Selection <\/strong>Considerations<\/strong><\/p>\n This McLaughlin and McLaughlin<\/a> Project Professionals<\/strong> post is the sixth in a series of discussions regarding current challenges with the staffing aspects of your project management team.\u00a0 \u00a0This post (like Parts 4 and 5) addresses acquiring<\/span><\/strong> the human resources (people) or staffing.\u00a0 In this case, we focus on acquisition of the project manager<\/span><\/strong>.\u00a0 This acquisition of project manager<\/span><\/strong> resource will be the subject of several posts over the next several weeks.\u00a0 The Subject Series<\/a> can be viewed here.<\/p>\n This, the second post on acquiring the project manager<\/span><\/strong>, will address the selection criteria that are important in a professional project manager<\/span><\/strong>.\u00a0 Before looking at sources for a project manager<\/span><\/strong> candidate, one needs to settle on the key characteristics (personal and other) that are needed in the specific project and the project execution strategy for your project.<\/p>\n Sources that are used in this post are:<\/p>\n In order to select a suitable project manager<\/strong>, on must understand the requirements of the project challenge as well as the skill-sets that are needed in the year 2012 (and beyond) environment.<\/p>\n Kerzner addresses the subject in (among other places) Chapter 4 (pages 148 through 153) under 4.3 SKILL REQUIREMENTS FOR PROJECT AND PROGRAM MANAGERS.<\/em> Several of his key attributes are (with some paraphrasing or shortening):<\/p>\n Kerzner presents a very interesting and thought-provoking discussion titled 4.6 NEXT GENERATION PROJECT MANAGER (pages 158 and 159).\u00a0 The general thesis is that the project manager\u2019s skill-sets and requirements have changed from the 1980\u2019s to 2010 timeframe.\u00a0 The most prominent change is a diminished requirement for \u201cTechnical Skills\u201d and an intensifying of need for \u201cBusiness Conceptual Skills.\u201d\u00a0 In essence, the project manager has transitioned from a technical manager to a business manager.\u00a0 Dr. Kerzner\u2019s key points for primary skills are:<\/p>\n Dr. Kerzner elaborates on this list as follows:<\/p>\n \u201cThe critical skill is risk management.\u00a0 However, to perform risk management effectively, a sound knowledge of the business is required. [snip]\u00a0 As projects become larger, the complexities of integration management become more pronounced. [snip]\u00a0 The project manager<\/em>\u2019<\/em>s efforts are now heavily oriented toward integration of the functional plans into a total project plan.<\/em>\u201d<\/em> <\/em><\/p><\/blockquote>\n Said differently (and perhaps a different view), the project manager<\/strong> must ensure that the project objectives and Project Plan (project execution plan) is aligned with the business objectives.\u00a0 Further, the project manager must interact and communicate with all key stakeholders to ensure that dynamics in either the business objectives or the project execution remain synchronized.\u00a0 On large and complex projects with long duration time schedules (three years or greater), this is a major risk that must be managed.\u00a0 The issue is \u2013 does the project manager have the skill-set to achieve this synchronization on an ongoing basis?<\/p>\n In the next post, we will address additional issues in selecting and acquiring the project manager<\/span><\/strong>.\u00a0 A strong and well qualified project manager will heavily influence the success of the project.<\/p>\n In the past eight years, M&M<\/a><\/strong> has program managed<\/span> or project managed<\/span><\/strong> five large and complex projects.\u00a0 The capital investment value of all of these projects exceeded (individually) $100 million dollars (USD) and several exceeded $300 million dollars (USD).\u00a0 Further, these projects included engineering, professional consulting, procurement, construction and other project phases.<\/p>\n Another view is offered by Dr. Kerzner in the section \u201c4.5 SELECTING THE WRONG PROJECT MANAGER\u201d (pages 154-157).\u00a0 His key points (remember they are negative):<\/p>\n These are important and must be considered.<\/p>\n Good luck and let us be realistic and professional in the acquisition of the project manager for your project management team.\u00a0 You must acquire an individual with the requisite quantity and skill-sets needed to implement your intended project execution strategy.\u00a0 Otherwise, the execution strategy must be changed.\u00a0 This is part of the interactive planning process.\u00a0 M&M<\/a><\/strong> wishes you happy reading and good luck in your project management challenges and endeavors.<\/p>\n It is important to note that McLaughlin and McLaughlin [M&M]<\/a><\/strong> is not a law firm and is not intending to provide legal advice.\u00a0 M&M<\/a><\/strong> is a consulting firm providing (among other services) non-legal expertise in dispute resolution and litigation support.\u00a0 The Resource Center<\/a><\/strong> is for the convenience of blog visitors and M&M<\/a><\/strong> does not offer this for commercial purposes.\u00a0 For further information on M&M<\/a><\/strong> services, please see<\/em> <\/em>www.McLaughlinandMcLaughlin.com<\/a><\/em><\/strong>.<\/em><\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Selection Considerations This McLaughlin and McLaughlin Project Professionals post is the sixth in a series of discussions regarding current challenges with the staffing aspects of your project management team.\u00a0 \u00a0This post (like Parts 4 and 5) addresses acquiring the human resources (people) or staffing.\u00a0 In this case, we focus on acquisition of the project manager.\u00a0 […]<\/p>\n","protected":false},"author":2,"featured_media":1159,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_s2mail":"yes"},"categories":[9,49,16,8],"tags":[199,162,121,127,196,126,129,81,64,13,58,258,200,181],"jetpack_featured_media_url":"http:\/\/projectprofessionals.org\/wp-content\/uploads\/2012\/01\/MP900399864-2.jpg","_links":{"self":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/1158"}],"collection":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/comments?post=1158"}],"version-history":[{"count":3,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/1158\/revisions"}],"predecessor-version":[{"id":1918,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/1158\/revisions\/1918"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/media\/1159"}],"wp:attachment":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/media?parent=1158"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/categories?post=1158"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/tags?post=1158"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}\n
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