In business, and government particularly, it is assumed all too often that anyone can be a project manager. The project shortfalls that flow from this belief are hardly surprising to those of us who practice project management as a lifetime calling. And here in lies the lesson for business and government. Just because you have a project and you give someone the title of project manager, it doesn’t mean that person automatically becomes a project manager and that the project will be delivered on time and on budget and meet all expectations.
Most people are not taught how to get projects “done”. Instead, they are thrown into an ad hoc project team which is expected to deliver value and quality. This approach, almost invariably, leads to a poor result. Symptoms of this approach to managing projects include employee burnout, eighty hour weeks, unreasonable expectations, many reworks, poor morale and lots of wasted money.
Project management has emerged as a formidable methodology which, when professionally implemented, does not interfere with, nor impact upon, the day-to-day conduct of the core business. To deliver on the promise, a professional project manager will employs tools, techniques and processes that are visible and make sense to the client.
So, can you learn to be a project manager? How do you go about it? And what can you learn from the experienced project manager practitioner? Contact us today to discuss.