George FreemanThought Leader | Author | Architect| Florida, United States
Cynically stated, does it feel like it would be less controversial to identify ourselves as “a manager of projects” versus a “project manager?” It sounds ridiculous when stated aloud, but have you seen elements of truth struggling to appear from the depths of this statement?
Why is this role so coveted and seemingly reviled (by some) at the same time? Should we be concerned about the maturation of these negative sentiments and their basis for being, or is our recognition of them an aberration?
Although largely conjecture, here are some possible culprits to this negativity:
- Those who view project managers as unnecessary administrative middlemen. - Those who view project management approaches as fossilized remnants of the past. - Those who have had a bad experience with someone identified as a project manager. - Those who view their role and, or expertise as the rightful designate of project manager. - Those who financially prosper or gain opportunity when project management “takes a hit.” - Those who have contentious philosophical disagreements with a principle or process associated with project management.
What is your experience in this regard, and your recommendation on how we should respond? Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
I agree that we are relatively young (e.g., the U.S. is a teenager at 245 – and you may say acts like it at times), but my concern for the project management community rests on its strategic outlook.
After writing the below, I recognized that I had mounted a “high horse,” although that wasn’t my original intention:
Our detractors leverage self-generated market hype for “methods, approaches, and techniques” that get touted as game-changers but are in practical terms repackaged vested knowledge and fruit from project management. They further the injury by depicting that their house was built on the ancient foundational remains of project management (a barbed thank you and an epitaph at the same time). So, although we are relatively young, they seemingly have no choice but to represent us as a bygone era.
PMI is keeping the fire burning, and although assimilation and refactoring the building blocks have substantial merit, so does “setting the record straight.” That is: We are a profession; We have always embraced and leveraged agility; We are more than a methodology, We are management professionals; etc., etc., etc.
George Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Yes George. I fully relate to what you say and feel.
Leaving emotions out, there are no detractors and no injuries but people that believe in simple models and with less experience. I would be put off by a 500 pages body of knowledge when 1st entered the arena. That’s also root of the success of Prince2 some years ago.
If there even is a PM profession is debated, not proven and itself is a belief. And changemakers certainly are not a profession. PMI may lead us to a last stand.
The agile movement, or sect, is not the root cause if that happens.
