Don KimPROJECT-TO-PORTFOLIO MANAGEMENT EXPERT| Seeking opportunitiesSacramento, CA, United States
I read this post on PMI's blog and the author states that since project management is mostly a tactical skill set that it does not really lend itself to the kind of strategic thinking one would need to be an effective C level executive.
My feeling is the exact opposite as I think managing projects can be a great stepping stone to becoming a C level executive. Organizations have become more project oriented with the constant need to churn out new products and technologies in our fast paced and globalized economy, and those who can jump in and manage them successfully, are the ones I think who are best poised to become future executives.
Gone are the days where companies relied on a few products and focused on operations. The most successful CEOs I believe are the ones who can strategically manage their portfolio of critical projects and being a project manager is the foundation for this skill set.
Of course being a project manager myself I may be a bit biased. :) What do you all think? Saving Changes...
Wai Mun KooPMO Director| Intergraph PP&MSingapore, Singapore
I am with you Don. In fact, I think project management itself has many similarities with business management. This is especially true if you have set up or help to set up a PMO putting down strategies and roadmap on building the PMO team to generate value for the business. Saving Changes...
David GradyIT Project Manager| DISH NetworkHonolulu, Hi, United States
I can definitely see this being argued both ways. Whereas an excellent project manager has all of the necessary management skills along with a wide view of the organizational structure and goals, a large part of the role is derivative instead of creative. That is, in a very small nutshell, being a good PM might be defined as implementing what others want, whereas being a good CEO is understanding what the organization needs.
It reminds me a lot of the eternal discussion about social studies teachers in the school hierarchy: is he just the glorified basketball coach or your prospective principal? Note: I used to be the history teacher (and athletic coach), so the argument isn't solely from theory. :-)
In any event, I like the question and find it most useful in thinking about how I am aligning my skills as a PM: am I the CEO in training or the automoton on a pedastal? Saving Changes...
I can see both sides here but the key difference bewteen the C level and the PMs is in deciding the strategy that drives what projects are needed.
As PMs we are agents of change, we didn't instigate the change. I am not saying we can't, in fact once you have worked on a number of strategic projects it can give you insights into what works and what doesn't BUT I am not sure it gives you the skills or aptitude for strategic thinking to set or change the direction for an organisation. This is a different skill set and like all skills needs work and education to obtain. Saving Changes...
Wai Mun KooPMO Director| Intergraph PP&MSingapore, Singapore
If the question is 'Can all project managers become CEOs?' then it is a clear answer - No. As Julies has pointed out there is still a gap in the skill set required between a CEO and project manager. However, that does not mean that a project manager can't become a CEO as it really depends much on individual. In fact, as a project manager, we have been handling some strategic tasks (as shared by some ganttheads) which in a way, preparing us towards the path of becoming CEO. However, from here (PM) to there (CEO), there is still a long way to go and not necessary everyone can make it. Saving Changes...
Wayne MackRetired| RetiredSouth Riding, Va, United States
The answer to "Can a project manager become CEO?" depends upon how one views the career progression for project managers. Is it project management based or industry based?
If one views project management as a profession spanning industries, then the career progression is largely Junior PM, Senior PM, PMO. There is no advancement potential to industry specific managment, including C-level positiions.
If one views project management as a level within a specific industry, then the career progression becomes technical leadership, PM, functional management, senior and C-Level management.
I have seen project managers who fit both categories. If one wants to focus on project management as a speciality, that can be a rewarding career, but it will not lead to a C-Level title. If one wants to focus on an industry, then project management can serve as a stepping stone from technology-specific work to management work. Each path has its own advantages and disadvantages, but the choice is up to the individual. Saving Changes...
Senior Advisor to the CEO| PMISterling, Va, United States
If everything else fails, you can start your own project management web site... Saving Changes...
Wai Mun KooPMO Director| Intergraph PP&MSingapore, Singapore
Dave, better not suggest that. Else we will end up with flood of project management sites (perthead, agilehead, sigmahead etc.) that are difficult for everyone to follow. Good to just have a few good ones around and that's enough. Saving Changes...
David IrwinProject Manager| ContractorBangor, N.Ireland, United Kingdom
Someone once gave me the analogy of the PM's as the archetypal sergeants in the war movies, (leading troops, front line, not quite polished enough to be sherry sipping generals - many miles - behind the front line). I quite like this analogy, (sorry to over romanticise the notion) so I guess the question might be 'do these types of PM's WANT to become 'C' grade execs, or do they like the smell of napalm in the morning'? Imagine the loss to Patrick O’Brian’s navy if Capt. Jack Aubrey, (Master & Commander) was promoted to a desk job in London. Saving Changes...
Mel BostHead Project Closeout and Lessons Learned Advisory Services Practice| BOT InternationalCave Creek, Az, United States
In my blog MEL BOST PMO EXPERT, i addressed the subject of "where do the leaders come from in the PMO as it evolves?" The answer was overwhelmingly that those persons from the PMO who take on a risk taking attitude and roles in the PMO often become the leaders over time. This is no exception for Project Managers. I have found working in several PMOs that the Project Managers who take on a "calculated" risk taking attitiude toward sharing such things as Projects Lessons Learned often emerge as the new LEADERSHIP for the PMO over time. Saving Changes...
Don:
Great discussion; I agree with you on this topic.
The challenge or opportunity for organizations is to have more input in the board room from PMO Managers, Program Managers/Project Directors and a new emerging role; Chief Project Officer.
PMI Team Member
