George FreemanThought Leader | Author | Architect| Florida, United States
Although an uncomfortable topic for our profession, have you experienced reputational burdens wherein project managers and/or project organizations carry a “burden of perception”?
For example, when an executive hears the term “project,” it may trigger thoughts of orthodoxical rigidity, journaled opinions of 70% failure rates, cost overruns, etc. In other words, what doesn’t come to mind is “strategic enablement.”
Do we need to do a better job of “educating executive management” on the value of project organizations (e.g., we are your strategic enablement group), or should we recognize that “executives do not appreciate being educated/schooled” and approach this concern from a different perspective/angle—and if so, what is that perspective/angle?
Saving Changes...
I would say there are absolutely assumptions that come to mind when folks hear the words 'project manager', as there is for many other professions. I know from talking to people that many folks think of a PM as the person who keeps asking them to turn in their timesheet, or scolds them for budget overruns. I think the task is twofold -- as project managers become educated through organizations like PMI, they can become more strategic 'forces for good' and improve the reputation of the PM role through action. For executives, I think education absolutely plays a role, but also showing results and having leaders that are committed to elevating the role of the PM and showing that PMs are key to business success is also important. Saving Changes...
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
George, absolutely, we need to step up our efforts to educate executive management on the value of project organizations. Instead of emphasizing ourselves as a training group, we should position ourselves as strategic partners who drive the achievement of their goals. By directly linking project management practices to tangible business outcomes, such as improved efficiency, risk mitigation, and value delivery, we can convincingly demonstrate the positive impact we generate. By aligning our efforts with the business strategy and adopting a results-oriented approach, we can overcome any initial resistance and foster a project-centric culture.
Francisco. Saving Changes...
The perception of project management held by an executive changes with every experience they have with the discipline and its practitioners. It is also influenced by the level of organizational project management maturity. So on one extreme you might have an organization operating at a very low level of maturity and where past experiences with project management have emphasized bureaucracy rather than results resulting in a low opinion whereas the other extreme you have a very high level of maturity and an executive team who have all had positive experiences working with PMs and hold the profession and its practitioners in high esteem.
So yes, every time we interact with senior stakeholders it provides us with an opportunity to move the needle (either up or down) on their view of the profession.
Kiron
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1 reply by Ntokozo Moyo
Dec 03, 2024 1:50 AM
Ntokozo Moyo
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I am new to proffesion and what you have outlined seems like quite a heavy burden. I have noted though not just the executives even project teams have a relatively negative connotation towards the PM. More often than not their interactions with PMs have proved to be in the way of their regular work that trying to help it. I think learning through organizations like PMI we can learn to do better and also help even us as PM shift attitudes when working with others. Thanks for that insight.
Saving Changes...
Ntokozo MoyoProject Manager| United People GlobalGaborone, SE, Botswana
Nov 21, 2024 2:40 PM
Replying to Kiron Bondale
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George -
The perception of project management held by an executive changes with every experience they have with the discipline and its practitioners. It is also influenced by the level of organizational project management maturity. So on one extreme you might have an organization operating at a very low level of maturity and where past experiences with project management have emphasized bureaucracy rather than results resulting in a low opinion whereas the other extreme you have a very high level of maturity and an executive team who have all had positive experiences working with PMs and hold the profession and its practitioners in high esteem.
So yes, every time we interact with senior stakeholders it provides us with an opportunity to move the needle (either up or down) on their view of the profession.
Kiron
I am new to proffesion and what you have outlined seems like quite a heavy burden. I have noted though not just the executives even project teams have a relatively negative connotation towards the PM. More often than not their interactions with PMs have proved to be in the way of their regular work that trying to help it. I think learning through organizations like PMI we can learn to do better and also help even us as PM shift attitudes when working with others. Thanks for that insight.
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1 reply by Kiron Bondale
Dec 03, 2024 7:11 AM
Kiron Bondale
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Ageed Ntokozo -
I too have frequently witnessed project teams who cringe at the profession because of past bad experiences or perceptions they've copied from others. This is where the stance of a PM as a leader removing obstacles (rather than placing them in their path) should be kept front of mind.
I am new to proffesion and what you have outlined seems like quite a heavy burden. I have noted though not just the executives even project teams have a relatively negative connotation towards the PM. More often than not their interactions with PMs have proved to be in the way of their regular work that trying to help it. I think learning through organizations like PMI we can learn to do better and also help even us as PM shift attitudes when working with others. Thanks for that insight.
Ageed Ntokozo -
I too have frequently witnessed project teams who cringe at the profession because of past bad experiences or perceptions they've copied from others. This is where the stance of a PM as a leader removing obstacles (rather than placing them in their path) should be kept front of mind.
Project & PMO Manager | Research & Enterprise Mentor| GFB HoldingSouth America, Brazil
In my opinion, the role of a project manager indeed carries a certain glamour and status that many aspire to achieve. However, the reality is that many individuals who seek this role may not have the necessary experience to handle the challenges it entails. In my roles as Project Manager, PMO Manager, and Program Manager, I have observed numerous well-educated and certified professionals who have accumulated a wealth of knowledge, tools, and methodologies. Despite this, they often lack the practical experience needed to effectively apply this knowledge in real-world situations. When confronted with genuine challenges, these individuals sometimes struggle to translate their theoretical understanding into actions that deliver tangible value. This gap between knowledge and practical application highlights the importance of not only acquiring certifications and education but also gaining hands-on experience to truly excel in the field of project management.
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