Couple of months ago I was approached by Geoff Crane, a blogger and a Professor of project management at Durham College, to assist with the following request:

I teach project management at Durham College in Ontario. My first batch of students will graduate next month and as a gift I’m looking at putting together an eBook for them…

What advice do you have for project management students fresh out of school who want to break into the discipline?

This is a burning issue for most of them–they’re really looking for advice. As someone with a vested interest in the field, I know your insights will be valuable.

The fruit of my (and other 51 contributors) labor has been collated into a fantastic eBook titled 52 Tips to Break Into Project Management (see also on Slideshare). You can also read my own response below:

Project managers are usually seen by society, and unfortunately by themselves, as being the delivery arm of the organization. As such, one might conclude, their role is not dissimilar to that played by the hand in the human body. The head is where the scope and the vision are being formulated and these sets of governing concepts and rules are then being transmitted to the hand to carry them out. The hand, in this crude analogy, has no room – nor any capacity – to play a devil’s advocate and challenge the brain for the validity of its decisions and as such is expected to blindly follow the instructions received and carry out prescribed mission.

Being a project manager requires one to deliver, to meet objectives, to produce the results, to follow the path chartered for it by its stakeholders. An aspiring project manager might think, not unexpectedly, that he or she has no role to play in validating the morality – in the widest possible sense of this term – of the actions it is asked to lead. Regardless of the domain in which you will find yourself, you will always come across (provided you keep your eyes opened to such situations) where you will need to validate your actions against your moral compass. These might be internal to your project – like, for example, the way you tread your team, the way you respond to pressure and the way and methods you use to communicate with peers and subordinates – or external – where you might turn a blind eye to the impact of the project you are managing on the environment, on people and on society as a whole.

Having been in this game for some time now I lament the fact that in my earlier days no one introduced me to the need to evaluate my actions, all my actions, against my value system. Had I been alerted to this possibility I might have, and quite likely would have reacted differently to some earlier circumstances where I was not yet fully aware of my options and assumed, incorrectly, that my job is to deliver – no matter what.

Think about it!

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  1. Great post, Shim, and a solid contribution to a noble undertaking from Geoff. The wrap-up is kind of chilling – “no matter what” is analogous to so many things that live on after that project has come to be delivered: project success, the PM’s reputation, even whether or not the project proved to be necessary or beneficial. What is striking is that whilst all of these things seem (on paper) to be desirable goals, a blind “delivery at all costs/no matter what” approach is not necessarily going to pay dividends.

    Here’s hoping Geoff’s students get something useful out of this.


  2. *BIG SMILE* Thanks so much for your contribution, Shim! It really meant a lot to be able to give your thoughts to my students and I know they appreciated it very much. I didn’t want to influence the authors but I was hoping I’d get some pieces on integrity. It’s such an important part of the work we do and something I talk about in class a fair bit. So thanks again! 🙂


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