What Skills and Competencies Matter?
In our research on what makes project managers successful (Worsley 2009; Wentworth 1998), we found that high performing project managers spent comparatively more time planning than less capable ones. So, we were disappointed to see in a recent review of project governance practices in five large project organizations, that in 25 percent of projects there was little evidence of planning having taken place.
Project managers often claim they are pressured to cut the planning and ‘get on with the job.’ Why they cave into this is less clear—many professions have clients who are unaware of the intricacies of what the job entails but when demands are made to make shortcuts ...
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