If there is anything we can and have learned from the Global Financial Crisis is that what we were taught at university in the 80s was blatantly wrong. The over reliance on mathematically elegant Macro Economic models at the expense of the necessary immersion in what makes the REAL world work. I can recall with some sense of apprehension the aesthetically beautiful graphical models showing how market forces will emerge to push markets into an efficient equilibrium. No one considered, let alone elaborated, on the impact of behavior, attitudes and – most importantly – the very lessons we can learn from observing and interpreting past events.
Reflecting on our very own domain – project management – we can, and indeed should – ponder the possibility that perhaps the way we train and educate aspiring project managers is partially or totally flawed.
Unlike some other professions (and ignoring for a moment the potential discussion around whether or not project management is a profession), one can become a project manager having taken a number of alternative paths. I, for instance, have started my professional life as an economist, have then become a software programmer, a systems analyst, a business analyst and then a project manager. My project management knowledge and experience evolved through observation, on-the-job and formal training and, at some point in time, through the codification of that journey using the PMBOK / PMP accreditation process.
What troubles me in the path I have taken is the fact that it is superficially tilted towards the application of processes and the reliance on ‘best practices’. The PMBOK, for instance, is rampant with linear processes coupled with supporting tools and techniques. It does not force you to use them all or follow them dogmatically but it certainly suggests that in the application or execution of an average project many of these processes, tools and techniques would be a useful thing to consider.
And here’s what is wrong with this approach:
It lacks explicit and direct attention to the body of evidence and case studies researching the reasons for failed projects. It makes no explicit attempt (except for the superficial incorporation of ‘Organizational Process Assets’) to formalise a body of knowledge for practitioners to explore, evaluate and learn from other people’s successes and failures. It totally lacks any retrospection and constant self-evaluation.
Furthermore it lacks context or any appreciation of situational circumstances. Think Cynefin, for example, and you will immediately see that the execution of projects in any one of the four Cynefin quadrants would be completely different and require different skills, different approaches and different tools and techniques. If you approach project management as a linear process you will fail before you even started your journey.
So the next questions we need to look at are:
What steps do professional organizations (like the PMI, and others) take to make sure that certification is indeed relevant and takes into account the proper parameters necessary to be an effective and well-informed project manager (incorporating such knowledge areas as ethics, history of project management, behavioral economics, etc)?
What role do universities and other educational institutions play in ensuring the correct knowledge is taught?
Only a collaborative approach between education providers and accreditation institutions can close this gap.Universities and other institutions need to make sure that project management is being taught not as an engineering course but as the new economics ought to be taught, taking into account the various disciplines necessary to produce a ‘ready to go’ project manager. Accreditation organizations need to reciprocate and adapt by insisting on having these parameters reflected in their accreditation curriculum.
Not implementing the above approach will not be disastrous it will just mean that as a collective we will continue to be mediocre.
Think about it!