Is a project manager a manager or an enabler? If I look at the most successful projects that I have been part of, it seems that I was an enabler more than a manager. Does that mean that projects don't need some level of management? I think they do, or at least a structure that enables success. So what about a level of self organization? I have been part of projects that the key players had enough experience and responsibility to know what needed to be done and they worked to their strengths. I have also facilitated putting project members into their area of strength, sometimes not according to their job title, and it is fascinating to see how much more productive they can be.
But then I have worked on projects where the project members need to be managed, and I find it quite demotivating and exhausting.
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