Project management has become a key factor in the achievement of organizational objectives in every type of business regardless of size and industry. Over the years, project management has evolved and now includes several distinct functions or disciplines. These functions, Project Management, Program Management, and Portfolio Management each require a similar set of skills and competencies to survive the pressures of the position and its responsibilities. These functions are not new and have been included in business management for decades, but they are becoming more complex and each function requires a continuous enhancement of managerial skills.
Ask Harry: A Leader's Job is to Mentor, Coach, & Inspire, By Harry Rever, PMP - Director of Six Sigma
During a monthly employee development meeting, an internal Six Sigma Black Belt, Will, has a discussion with a young Project Manager and Six Sigma Green Belt, Lane, about a project leader’s responsibility to coach and mentor the team. An interesting discussion ensues.
This article is a short summary of research done for HEC Business School concerning the coaching approach and the added value it could bring to Lean Six Sigma, and more precisely, to the Lean Six Sigma project manager.
Many years ago, I was co-managing a Project Management Office that was made up of around 40 project managers. Many of those project managers inherited their projects, and so they became managers of projects. Many of those project managers were really engineers who lacked proper project management training or experience. I found myself thinking of training courses for these folks, until someone suggested that I coach those project managers. “Oh, coaching?” I said.
Coaching is a process of facilitating a client’s progress towards defining and achieving their desired outcomes. In relationship systems coaching, the system is the client, and the “system” is a system of relationships including all the people and the relationships between them. A relationship system could therefore be a partnership, team, group or organisation.
In the face of fluctuating business behavior and culture, project management remains a litmus test for measuring strong leadership practices. In this article, I will reflect on leadership in project management through the lens of a coaching mindset. I believe that in our knowledge intensive economy, project-based work is increasingly the way to cope with complex, non-routine tasks that require the balance and collaboration of diversely skilled specialists.
Leverage the Power of Coaching within your Projects! By Jane Morgan, MBA, PMP, PRINCE2 Trainer, M_o_R, MSP, CPCC, ACC, NLP Practitioner
Coaching is listed as one of the 37 essential competencies for Project Managers in IIL’s 360 Degree Competency Assessment Model, the PMCA™ (http://www.iil.com/360pmca). The competency model was developed after extensive consultation with PMI®, IPMA® and the IIBA®, and incorporates essential thinking from each. As a model, it is designed to measure the knowledge and expertise of management and project delivery team members to determine training and development needs. Coaching (Competency 20 in the illustration below) is one of the seven Leadership competencies, and it is this that we will explore in this article.
Rapid global changes in communication technologies have spawned the virtual business enterprise. Individual professionals interact on a mutual endeavor via the internet and cellular communications from different global locations. As the world of work becomes more global, the project leader of the virtual team faces the increased challenges of dealing with a geographically dispersed and culturally diverse team, including balancing potentially competing cultures and dissimilar social values of the team participants.