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STEREOTYPES ABOUT
PROJECT MANAGERS
3
1 Project managers
are very command-
and-control oriented.
are noted for getting results
and sometimes that means
being assertive and somewhat directive
to set goals and manage the ...
2 Project managers
are rigid and inflexible
and only know how to
manage by the waterfall
methodology.
For many years, project managers have
been held accountable for managing the
costs and schedules of projects, and we
all k...
The emphasis on managing costs and
schedules requires accurately defining
the requirements up front, which leads
to extensi...
3 Project managers
are just not adaptive
and cannot adapt to
an agile environment.
Agile will require some considerable
rethinking of the project management
approach. Some project managers
are so heavily e...
Like the other stereotypes,
there may be some amount of
truth in this stereotype,
but it would be inaccurate to
generalize...
CHECK IT OUT AT
http://wileyactual.com/ProjectManagement/
THE PROJECT MANAGER’S
GUIDE TO MASTERING AGILE
Charles C. Cobb
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3 Stereotypes About Project Managers

To understand the potential role of an agile project manager, we need to first get past some of the stereotypes and misconceptions that exist about both traditional project management and agile.

Content excerpted from The Project Manager's Guide to Mastering Agile by Charles Cobb. Learn more: http://wileyactual.com/ProjectManagement

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3 Stereotypes About Project Managers

  1. 1. STEREOTYPES ABOUT PROJECT MANAGERS 3
  2. 2. 1 Project managers are very command- and-control oriented.
  3. 3. are noted for getting results and sometimes that means being assertive and somewhat directive to set goals and manage the performance of project teams. In many companies, if a project team is underperforming, the project manager is the one held responsible and is expected to take corrective action to get the project on track. PMs
  4. 4. 2 Project managers are rigid and inflexible and only know how to manage by the waterfall methodology.
  5. 5. For many years, project managers have been held accountable for managing the costs and schedules of projects, and we all know that in order to meet cost and schedule goals, you have to control the scope of the project. That, in turn, requires a disciplined approach to defining and documenting detailed requirements and controlling changes, where changes become the exception rather than the norm.
  6. 6. The emphasis on managing costs and schedules requires accurately defining the requirements up front, which leads to extensive use of plan-driven or waterfall-style methodologies that are based on trying to define the project requirements in detail upfront before the project starts and controlling changes once the project is in progress.
  7. 7. 3 Project managers are just not adaptive and cannot adapt to an agile environment.
  8. 8. Agile will require some considerable rethinking of the project management approach. Some project managers are so heavily engrained in the traditional way of operating because it has been so widely accepted as the norm for such a long time that they may have a difficult time adjusting to an agile project approach.
  9. 9. Like the other stereotypes, there may be some amount of truth in this stereotype, but it would be inaccurate to generalize and say that this is true of all project managers.
  10. 10. CHECK IT OUT AT http://wileyactual.com/ProjectManagement/ THE PROJECT MANAGER’S GUIDE TO MASTERING AGILE Charles C. Cobb

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