Project Management; an Undervalued Skill January 27, 2007

Many skills are admired and sought by individuals who want to progress in an organization. But one which would make them more effective in an organization is usually treated indifferently by the individual and the organization. People studying for their MBA and aspiring executives concentrate their learning on marketing, strategy, finance, e-commerce and organizational behavior, but rarely show an interest in project management. Yet the skills of a good project manager, if practiced, will improve an individual’s capability in almost all other disciplines and are every bit as valuable as those of a good CEO.

Good project managers have the skills required of good CEOs. They apply their skills on a single or a few projects where a CEO applies their skills across several projects.

Projects may be difficult because of their length, their complexity, their political nature or their high profile. Difficult projects require good project managers.

Unfortunately, good project managers are usually not valued by their organization and are required to move into general management to get recognition for their skills.

The corollary, of course, is that unsuitable people are thrust into the role of project managers and most projects fail the test of full functionality on time and on budget.

Are you undervaluing your project managers and at what cost?

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