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Project Manager as Generalist:Project Manager as Obsolete
Lecture notes by Jack P. Ferraro, PMPPMI Congress
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!
The Generalist
• A project management generalist is a practitioner who is able to do all the general tasks in the area of project management.
Domains of Project Management Generalist
• Technical– project management activities• Contextual– business or subject matter
activities• Behavioral– personal and team activities
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
Mega Challenges Facing the Generalist
• Increasing project complexity, internationalization and shorter timelines
• Practitioner education / expectation paradigm• More structure, methodology, knowledge
management• Information overload
Mega Answers• Industry answers
– More standards – Higher education / research– Expanded certifications
Certifications
Research articles in Project Management
0
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100
150
200
250
300
1975 1985 1995 2000
Years
Nu
mb
er
of
PM
Re
se
arc
h
Art
icle
s Research articlesin ProjectManagement
Growth in World-wide Project Management Certifications
0
50,000
100,000
150,000
200,000
250,000
300,000
2000 2001 2002 2003 2004 2005 2006
Years
To
tal C
ert
ific
ati
on
s
Research
Practitioner Solutions in Project Management Education
• What is your answer?– Know your customer– Differentiate yourself
Project Management as a Professional Service
• Project team performs economic activity
The Project as anEconomic Activity –
Adding value directly to Economic units
SponsorInterested
Parties
Primary Economic Unit
Traditional Project Management as a Service
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.
Adapted from Pine and Gilmore Value Chain
Materials
Goods
Services
Experiences
Margin
Dif
fere
nti
atio
n
Customer Interest
HighLow
HighHigh Value Chain
Low
Customization
Commodization
Global Services Are Commoditized when…
1. Communication becomes cheaper, faster changing traditional interactions between consumers and service providers,
Tata Consultancy
• Atlanta• Boston• Chicago• Cincinnati• Denver• Hartford• Houston• Detroit• Florida
• Indianapolis• Los Angeles• Minneapolis• New Jersey• Pittsburgh• San Diego• Bellevue• Sunnyvale• Washington DC
• 35,000 consultants
• 33 countries• Clients include
6 of top 10 Fortune 500 list of largest corporations in the US
Global Services Are Commoditized when…
1. Communication becomes cheaper, faster,2. Producer’s organization relocate,3. The consumer moves to the supplier’s
location.
Hufbauer, G., Warren, T. (1999) “The Globalization of Services: What Has Happened? What Are The Implications?”
PMP® Regional Percentage Growth
71%
94%
73%
137%
0%
20%
40%
60%
80%
100%
120%
140%
160%
NorthernAmerica
Asia Pacific EMEA LatinAmerica &Caribbean
Region
Per
cen
tag
e
Percent growth fromApril 05 to July 06
www.pmi.org
Standards
• Technical standards– Project management information system
standards– Database and interface standards – Internet and network communication standards– Educational and certification
Open Markets
• Reduction of market barriers– Reduction of trade barriers with China– Increase globalization trends
More Competition
• New market entrants– Certified practitioners growing faster in regions
outside of North America
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)
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…
Summary
The generalist is becoming irrelevant and specialists providing superior project management service expertise to customers.
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
Steps to Specialization1. Know your Strengths2. Be aware of Environment3. Define Your Purpose4. Create Experiences with
your customer5. Initiate Transformation
InitiateTransformation
ProvidingServices
CreateExperiences
Know Your StrengthsAchiever Developer Learner
Activator Discipline Maximizer
Adaptability Empathy Positivity
Analytical Fairness Relator
Arranger Focus Responsibility
Belief Futuristic Restorative
Command Harmony Self-assurance
Communication Ideation Significance
Competition Inclusiveness Strategic
Connectedness Individualization Woo
Context Input
Deliberative Intellection
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
InitiateTransformation
ProvidingServices
CreateExperiences
Knowledge Experts
Administrators
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.
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.
Leader
32
…And your people skills!
“The whole discipline and art of project management is going to be the essence
of management training, operational excellence and value 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
Leader• 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
Model for Service-based Project Leader
The Project as anEconomic Activity –
Adding value directly to Economic units
SponsorsInterested
Parties
Users / Customers
Project Team
Define Your Purpose
Alignment Equation
Convictions (Values based) + Purpose (Outcome based) = Effort Expended
Significance = Effort Expended