李燕云/譯

PMP現(xiàn)在已不是一個(gè)新鮮事物了.在最近的數(shù)十年間,幾乎在所有的工業(yè)領(lǐng)域,它已變成為一個(gè)主流職業(yè).有越來(lái)越多的人正在從他們?cè)瓉?lái)職業(yè)中轉(zhuǎn)行變成為一個(gè)PM. 當(dāng)功能組經(jīng)理同他們的業(yè)務(wù)分析員測(cè)試人員開發(fā)人員談到有關(guān)職業(yè)話題時(shí),經(jīng)常會(huì)聽(tīng)到他們說(shuō)他們期望變成為一個(gè)PM.不過(guò),剛畢業(yè)參加工作的大學(xué)生卻很少有人想成為PM.

我們可以看到,成功的項(xiàng)目經(jīng)理能夠充分理解他周圍的環(huán)境,這種理解力只可能通過(guò)他們的工作經(jīng)驗(yàn)才能夠獲得.任何人都可以學(xué)會(huì)作為PM所需要的基本技能,但項(xiàng)目管理卻決不僅僅是工具和技術(shù)的簡(jiǎn)單相加.它是藝術(shù),而不是科學(xué).為了將他自己的風(fēng)格融入到項(xiàng)目管理中去,PM需要具備一定程度的組織力,學(xué)會(huì)情緒控制等一些軟技巧.

一個(gè)公認(rèn)的事實(shí)是,無(wú)論何種工業(yè)領(lǐng)域,人們都需要項(xiàng)目管理.那么,為什么如此多的組織認(rèn)為項(xiàng)目經(jīng)理這種職業(yè)的發(fā)展已經(jīng)沒(méi)有了發(fā)展空間?一些利己主義者想當(dāng)然地認(rèn)為PM存在于食物鏈的最上層,自然不可能再會(huì)有新的發(fā)展. 很顯然事情不是這樣的. 既然如此,為什么那些組織還會(huì)認(rèn)為職業(yè)經(jīng)理職業(yè)的發(fā)展已經(jīng)裹足不前呢?

項(xiàng)目經(jīng)理之后的職業(yè)發(fā)展是什么?
首先想要說(shuō)的是,項(xiàng)目經(jīng)理在項(xiàng)目實(shí)踐中有很多機(jī)會(huì)獲取成功的經(jīng)驗(yàn).但也會(huì)有例外的情況,總會(huì)有些時(shí)日,過(guò)高的投入將會(huì)給項(xiàng)目經(jīng)理們帶來(lái)他們未曾經(jīng)歷過(guò)的挑戰(zhàn).

那些沒(méi)有進(jìn)一步發(fā)展機(jī)會(huì)的項(xiàng)目經(jīng)理們,他們中的絕大多數(shù)會(huì)選擇怎樣的道路呢?也許有人會(huì)加入到PMO組織從事項(xiàng)目控制及審核工作.也有人會(huì)從事項(xiàng)目方法論及過(guò)程的研究.不管怎樣,要么退出這支隊(duì)伍,要么在激情過(guò)后仍選擇留下繼續(xù)作他的項(xiàng)目經(jīng)理,或者從全職狀態(tài)慢慢退出.

從微觀講,一個(gè)項(xiàng)目就是一項(xiàng)獨(dú)立的完整業(yè)務(wù).很多組織自豪地對(duì)外宣布說(shuō)他們是基于項(xiàng)目的業(yè)務(wù)組合體.這是在闡述他們的組織是由很多項(xiàng)目有機(jī)組合在一起的單位. 話到這里延伸一下,我們可以理解每個(gè)項(xiàng)目經(jīng)理實(shí)際上就是某一項(xiàng)業(yè)務(wù)的業(yè)務(wù)首腦.如果你愿意深入比較,你還會(huì)發(fā)現(xiàn)很多有趣的事.

我們的項(xiàng)目經(jīng)理們每天都會(huì)面臨下面的挑戰(zhàn):
· 項(xiàng)目團(tuán)隊(duì)的管理—確保正確的人在正確的時(shí)間做正確的事
· 項(xiàng)目預(yù)算的管理—硬件資源,軟件資源以及其它
· 發(fā)布決定—團(tuán)隊(duì)成員遇到問(wèn)題,他們將首先去找項(xiàng)目經(jīng)理.
· 溝通—在這方面項(xiàng)目經(jīng)理起著決定性的作用.如果項(xiàng)目經(jīng)理不能夠與不同的項(xiàng)目關(guān)系人進(jìn)行有效溝通,并采取不同的溝通方式去適應(yīng)他們,那么項(xiàng)目將必然走向失敗.

關(guān)鍵的地方我在這里已經(jīng)列舉出來(lái).可以看出,項(xiàng)目經(jīng)理們所面臨的這些挑戰(zhàn)同一個(gè)功能經(jīng)理一個(gè)業(yè)務(wù)首腦甚或一個(gè)CEO相比并沒(méi)有多少區(qū)別.當(dāng)然,通常說(shuō)來(lái)一個(gè)CEO所管理的人員數(shù)目比一個(gè)項(xiàng)目經(jīng)理所管理的人員數(shù)目要大一些,管理的工作和角色也各有不同,但他們間的管理原理是相通的.

我覺(jué)得一個(gè)人的職業(yè)途徑應(yīng)該是很清晰的.當(dāng)他被推薦給高層管理者后,他就要先在某個(gè)適當(dāng)?shù)臅r(shí)候擔(dān)任項(xiàng)目經(jīng)理的角色.一個(gè)有著成功經(jīng)驗(yàn)的項(xiàng)目經(jīng)理,在他轉(zhuǎn)入功能部門從事管理工作后,或者當(dāng)他擔(dān)當(dāng)其它執(zhí)行角色時(shí),他將更容易獲得成功.

認(rèn)清潛力發(fā)掘潛力
我并不是建議每個(gè)項(xiàng)目經(jīng)理都得去努力坐到CEO的位置,事實(shí)上他們中很多人對(duì)此并無(wú)興趣.我的意思是,一個(gè)成功的項(xiàng)目經(jīng)理通常具備良好的經(jīng)驗(yàn),這可以幫助他們?nèi)ミ\(yùn)作某一項(xiàng)業(yè)務(wù),就如同他們運(yùn)作一個(gè)項(xiàng)目一樣.

在決定公司人員架構(gòu)時(shí),公司領(lǐng)導(dǎo)層會(huì)檢討公司需要什么樣的人才. 這一點(diǎn),不同的公司會(huì)有各不相同的答案.決定什么樣的人才類型需要考慮到諸多方面的因素.比如公司的類型,他們的價(jià)值觀,他們所從事的行業(yè)等.另外,項(xiàng)目經(jīng)理身上具有的某些特點(diǎn),也可以供他們參考以弄清楚他們需要些什么樣的人才.

將來(lái)的企業(yè)執(zhí)行官可能都是些有經(jīng)驗(yàn)的項(xiàng)目經(jīng)理,工作中他們將充分發(fā)揮他們的項(xiàng)目實(shí)踐經(jīng)驗(yàn)并取得良好的工作績(jī)效.他們能夠在事前將那些可能變成大問(wèn)題的問(wèn)題點(diǎn)找出來(lái),消除于萌芽狀態(tài).這一類項(xiàng)目經(jīng)理在組織中的各個(gè)層面都是些擁有高超技巧的溝通者.他們理解自己的同事,知道同事們?cè)诠ぷ髦袑?huì)有什么樣的表現(xiàn).還會(huì)基于同事的個(gè)人需求想出辦法來(lái)激勵(lì)他們.

在有些人看來(lái),我似乎是在描述一種關(guān)于項(xiàng)目經(jīng)理的理想狀態(tài).他們?cè)趹岩?這是不是真的?為什么這種狀況還沒(méi)有出現(xiàn)?部分原因可能是項(xiàng)目管理模式并沒(méi)有形成為壟斷的管理方式,還存在有其它優(yōu)秀的運(yùn)行模式. 但答案不會(huì)如此簡(jiǎn)單,其實(shí)項(xiàng)目管理模式與其它管理模式并沒(méi)有很明顯的區(qū)別,它們各自的技巧是相通的.

那么該如何舉薦一個(gè)項(xiàng)目經(jīng)理去擔(dān)當(dāng)領(lǐng)導(dǎo)角色呢?項(xiàng)目的推動(dòng)者似乎并沒(méi)有出于戰(zhàn)略上的考慮去作出安排,這很有代表性.他們的理解是,只有在提出項(xiàng)目要求時(shí)或者一項(xiàng)業(yè)務(wù)剛剛獲得批準(zhǔn)時(shí),才用得上項(xiàng)目經(jīng)理.

在項(xiàng)目的立項(xiàng)階段讓項(xiàng)目經(jīng)理有機(jī)會(huì)參與一些決策非常重要.在項(xiàng)目的起初階段,他們可能是信息的接受者而不是發(fā)出者.對(duì)于項(xiàng)目的推動(dòng)者來(lái)說(shuō),這種安排是有益的.

另外,對(duì)項(xiàng)目經(jīng)理來(lái)說(shuō),參與項(xiàng)目立項(xiàng)的討論并不會(huì)占用他們多長(zhǎng)時(shí)間. 除此之外,他們便天天同他的項(xiàng)目團(tuán)隊(duì)在一起.如果有了上面的安排,他們將很清楚他們需要完成什么樣的工作,還會(huì)歸避某個(gè)項(xiàng)目關(guān)系人影響到他們將來(lái)的工作.所有這些都是實(shí)實(shí)在在的好處,不管項(xiàng)目經(jīng)理人期望與否.

結(jié)論
沒(méi)有什么銀彈用來(lái)識(shí)別出完美的領(lǐng)導(dǎo)者并給他們指出正確的路線升任為高層管理者,領(lǐng)導(dǎo)者也不應(yīng)該僅僅被當(dāng)做組織不可動(dòng)搖的一部分.成功的組織應(yīng)該去發(fā)掘有潛質(zhì)的人才,無(wú)論是從那里用何種方式去發(fā)現(xiàn)他們.

項(xiàng)目經(jīng)理們具備一些很好的管理經(jīng)驗(yàn),我們也能從業(yè)務(wù)管理者們的身上發(fā)現(xiàn)到這些經(jīng)驗(yàn).即使如此,組織還需要得到些幫助,以將這些管理經(jīng)驗(yàn)在不同的項(xiàng)目中和企業(yè)的董事會(huì)上得以分享.

如果你已是個(gè)項(xiàng)目經(jīng)理并希望走得更遠(yuǎn)一些,你最好多考慮考慮你有哪方面的經(jīng)驗(yàn),考慮這些經(jīng)驗(yàn)如何能被其他職業(yè)經(jīng)理人所借用,還有哪些方面需要進(jìn)一步發(fā)展等問(wèn)題.如果你是個(gè)業(yè)務(wù)領(lǐng)導(dǎo),你最好多審視一下你周圍的項(xiàng)目經(jīng)理們,沒(méi)準(zhǔn)你會(huì)有驚喜的發(fā)現(xiàn).

原文：
　　　　Project Management as a Career Step

Andy Jordan December 7, 2005

The project management profession is not new. It has been a mainstream profession across virtually all industries for decades now, and yet project managers continue to be created part way through their careers. When functional managers have career discussions with business analysts, testers, developers, etc., they will often hear that the staff member wants to get into project management, but rarely do you find an undergraduate who wants to be a PM when he or she enters the workforce.

This is logical: Successful project managers have an understanding of their environment that you can’t get except through experience. Anyone can be taught the basic skills that a PM needs, but project management is more than a collection of tools and techniques. It is an art, not a science, and in order to put their own style into their management a PM needs a certain degree of organizational and emotional maturity as well as superior soft skills.

This is recognized throughout the world, across multiple industries--people need to evolve into project management. Why then is it that so many organizations think that the evolution stops with project managers, that the career stops there? While it is good for the ego to think of the PM as the top of the food chain, it is clearly not the case. So why do organizations not continue down the path that they have started?

From project management to?
First off, let me say that there are plenty of opportunities for project managers to have successful careers within project management, and there is absolutely nothing wrong with that. There will always be multi-year, huge dollar initiatives that can give the PM the kind of challenge that few will ever experience, but these are the exceptions.

What happens to the 99 percent of PMs who will never have those opportunities? Some will move into PMO leadership and related disciplines--project control, audit, etc. Others will contribute to project management methodology and process. However, many will either resign themselves to remain as project managers long after the thrill has passed (often on a contract basis) or will drift away from the profession entirely.

A project is a wonderful thing--it is a business in microcosm. Today, organizations are proudly claiming to be project based businesses, effectively saying that they are a collection of projects that together form the collective company. By extension, therefore, the project manager can be compared with a business unit head. And when you start to delve more deeply into that comparison, it makes a lot of sense.

Consider the challenges that a project manager faces on a day to day basis:
· Management of the project team--ensuring that the right people are doing the right things at the right time
· Management of the project budget--hard dollars, soft dollars, resources, etc.
· Issue resolution--the PM is the first person that the team will turn to when problems occur
· Communication--the cornerstone of any project manager. If a PM cannot communicate effectively with different audiences and different media, using different styles to suit the situation, then he or she will be destined to fail.
·
I could go on, but I think the point is made. The challenges of a project manager are no different from the challenges of a functional manager, business unit head or CEO. Sure the numbers are generally bigger for the CEO than for the PM, and the specifics of the tasks/roles being managed are different, but the discipline is the same.

To me the career path is obvious. If an individual is being groomed for top management, then at some point in their careers they need to be project managers. To be more PM-centric about it, if a successful PM has the inclination to move into functional management (and particularly if they wish to move into executive management), then they will probably be very successful.

Recognizing the talent and making it happen
I am not suggesting that every PM will make a great CEO, and many will have no interest in taking that path. What I am saying is that a project manager will provide very good insight into the way that they would run a business unit by the way they manage projects.

It is for each individual company to decide what personal attributes they value in their executives; it will be impacted by the style of the company, the values that they embrace, the industry that they are in, etc. However there are certain traits that PMs will demonstrate that will help indicate their suitability and readiness for the next level.

The future executive will probably be a practical PM, using their process and methodology skills as a support, but recognizing the need to apply them to individual scenarios. They will be proactive, seeking out problems long before they become major issues and trying to head them off. This type of PM will be a comfortable communicator at all levels of the organization, will understand the perspectives of each of the people in their project and will seek to motivate them based on their own individual needs.

This all sounds remarkably obvious--I’m describing an ideal real world project manager in many people’s eyes. But if it is so obvious, why is it not happening other than as the exception? Part of the answer is that there are wonderful future executives in all disciplines--project management doesn’t have the monopoly, but it’s more than that. The connection is not being made that projects are so similar to the business that the skills are easily transferable (or at least can easily be evolved).

So how do you groom a PM to take on a leadership role? The piece that is most typically missing in the PM’s experience is the strategic elements around project drivers. The perception in many organizations is still that a project starts the day that the requirements are delivered, or at best when the business case is approved.

It is important to ensure that PMs have an opportunity to become part of the decision-making process that leads to the approval of a project. Initially they may be consumers of the information rather than contributors to the process, but this insight into the true business drivers behind the project is invaluable; it will guide a project manager when making decisions far downstream in the project.

Additionally, it won’t take long for the PM to start contributing to the discussion. After all, they are the people who work with the project teams day in and day out, they have an understanding of what can be accomplished and generally don’t have a politically motivated agenda to influence them. This is true whether the PM has aspirations to progress or not.

Conclusion
There is no silver bullet that will identify the perfect leader and point them the right way to get them to the top, nor should leaders be considered from just one part of an organization. The successful organizations will look for top talent wherever it can be found and look for ways to leverage that talent.

All I am suggesting is that PMs have many of the skills that are sought out in the business leaders of today (and tomorrow), but sometimes organizations need some help in realizing that the skills are transferable beyond projects and (ultimately) into the boardroom.

If you are a PM with aspirations to go further, think about the skills that you have, think about how they can be adapted to other roles and think about where you need to develop further skills. If you are a business leader, take a good look at your project managers--you may be pleasantly surprised.

Andy Jordan has 16 years of experience covering practical project management, project methodology development and delivery, and PMO leadership in both Europe and North America. He is currently a Senior Consultant with R3D Information and Technology Consultants in Toronto. Andy welcomes comment and debate on his articles and can be reached at andy.jordan@r3d.com.

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