Kevin ColemanSubject Matter Expert, Author, Speaker and Strategic Advisor| - InsightsPa, United States
Why is it that many Program and Project Managers feel it is NOT necessary to keep up-to-date on new and emerging technologies that are likely to be involved in programs and projects they will manage in the near future? Saving Changes...
Product Operations Program ManagerBarcelona, Cataluña, Spain
Mmmm... could you provide examples of these technologies?
Staying up to date or curious about "things" largely depends on the individual's personality, regardless of he/she is a PM, a technician or the CEO. In my case, I frequently log on Pm.com to learn new things :-)
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1 reply by Kevin Coleman
Jun 28, 2016 10:11 AM
Kevin Coleman
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Here are the technologies I watch
3D Printing
Artificial Intelligence
Connected Vehicles
Internet of Things (IoT)
Robotics
Wearable Technology
Saving Changes...
Kevin ColemanSubject Matter Expert, Author, Speaker and Strategic Advisor| - InsightsPa, United States
Jun 28, 2016 8:37 AM
Replying to Eduard Hernandez
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Mmmm... could you provide examples of these technologies?
Staying up to date or curious about "things" largely depends on the individual's personality, regardless of he/she is a PM, a technician or the CEO. In my case, I frequently log on Pm.com to learn new things :-)
Here are the technologies I watch
3D Printing
Artificial Intelligence
Connected Vehicles
Internet of Things (IoT)
Robotics
Wearable Technology Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Because it is not a matter of portfolio/program/project management. It is a matter of business analysis to be aware on that. The business analyst has not to be an expert on new technologies but she/he hast to be aware on that in order to help the organization to create the right solution to business problems. Business Analyst is the provider of portfolio/program/project manager who are the business analyst´s clients. Saving Changes...
Kevin ColemanSubject Matter Expert, Author, Speaker and Strategic Advisor| - InsightsPa, United States
@ Sergio I totally disagree! It is a matter of portfolio/program/project management. It is all about the technologies that will be part of those initiatives in the next several years. Between now and 2020 those technologies will create a $20 trillion economic market. That big of a market will generate a significant number of programs and projects. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Hi Kevin, conceptually I agree with Sergio.
The technologies you mentioned are mostly not relevant for improving HOW to do projects/programs/portfolios, which is the main concern of professionals in PM, but the WHAT to do with them, which is the main concern of business analysts or entrepreneurs.
Projects/programs/portfolios are meant to implement a strategy not to create it.
But I think PMs watch other kind of 'technologies', like
- adaptive execution (agile)
- decision support/making through artificial intelligence
- benefits management
- emotional intelligence, servant leadership
- ethics, value and philosophy in PM
You can look at IPMJ and PM Journal, the research publications of IPMA and PMI for project management, if you are interested what's coming up.
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1 reply by Kevin Coleman
Jun 28, 2016 2:10 PM
Kevin Coleman
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@ Thomas - So you are in favor of PMs having no knowledge of the underlying technology that is used in the initiative?
Saving Changes...
Kevin ColemanSubject Matter Expert, Author, Speaker and Strategic Advisor| - InsightsPa, United States
Jun 28, 2016 1:07 PM
Replying to Thomas Walenta
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Hi Kevin, conceptually I agree with Sergio.
The technologies you mentioned are mostly not relevant for improving HOW to do projects/programs/portfolios, which is the main concern of professionals in PM, but the WHAT to do with them, which is the main concern of business analysts or entrepreneurs.
Projects/programs/portfolios are meant to implement a strategy not to create it.
But I think PMs watch other kind of 'technologies', like
- adaptive execution (agile)
- decision support/making through artificial intelligence
- benefits management
- emotional intelligence, servant leadership
- ethics, value and philosophy in PM
You can look at IPMJ and PM Journal, the research publications of IPMA and PMI for project management, if you are interested what's coming up.
@ Thomas - So you are in favor of PMs having no knowledge of the underlying technology that is used in the initiative?
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2 replies by Stéphane Parent and Thomas Walenta
Jun 28, 2016 2:21 PM
Stéphane Parent
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I came from a technical background, Kevin. I no longer require to deepen those skills as they are, by and large, sufficient for project management purposes.
Sometimes I will hit a new platform that has its own quirks but these are usually more related to the product life cycle than the project management methodology.
At this point in my career, my focus is on broadening my interests, not deepening my skills.
Jun 28, 2016 2:37 PM
Thomas Walenta
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Hi Kevin, basically that's how I succeeded in projects in the past 30 years.
It is not my job to be technically savvy but to get subject matter experts on board who are and that can explain to me what I need to know.
To be clear, I did not say 'no knowledge', I would rather call it the necessary knowledge to make project decisions (for example, in my project for the justice department, and non of us knew how they work, I took the team to a 1 week hospitation at a court yard, and most important learning was about the client's culture, not their processes or artifacts).
Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Jun 28, 2016 2:10 PM
Replying to Kevin Coleman
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@ Thomas - So you are in favor of PMs having no knowledge of the underlying technology that is used in the initiative?
I came from a technical background, Kevin. I no longer require to deepen those skills as they are, by and large, sufficient for project management purposes.
Sometimes I will hit a new platform that has its own quirks but these are usually more related to the product life cycle than the project management methodology.
At this point in my career, my focus is on broadening my interests, not deepening my skills. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Good to read Thomas and Stepan. In my understanding, this is the ancient debate about project management is a technical matter or not. Once again, project/portfolio/program mangement is not a technical matter. The key to be succefull is to understand that. And it is the key because to be successful as portfolio/program/project manager you have to have the ability to engage the right people to give you the best advaice about or related to techinical matters. Take into account I am no saying you must not have knowledge, What I am saying you have not to be an expert. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Sergio is bang on. In fact, I see myself as a people integrator more so than anything else. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Jun 28, 2016 2:10 PM
Replying to Kevin Coleman
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@ Thomas - So you are in favor of PMs having no knowledge of the underlying technology that is used in the initiative?
Hi Kevin, basically that's how I succeeded in projects in the past 30 years.
It is not my job to be technically savvy but to get subject matter experts on board who are and that can explain to me what I need to know.
To be clear, I did not say 'no knowledge', I would rather call it the necessary knowledge to make project decisions (for example, in my project for the justice department, and non of us knew how they work, I took the team to a 1 week hospitation at a court yard, and most important learning was about the client's culture, not their processes or artifacts). Saving Changes...
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