As other mentioned, and putting it in other words, I firmly believe that one of the things that is critical to be successful as Project manager is to clearly define the Project objectives and goals (those things that must be meassure to meassure the Project success) and after that to define the metrics aligned to those objectives and goals. So, if you ask me, as other mentioned, for each Project I must créate specific metrics.
Yes. For each project specific metrics are created. We follow the same.
Thanks Sergio for the great input. Saving Changes...
Rajan:
I believe like many here that there are more similarities than differences. Also, there are development, transitional and transformation type projects. Also, for each their will be both a product and project lifecycle you'll be managing with a tech/business/third party teams. Saving Changes...
Here comes an ancient debate on this field. I worked in both industries while my original backgroud is IT/Software. The answer is: no difference. The PM must start and activity as soon she/he is assigned to a new initiative which is elicitation activity. During elicitation you have to take knowledge about the business where you will be assigned. That mean sto know the domain (terms, functions, process, etc), to know about the stakeholders inside the domain, pains the stakeholdrers are facing inside the domain, external and internatl environment (for example by using PESTLE analysis and Porter´s Five Forces analysis). But some people sustain that there are differences because they sustain that PM must be a subect matter expert which I fully disagree.
Sergio, I agree 100%, when the PM is a subject matter expert, it is tempting to do the work when the project is in difficulty and first thing you see is no one is managing! Saving Changes...
Mudassar KhanProgram (Project )Manager| Woodward Canada IncPeterborough, ON, Canada
Dec 20, 2016 4:19 AM
Replying to Sergio Luis Conte
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Here comes an ancient debate on this field. I worked in both industries while my original backgroud is IT/Software. The answer is: no difference. The PM must start and activity as soon she/he is assigned to a new initiative which is elicitation activity. During elicitation you have to take knowledge about the business where you will be assigned. That mean sto know the domain (terms, functions, process, etc), to know about the stakeholders inside the domain, pains the stakeholdrers are facing inside the domain, external and internatl environment (for example by using PESTLE analysis and Porter´s Five Forces analysis). But some people sustain that there are differences because they sustain that PM must be a subect matter expert which I fully disagree.
I agree with you Sergio :) And Rajan as the industry is different so each project will have its own unique metric, quality assurance and acceptance criteria Saving Changes...
Manfred KressSenior Project Manager, PMP| Atos Information Technology GmbHTaunusstein, Germany
As others already wrote and to my experience, there is no difference in PM work in different industries (not all non-IT companies are manufacturers). The metrics, KPIs and/or quality assurance may differ. But this happens also with different customers in the same market/industry.
E.g.: I had two projects at an insurance company (neither IT nor manufacturing company): but an IT-project to migrate IT-services and the other to move the customer to a new location including the "upgrade" of the network and communication technology. The expectations and requirements to the PM have been the same. And due to the nature of the projects different topics, metrics, KPIs were planned, monitored and reported. Saving Changes...
Chanukya RajagopalaDirector - IT Strategy - R & D| iPOCA Private LtdUnited Kingdom
From a Project Managment perspective, the principles of of project management remains the same when applied or used in any industry segments. The practice is however, customised to specific kind of projects in every industry. Practically, there is not much different in the project managment element here. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Interesting thread.
Project Management is Project Management, regardless of the industry. Am I right? I'm asking, not telling. Seems there is only Project Management, while across various industries there would be some variations of how applied, but at its core, would be the same. The metrics would be measured against the the project and the product.
My perspective is coming from an IT background. Saving Changes...
