Marcus UdokangProject Manager| Aivaz ConsultingCalgary, Alberta, Canada
What are some not so favorable things out there that you hear about project managers, and how do you suggest we overcome the issues? Would be keen to hear your experiences in this realm. Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Aug 11, 2020 1:14 PM
Replying to George Freeman
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Marcus,
The RIFability, that is, the perception of the value of a given role to an organization, and thus their likelihood to be easily included in (R)eduction (I)n (F)orce waves, is one of the strongest unfavorable’s one can have.
Stated differently, PM’s that are not “PMI Talent Triangle” grounded and recognized, are “cannon fodder” for RIF’ing actions when an enterprise is under financial stress. Obviously, anyone at any time can be RIF’d, but the perception of PM’s by executive management is key if one expects to have the longevity that perseveres over time within a given organization.
A PM's immediate value is grounded on the ability to deliver the project. Once the project has been delivered, successfully or otherwise, the role disappears thus so does one's immediate value.
There has to be a new project, internal or external to the organization, to re-establish one's immediate value as a PM. The better the PM's past performance the greater the probability of landing the next project extending one's value beyond immediate.
The other option is to establish one's value outside of the project management environment. Many of the PM's skills are transferable with a little refocusing however you may be competing with subject matter experts.
This brings us to a company's ability to see PM skills and experience as valuable assets in the operational environment. Many companies do not see an easy transition from project to operations.
"S(he) did a fine job delivering the project but its done, we have no more projects in the pipe and operations does not need that skill set so we have no choice but ..."
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1 reply by George Freeman
Aug 11, 2020 3:19 PM
George Freeman
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Peter,
Many companies have hundreds of formally titled project managers on staff, who move from project to project to project. I’m talking about the perception that executive management has of their project managers (or PMO organization), specifically as it relates to the value they provide to the organization.
Do they believe they are “[A] project tracking and reporting robots,” or do they believe they are “[B] instruments that guide, manage, direct, and challenge out success,” hence directly related to the achieving of efficiencies, cost savings, revenue generation, strategy, and the like?
When [A] is their opinion, then they are “cannon fodder” for RIF’ing when a company is under financial stress. Otherwise, if they are [B] they would likely need to rely on their PM’s more than ever under such circumstances.
Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Aug 11, 2020 2:16 PM
Replying to Peter Rapin
...
A PM's immediate value is grounded on the ability to deliver the project. Once the project has been delivered, successfully or otherwise, the role disappears thus so does one's immediate value.
There has to be a new project, internal or external to the organization, to re-establish one's immediate value as a PM. The better the PM's past performance the greater the probability of landing the next project extending one's value beyond immediate.
The other option is to establish one's value outside of the project management environment. Many of the PM's skills are transferable with a little refocusing however you may be competing with subject matter experts.
This brings us to a company's ability to see PM skills and experience as valuable assets in the operational environment. Many companies do not see an easy transition from project to operations.
"S(he) did a fine job delivering the project but its done, we have no more projects in the pipe and operations does not need that skill set so we have no choice but ..."
Peter,
Many companies have hundreds of formally titled project managers on staff, who move from project to project to project. I’m talking about the perception that executive management has of their project managers (or PMO organization), specifically as it relates to the value they provide to the organization.
Do they believe they are “[A] project tracking and reporting robots,” or do they believe they are “[B] instruments that guide, manage, direct, and challenge out success,” hence directly related to the achieving of efficiencies, cost savings, revenue generation, strategy, and the like?
When [A] is their opinion, then they are “cannon fodder” for RIF’ing when a company is under financial stress. Otherwise, if they are [B] they would likely need to rely on their PM’s more than ever under such circumstances. Saving Changes...
Marcus UdokangProject Manager| Aivaz ConsultingCalgary, Alberta, Canada
Appreciate the responses, folks. Much appreciated. Saving Changes...
