According to Pearce and Robinson, strategic management is “the set of decisions and actions that result in the formation and implementation of plans designed to achieve a company’s objectives" (2009, p. 3). Organizations use project management to implement strategic plans. A significant body of knowledge and training exists to support project management best practices. The Project Management Institute and the Office of Government Commerce provide globally recognized project management credentials. Universities offer bachelor, masters, and doctorate degrees in project management. Amazon.com offers thousands of books on project management and project management training companies abound. However, even with these resources available, organizations report that more projects fail than succeed.The Standish Group, a key researcher that tracks IT project success rates, reports almost 70% of IT projects fail to achieve the purpose for which they were initiated. KPMG Canada reports similar results at a 61% project failure rate. With so much project management training and best practices available, project failure rates should be much lower. Project managers invest considerable time learning best practices and obtaining certifications, neither of which ensure proper application of best practices. Training focuses on imparting knowledge and teaching specific skills but does not help the project manager apply knowledge and skills while managing projects. The problem is not bad training or poor practices. Instead, the problem is improper application of project management best practices.
To improve project manager performance and thereby increase project success rates, the behavior of project managers must change. The project manager needs someone with a history of successful project implementations to help identify and correct bad habits. The project manager needs someone who understands how to change behavior. The project manager needs a coach.
The most effective way to learn any trade is through one-on-one coaching from a master of that trade. As a result, I propose coaching by successful project managers who are certified in the art and science of coaching. In this paper I conceptualize and propose the creation of an organization, the International Institute of Project Management Coaching, intended to improve the performance of project managers worldwide.
IIPMC Mission and Vision
The role of the mission statement is to “describe the company’s product, market, and technological areas of emphasis in a way that reflects the values and priorities of the strategic decision makers” (Pearce & Robinson, 2009, p. 11). The vision “presents the firm’s strategic intent that focuses the energies and resources of the company on achieving a desirable future” (Pearce & Robinson, 2009, p. 37). In essence, the mission describes what or who the organization is and the vision defines what the organization aspires to become. In response, I propose the following mission and vision:
Our mission is to create a globally recognized network of project management coaches focused on improving the performance of project managers worldwide. Our products will:
- Promote the value of project management coaching.
- Provide guidelines for the best practices of project management coaching.
- Ensure the highest quality of project management coaches through an independent certification credential.
- Connect credentialed coaches to project managers and organizations seeking project mangaement performance improvements.
- Define the technological platform needed to support effective project management coaching.
IIPMC Values
Values are the “beliefs, business principles, and ways of doing things that govern a company’s operations and the behavior of organization members” (Thompson Jr., Gamble, & Strickland, 2006, p. 19). Values guide an organization’s strategic direction. The IIPMC’s values are:
Dedication to every project manager’s success. The IIPMC will evaluate every product and service against the contribution it makes toward improving the performance of project managers worldwide.
Trust and integrity in all relationships. Trust and integrity are key ingredients for any successful relationship. Coaching is no exception. Our members and coaches will adhere to a code of ethics that represents this value.
Continued improvement through research and application. We owe it to our members, coaches, and project managers to search continually for better ways to improve the performance of project managers worldwide. Through research we will seek new ways to achieve our mission.
Debt free living. We started debt free and we will remain debt free. We will administer the IIPMC through a network of volunteers. We will raise the funding needed before taking on any new projects or expenses. We believe living debt free will give us long-term stability and will set an example for other organizations to follow.
Conclusion
The creation of the International Institute for Project Manager Coaching will provide the resources needed to improve the performance of project managers worldwide. As the success rate of projects increases as a result of project manager coaching, the IIPMC will achieve a competitive advantage as the world’s leading membership association for project management coaching.
References
Pearce, J. A., & Robinson, R. B. (2009). Strategic Management: Formulation, Implementation, and Control (11th ed.). New York: McGraw-Hill/Irwin.
Thompson Jr., A. A., Gamble, J. E., & Strickland, L. (2006). Strategy, Winning In The Marketplace: Core Concepts, Analytical Tools, Cases (2nd ed.). New York: McGraw-Hill/Irwin.
No comments:
Post a Comment