by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Project Manager : Project Manager Oct Nov 2011
How I lead events AIPM MeMber Andrew McFAdYen on generIc skIlls. Andrew McFAdyen MAIPM, CPPd Sinclair Knight Merz (SKM) While Andrew possesses strong technical knowledge in engineering, it is complemented by general management acumen. He has qualifications in Electrical Engineering, a Masters of Business Administration and is currently studying a Masters of Human Resources. He tells Project Manager his views on the value of generic skills in the project management industry. do you think it’s important for project managers to develop generic skills? Building generic skills is vitally important. The more generic your mindset is around making decisions, the better – and more far-reaching – the outcome. Generic skills by no means negate the need for technical expertise. A balanced approach is ideal. However, what I’m obser ving is a lack of emphasis placed on generic skills across the board. Andrew McFadyen is a generic project manager whose experience is both extensive and varied. Having held positions in the defence, oil & gas and engineering sectors, he now works for global consulting firm Sinclair Knight Merz (SKM). In my experience, regardless of the field, key challenges are associated with people management. This has made me realise that effective project managers require ongoing development of generic skills. Are generic skills transferable between industries and/or companies? I believe that generic skills are transferable as long as you remain open to the views and feedback of technical groups. Most of my successful projects have had generic skills at the forefront. But results have been dependent on the support of the selected teams, the business and the desires to succeed and meet client needs. what are the challenges of being a generic manager in the scientific arena? Moving from engineering to scientific projects, the greatest www.aipm.com.au Project Manager 33 challenge was convincing the scientists that generic skills can support them with project deliverables. Another challenge was learning the terminology with minimal scientific industry exposure. That said, the project team culture at SKM is to support each other, and the commitment and desire to succeed from all those involved has been amazing. I have also had the opportunity to educate scientists on project management methodology, which has been very rewarding. Looking ahead. I hope that the future is full of variety and, given the skills I’ve gained across different industries, I look forward to many more wonderful opportunities. I also anticipate that ongoing research in the application of generic skills to lead, manage and support diverse groups in the workplace will raise the profile of the generic project manager. •••
Project Manager Aug Sep 2011
Project Manager Dec Jan 2012