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Project Manager as Generalist: Project Manager as Obsolete. Jack P. Ferraro, PMP. Change the World?. The Future of the Project Management Generalist. The rapidly changing project environment is causing performance dilution for the generalist, who is no longer able to keep pace.

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project manager as generalist project manager as obsolete

Project Manager as Generalist:Project Manager as Obsolete

Jack P. Ferraro, PMP

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change the world
Change the World?

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the future of the project management generalist
The Future of the Project Management Generalist
  • The rapidly changing project environment is causing performance dilution for the generalist, who is no longer able to keep pace.
  • Growing project complexity, accelerated pace of change and interoperability of project management standards allows specialists to provide much-needed expertise to customers at lower cost.
  • These trends are reshaping how we must think about who we are and what we do!

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the generalist
The Generalist
  • A project management generalist is a practitioner who is able to do all the general tasks in the area of project management.

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domains of project management generalist
Domains of Project Management Generalist
  • Technical– project management activities
  • Contextual– business or subject matter activities
  • Behavioral– personal and team activities

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technical competency project manager competency development framework
Technical Competency – Project Manager Competency Development Framework
  • The PMCDF®is structured around a Taylorist view of management – central control
  • Often-used words include: determine,identify, select, create, develop

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mega challenges facing the generalist
Mega Challenges Facing the Generalist
  • Increasing project complexity, internationalization and shorter timelines
  • Practitioner education / expectation paradigm
  • More structure, methodology, knowledge management
  • Information overload

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mega answers
Mega Answers
  • Industry answers
    • More standards
    • Higher education / research
    • Expanded certifications

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certifications
Certifications

Research

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practitioner solutions in project management education
Practitioner Solutions in Project Management Education
  • What is your answer?
    • Know your customer
    • Differentiate yourself

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project management as a professional service
Project Management as a Professional Service
  • Project team performs economic activity

Traditional Project Management as a Service

The Project as an

Economic Activity –

Adding

value directly to

Economic units

Interested

Parties

Sponsor

Primary Economic Unit

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project manager as a service provider
Project Manager as a Service Provider
  • Service: an economic activity that adds value either directly to another economic unit or to a good belonging to another economic unit.
  • Economic units - the project team and its sponsor, customers and interested stakeholders.
  • These economic units are people.
    • In order to add value, the project manager must interact with them.

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slide17

Value Chain

High

High

Experiences

Customization

Services

Customer Interest

Differentiation

Goods

Commodization

Materials

Adapted from Pine and Gilmore Value Chain

Low

Low

Margin

High

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project management is global
Project Management is Global
  • And your services compete with other providers on a global basis!

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global services are commoditized when
Global Services Are Commoditized when…
  • Communication becomes cheaper, faster changing traditional interactions between consumers and service providers,

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global services are commoditized when20
Global Services Are Commoditized when…
  • Producer’s organization relocate,

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tata consultancy
Tata Consultancy
  • Atlanta
  • Boston
  • Chicago
  • Cincinnati
  • Denver
  • Hartford
  • Houston
  • Detroit
  • Florida
  • 35,000 consultants
  • 33 countries
  • Clients include 6 of top 10 Fortune 500 list of largest corporations in the US
  • Indianapolis
  • Los Angeles
  • Minneapolis
  • New Jersey
  • Pittsburgh
  • San Diego
  • Bellevue
  • Sunnyvale
  • Washington DC

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global services are commoditized when22
Global Services Are Commoditized when…
  • Communication becomes cheaper, faster,
  • Producer’s organization relocate,
  • The consumer moves to the supplier’s location.

Hufbauer, G., Warren, T. (1999) “The Globalization of Services: What Has Happened? What Are The Implications?”

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pmp regional percentage growth
PMP® Regional Percentage Growth

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www.pmi.org

disruption in supply and demand
Disruption in supply and demand

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www.itjobswatch.co.uk

ibm computer story
IBM Computer Story

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vertical disintegration
Vertical Disintegration
  • Increased “codification” or dissemination of formerly tacit knowledge within the industry’s value chain.
  • The development of technical standards that promote stability and codification across interfaces.
  • Reduction of barriers to market entry.
  • A growing market that attracts large numbers of new entrants which intensifies competition.
  • Availability of highly-educated, low-cost labor.

Macher, J.T., Mowery, D.C. (2004) Vertical Specialization and Industry Structure in High Technology Industries, Business Strategy Over the Industry Lifecycle, Advances in Strategic Management. Volume 21, 317–356.

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codification
Codification
  • Codification of tacit knowledge
    • Terminology (Lexicon initiative)
    • Project management processes (i.e. PMBOK®)
      • Best practices; work breakdown structure, scheduling, risk etc.

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standards
Standards
  • Technical standards
    • Project management information system standards
    • Database and interface standards
    • Internet and network communication standards
    • Educational and certification

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open markets
Open Markets
  • Reduction of market barriers
    • Reduction of trade barriers with China
    • Increase globalization trends

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more competition
More Competition
  • New market entrants
    • Certified practitioners growing faster in regions outside of North America

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highly educated low cost labor
Highly Educated Low Cost Labor

“Nearly half the world’s population in India, China and Russia are being integrated into the global economy, most of them highly-educated people who can do just about any job in the world.” (Craig Barrett, CEO of Intel)

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summary
Summary
  • Growing project complexity, accelerated pace of change,
  • Codification and interoperability of project management standards,
  • Highly educated low cost labor,
  • Surging demand of project management services,
  • Will result in…

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summary35
Summary

The generalist is becoming irrelevant and specialists providing superior project management service expertise to customers.

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hope for the future
Hope for the Future
  • Specialization is the key to the future success of the project management profession
  • There are three emerging specialization paths for the practitioner
    • Administrator
    • Knowledge expert
    • Leader

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steps to specialization

Initiate

Transformation

Create

Experiences

Providing

Services

Steps to Specialization
  • Know your Strengths
  • Be aware of Environment
  • Define Your Purpose
  • Create Experiences with your customer
  • Initiate Transformation

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know your strengths
Know Your Strengths

Strengths Finder® List

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Buckingham, Marcus (2001) Now Discover Your Strengths. New York: The Free Press.

be aware of your environment emerging roles
Leaders

Industry needs each role.

Value proposition is unique to customer

Transformation provides the greatest value proposition to customers but also entails greater risk

Initiate

Transformation

Create

Experiences

Providing

Services

Be Aware of Your Environment – Emerging Roles

Knowledge Experts

Administrators

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administrator
Administrator
  • Serves the information needs of stakeholders: reporting, tracking and budgeting.
  • Driven by regulatory requirements such as Sarbanes-Oxley.
  • Executives are demanding accurate, timely information to report to boards.
  • Tightly aligned with project offices and their methodologies.
  • Value proposition: a promise of sound project initiation, business case, and control processes.

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knowledge expert
Knowledge Expert
  • Practitioners who specialize in particular areas of project management, such as procurement, risk analysis, scheduling, scope planning, or resource management.
  • Demand for these knowledge experts expands significantly as project complexity increases.
  • Value proposition: experience and deep vertical knowledge.

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leader
Leader

“The whole discipline and art of project management is going to be the essence of management training, operational excellence andvalue added… people skills… will increasing determine an organization’s success... Teams will voluntarily come together to solve complex problems using global resources, essentially replacing the modern day corporation… project managers with a knack for people skills will be the glue…”

Tom Peters PM Network January 2004

…And your people skills!

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leader43
Service-based Project Leader

Serves the project organization, creating a meaningful experience for team members, customers and critical stakeholders.

This experience is fuel that initiates the transformation of the people, systems and organizations.

Align their team’s personal aspirations and needs

Considers the net social outcomes and the intrinsic value of the work itself.

Leads work that defines individuals, illuminates their identity and helps them discover a sense of purpose

Leader

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model for service based project leader
Model for Service-based Project Leader

Users /

Customers

The Project as an

Economic Activity –

Adding

value directly to

Economic units

Interested

Parties

Sponsors

Project Team

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define your purpose
Define Your Purpose

Alignment Equation

Convictions (Values based) + Purpose (Outcome based) = Effort Expended

Significance = Effort Expended

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create experiences
Create Experiences
  • Efficiency
    • Seek high value work
    • Master low value work and turn it over
  • Embrace customization
    • Discover customer use
    • Discover customer desired experience

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initiation transformation
Initiation Transformation
  • Initiation of transformation is the critical new responsibility of the project leader.
  • Project leaders cannot bring about transformation wholly of their own power.
  • Transformation requires willing participation from others.
  • Transformation starts with
      • Yourself,
      • Then others,
      • Their processes and systems,
      • Their organizations.

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initiation transformation48
Initiation Transformation
  • Write down a list of desired values or personal characteristics

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slide49

List 3-5 desired values

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initiation transformation50
Write down a list of desired values or personal characteristics.

Write down things you care deeply about in your job what you desire to transform.

I desire to create or transform ___________________

Initiation Transformation

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initiation transformation51
Look for alignment between 1 & 2.

Because I care about ____________________________, I will transform _______________________

Initiation Transformation

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initiation transformation52
Identify behaviors you can exhibit to reflect these beliefs.

Find the people who need to be involved to make this happen.

Get them on board with your vision.

Remove their fear of failure.

Initiation Transformation

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slide53
8. Then Watch the World Change

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slide55

www.MyProjectAdvisor.com

Contact me:

jackferraro@myprojectadvisor.com

703 366-2930

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