To be a capable generalist requires reframing our own self-perception—and how we communicate our abilities and shape the perception of others. The value of the generalist is not about having wells of expertise in a broad array of domains. Success as a generalist instead requires three very specific talents…
All of them? None of them? Somewhere in between? This is one of those philosophically challenging and ultimately insoluble questions. In this article, the author attempts to give a meaningful, considered and comprehensive look to all of those answers.
The structure of project management has barely changed since its first development. The document is bigger, but the essential ideas and constructs of what it considers project management is the same. We need to look beyond.
As things grow in size, scale and complexity, you have to learn to grow with them. And that’s where we usually run into our first problem: How do we learn any of this? This practitioner reflects on the most essential perspectives and skills that determine what it takes to get projects done.
Since the advent of project management, there’s been a lot done in terms of education, training and skill development in the field. We should be getting it right by now. We’re not.
For all that “talent management” might be logical and reasonable as a term, and sounds like it’s all about us, it’s actually not—at least, not the way we would like it to be. In the talent management wars, we are subject and not object.