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Project Manager : Project Manager Feb Mar 2014
4 Project Manager IN CONVERSATIONS, I HAVE lear ned that there are so many people out there who don't readily identify themselves as project managers even though they undertake project management functions; I wondered why. ere are several categories of project managers. e rst includes professional project managers who are trained in project management, who hold credentials and identify themselves as professional PMs. en there are those who, in their career, adopt project management as a skillset to complement and support their core professional identities, such as scientists and engineers. A third group is made up of the well-known accidental project managers, people who are thrust into project management and pioneer their skills in an organisation that may not necessarily be so well prepared. Finally, there is the group made up of people who practise elements of project management and are project managers in the making. Let's call these groups 'professional', 'technical', 'accidental' and 'emerging' project managers. Digging deeper into those conversations I mentioned, I nd the project management identity is an interesting concept. It is prominent in the industrials (construction, engineering, infrastructure, transport, ser vices) sector, the resources (metals, mining, energy and utilities) sector, and the IT and telecommunications sector. e identity is self-selecting for those who need to control activities in order to deliver an outcome, particularly when more employers are demanding accredited, professional project managers. But what about the technical and accidental project managers in other sectors, such as the commodities, consumer, nancial and healthcare sectors? What about those who deliver humanitarian or environmental projects and programs, innovation and other projects where there is uncertainty and it is di cult to pin down the bene ts? e project management identity is morphing. ere is a fresh emphasis on long term bene ts, people and the environment, contextual and behavioural skills are even more important than previously, application in non-traditional project management sectors is becoming for malised, and, with all of this change, men and women with fresh approaches and di erent skills are coming to the fore and connecting with the project management community. e change in project management identity includes the breaking dow n of geographic boundaries, leading to greater international connectedness. e AIPM is an important member of the International Project Management Association (IPMA), and we work with both IPMA and the Asia-Paci c Federation of PM to harmonise evidence-based credentials internationally, to recognise projects here and internationally, and to learn from other member organisations. Our connectedness is challenging and shaping our thinking and identity, making this a great time to be in project management. Dr Steve Milner, National President OUR CONNECTEDNESS IS CHALLENGING AND SHAPING OUR THINKING AND IDENTITY, MAKING THIS A GREAT TIME TO BE IN PROJECT MANAGEMENT FIRST WORD Project management's shifting identity
Project Manager Dec Jan 2014
Project Manager Apr May 2014