There are pitfalls in viewing projects ๐จ๐ง๐ฅ๐ฒ thru PM Certification lenses...
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(you won't find these in the PMI marketing materials)
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Pitfall 1๏ธ: ๐๐๐ง๐๐ ๐ข๐ง๐ ๐ฐ๐ข๐ญ๐ก ๐๐ฅ๐ฅ ๐ฌ๐๐ข๐๐ง๐๐ ๐๐ง๐ ๐ง๐จ ๐๐ซ๐ญ.
โ These PMs have schedules, reports, RAID logs all over the place
โ They rarely have 1on1 conversation with their stakeholders
โ They often leave trail of damaged relationships in their wake
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Pitfall 2๏ธ: ๐๐๐ฏ๐๐ฅ๐ฎ๐ข๐ง๐ ๐ฌ๐ญ๐๐ค๐๐ก๐จ๐ฅ๐๐๐ซ ๐๐ฑ๐ฉ๐๐ซ๐ข๐๐ง๐๐.
โ These are resistant to change, even when stakeholders are raising flags
โ They insist on making every call and becomes the decision bottleneck
โ This causes stakeholders to turn off their minds and 'wait for orders'
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Pitfall 3๏ธ: ๐๐๐ฆ๐ฆ๐ข๐ง๐ ๐ ๐ฌ๐ช๐ฎ๐๐ซ๐ ๐ฉ๐๐ ๐ข๐ง ๐ ๐ซ๐จ๐ฎ๐ง๐ ๐ก๐จ๐ฅ๐.
โ These PMs bring methodology biases that don't fit the team or project
โ They set up calls, tools, and strategies, but allow them to age past their useful life.
โ They struggle to collaborate with other project leaders due to philosophical differences.
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Early in my career, I moved into telecom project management from finance and could CRUSH a spreadsheet.
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I got great results and expected to see glowing remarks in my review.
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My review: "๐๐๐กโ ๐๐๐๐๐ ๐ก๐ ๐๐๐๐๐ ๐กโ๐๐ก ๐๐๐๐๐๐๐ก ๐๐๐๐๐๐๐๐๐๐ก ๐๐ ๐๐๐๐ ๐กโ๐๐ ๐๐ข๐ ๐ก ๐๐๐๐๐๐๐๐ ๐๐๐๐ ๐ ๐ ๐๐๐๐๐๐ โ๐๐๐ก."
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I was CRUSHED. I also disagreed.
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But then, real world experience taught me how wrong I was.
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Project leadership is more than just a science!
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