeatable. The technical aspect is that you might, maybe, understand some of the technical aspects of your team's efforts. (I always liked the idea that P.Management is like Schrödinger's cat. The act of observing a project changes the results.) So what exactly are we doing everyday? Help me think this through. Thank you. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Larry,
'So what exactly are we doing everyday?'
grants a full question in itself I think.
My overarching take is that we (project managers) are increasing the level of security of the humans around us everyday.
By communicating, planning, estimating, reacting to changes and problems, solving conflicts, building teams, showing potential futures to avoid surprises.
I struggle to find anything we do that does not increase the level of security. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
May 25, 2020 2:37 PM
Replying to Stéphane Parent
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Rather than Thomas' tripod, I would go for a pyramid with the bottom being process, the middle being people and the top, perspective.
Like Maslow's, you have to work your way from the bottom up.
Hi Stéphane,
this way (pyramid) you presume a sequence in learning the skills. Process-People-Business.
I have seen people starting at every level and then catching up with the other levels. Looking at the people skills, these are even starting in Kindergarten, with listening, teaming, conflict handling etc., some kids are leading a group for some time (I did). Most PMs come out of business and may have seen these PM business skills as their primary professional skills, or have a MBA before going to PMP.
So my advice is to engage everything in parallel, it is a lifelong activity anyhow. Saving Changes...
