Industry, Domain and\/or Technical Experience<\/strong><\/p>\n This McLaughlin and McLaughlin<\/a><\/strong>\u2019s <\/a>Project Professional<\/strong> post is the seventh in a series of discussions regarding current challenges with the staffing aspects of your project management team.\u00a0 \u00a0This post (like Parts 4, 5 and 6) addresses acquiring<\/span><\/strong> the human resources (people) or staffing.\u00a0 In this case, we focus on the project manager<\/span><\/strong>.\u00a0 The Subject Series<\/a> can be viewed here.<\/p>\n This, the third post on acquiring the project manager<\/span><\/strong>, will address the relevance and\/or importance of such considerations as industry, domain and\/or technical experience in a professional project manager<\/span><\/strong>.<\/p>\n So, what are the skill-sets that are needed in the year 2012 (and beyond) environment?\u00a0 Let us drill down into or unpack the subject a little.<\/p>\n Sources that are used in this post are:<\/p>\n In post Part 5 <\/a>, \u00a0M&M<\/a><\/strong> summarized comments from a LinkedIn discussion regarding the assets or qualities that make a GREAT project manager.\u00a0 The respondents were Project Management Professionals [PMP\u2019s] as per the PMI certification.\u00a0 Common or recurring attributes were:<\/p>\n The list is rough; but quite enlightening.\u00a0 It is noteworthy that such words as \u201cindustry experience,\u201d \u201cdomain experience\u201d and \u201ctechnical experience\/expertise\u201d do not appear.\u00a0 Please remember that these comments come from PMP\u2019s<\/strong>.<\/p>\n So, what are the skill-sets that are needed in the year 2012 (and beyond) environment?\u00a0 This was previously posted and repeated for context and emphasis.<\/p>\n Kerzner<\/strong> 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:<\/p>\n Kerzner<\/strong> 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.<\/p>\n Another view is offered by Dr. Kerzner<\/strong> in the section \u201c4.5 SELECTING THE WRONG PROJECT MANAGER\u201d (pages 154-157).\u00a0 His key points (remember they are negatives<\/span>):<\/p>\n In order to unpack or expand this consideration, M&M<\/a><\/strong> recently posted the following discussion on several LinkedIn Groups:<\/p>\n In Project or Program Management, how important is industry, technical or domain experience?<\/em><\/strong><\/p>\n \u201cWhen project management candidates or persons are being considered, selected, and engaged or hired, technical or domain experience is frequently an expressed consideration.\u00a0 Often, criteria for the individual includes industry, project-specific scope, technical or other experience with the content of the project are expressed requirements.\u00a0 There are differing views on this subject.\u00a0 What are your views?\u201d<\/p>\n \u201cPMI\u2019s PMBOK discusses many activities and skills that are (in part or entirely) focused on the Project or Program Manager.\u00a0 All of these process requirements are managerial in nature, virtually none are technical or domain related.\u201d<\/p>\n \u201cIn his authoritative book PROJECT MANAGEMENT, A Systems Approach to Planning, Scheduling, and Controlling<\/span>, <\/em>Dr. Kerzner lists ten proficiencies for effective project management.\u00a0 Only one of the ten is Technical Expertise (assume same as domain expertise).\u00a0 Industry or similar project experience does not make the list.<\/p>\n Having managed many projects in many industries and with varying underlying technology, it is fair to say that opinions vary widely on this topic.\u201d<\/p>\n \u201cWhat is your perspective, opinion, experience or view?\u201d<\/p><\/blockquote>\n The comments may offer additional insight into this subject.\u00a0 To the extent that comments are enlightening, they will be shared.\u00a0 Please visit the discussions and contribute your comment.<\/p>\n Good luck and let us be enlightened and pragmatic in the selection and acquisition of the project manager <\/strong>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> 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<\/em><\/strong>.<\/em><\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/strong><\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Industry, Domain and\/or Technical Experience This McLaughlin and McLaughlin\u2019s Project Professional post is the seventh in a series of discussions regarding current challenges with the staffing aspects of your project management team.\u00a0 \u00a0This post (like Parts 4, 5 and 6) addresses acquiring the human resources (people) or staffing.\u00a0 In this case, we focus on the 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