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The Paradox of the IT Project Manager

A lot of sectors in our present society are in constant motion, continually improving. Information Technology business is no different. And this blog post by ESI International’s Asia Pacific Managing Director Raed S. Haddad sheds light on the intricacies of these fast-changing dynamics that have created a paradigm shift in IT talent management. It has become essential that IT leaders now be able to manage their workforce with calculated precision to ensure they are well-equipped to adapt, respond and deliver as per the emerging trends. Those times when CIOs and their teams were only needed to deliver technology and manage information are long gone. These days, project managers must come out of their comfort zones within the department and have to join forces with other business functions such as HR, financial and legal to implement changes and meet common goals.

The (winds) agents of change

IT projects are becoming more intricate as data gets increasingly immense and when different technology platforms come together. Thus, there is a need for project management to be in a continuous state of flux to acclimate itself with such changes in trends. Lately, the demand for project managers to be also adept at communication and negotiation, aside from being technically savvy, has gone up dramatically.

According to ESI’s Asia Pacific Project Management Salary Survey 2014, project leadership and communication and general management skills, were the top two competencies ranked by respondents as critical to career advancement in the IT industry.

Another rising challenge faced by today’s IT companies is in staffing – particularly talent retention and succession program.

In the highly competitive and volatile IT sector, CIOs and IT directors are having a hard time retaining talent. Under such circumstances, investing in ongoing training and development for employees can contribute significantly to talent retention in the long run. The project management office (PMO) should be involved in this area as they are the crucial body in providing structured training and paving the career paths for project managers in Asia Pacific. Continuous learning is intricately linked to talent retention and succession management. It is paramount for CIOs and IT leaders to manage their talent flow to ensure that their team members are developed comprehensively and frequently to meet both current and future needs.

To continually meet business needs and achieve goals, IT workforce needs continuous improvement as well. This falls on leadership and management, and they would need focus and determination to implement effective strategies that evolve with the changing times as well.

Read the blog in its entirety: http://www.cio-asia.com/resource/careers/guest-view-the-paradox-of-the-it-project-manager/?page=1

About Kristian Dayrit

Kristian Dayrit was the Associate Editor and Content Writer for AITS Philippines. He has edited and wrote various published works, articles, newsletters and such since 2007.

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