The impetus for the change was that PMI’s research revealed that the skills required of Project Managers (PMs) in the field went far beyond the technical aspects of project management. Putting solid schedules together and managing project budgets were certainly important, but the ability to ensure project alignment with organizational goals, identifying and delivering the value proposition for the project, and getting stakeholders to work effectively together to realize that value were every bit as important.
For certificate holders, the Talent Triangle has been effective in that it reminds PDU seekers about what it means to be an effective PM. It gives pause to stop and consider what skill development will truly contribute to being a more valuable PM. Conceptually and visually, the Talent Triangle provides context for making decisions about where to invest time and money in staying professionally sharp.
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Organizations are likely benefiting from the change, as well. The days of defining project success as simply finishing on time, within budget, and within scope are long gone. Conversations around what project success looks like are much more nuanced and likely to explore how projects deliver value to the organization. That may or may not go hand-in-hand with delivering on time, within budget, and within scope. Not that those things are unimportant, but the conversation doesn’t stop there.
Technical skills, leadership, and strategic management. It’s a good thing to be reminded of the awesome role of the Project Manager and the Talent Triangle is a great reminder.
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