http://www.reply-mc.com/2008/02/18/good-wine-needs-no-bush/ Online Magazine for Organizational Change Practitioners Sun, 05 Feb 2012 19:02:00 +0000 hourly 1 http://wordpress.org/?v=3.0.4 http://www.reply-mc.com/2008/02/18/good-wine-needs-no-bush/comment-page-1/#comment-137 Alexis Tue, 19 Feb 2008 21:27:15 +0000 http://www.reply-mc.com/2008/02/18/good-wine-needs-no-bush/#comment-137 I agree with you that certification does not make a good project manager as certification does not addresses the soft skills required for day to day successful project management. But a theoretical training in PM such as PRINCE2 for instance, really helped me feel better in my shoes as a project manager. Instead of just managing on a day to day basis with a bit of MS project here and there. I agree with you that certification does not make a good project manager as certification does not addresses the soft skills required for day to day successful project management. But a theoretical training in PM such as PRINCE2 for instance, really helped me feel better in my shoes as a project manager. Instead of just managing on a day to day basis with a bit of MS project here and there.

]]> http://www.reply-mc.com/2008/02/18/good-wine-needs-no-bush/comment-page-1/#comment-2554 Alexis Tue, 19 Feb 2008 21:27:00 +0000 http://www.reply-mc.com/2008/02/18/good-wine-needs-no-bush/#comment-2554 I agree with you that certification does not make a good project manager as certification does not addresses the soft skills required for day to day successful project management. But a theoretical training in PM such as PRINCE2 for instance, really helped me feel better in my shoes as a project manager. Instead of just managing on a day to day basis with a bit of MS project here and there. I agree with you that certification does not make a good project manager as certification does not addresses the soft skills required for day to day successful project management. But a theoretical training in PM such as PRINCE2 for instance, really helped me feel better in my shoes as a project manager. Instead of just managing on a day to day basis with a bit of MS project here and there.

]]> http://www.reply-mc.com/2008/02/18/good-wine-needs-no-bush/comment-page-1/#comment-136 James Todhunter Tue, 19 Feb 2008 16:19:20 +0000 http://www.reply-mc.com/2008/02/18/good-wine-needs-no-bush/#comment-136 Absolutely correct, Luc! There are too many cases we can all point to of a manager who details a meticulous plan only to have the plan fall apart when the first snag is hit. In my R&D organization, planning is a continuous process. Responding to shifts in market climate, adapting to sales priorities and re-evaluating the view of our product roadmap are de rigueur. However when properly managed, these activities do not equate to missed goals. It is the hallmark of well managed operation that it can respond to change AND achieve its goals reliably. Absolutely correct, Luc! There are too many cases we can all point to of a manager who details a meticulous plan only to have the plan fall apart when the first snag is hit. In my R&D organization, planning is a continuous process. Responding to shifts in market climate, adapting to sales priorities and re-evaluating the view of our product roadmap are de rigueur. However when properly managed, these activities do not equate to missed goals. It is the hallmark of well managed operation that it can respond to change AND achieve its goals reliably.

]]> http://www.reply-mc.com/2008/02/18/good-wine-needs-no-bush/comment-page-1/#comment-2553 James Todhunter Tue, 19 Feb 2008 16:19:00 +0000 http://www.reply-mc.com/2008/02/18/good-wine-needs-no-bush/#comment-2553 Absolutely correct, Luc! There are too many cases we can all point to of a manager who details a meticulous plan only to have the plan fall apart when the first snag is hit. In my R&D organization, planning is a continuous process. Responding to shifts in market climate, adapting to sales priorities and re-evaluating the view of our product roadmap are de rigueur. However when properly managed, these activities do not equate to missed goals. It is the hallmark of well managed operation that it can respond to change AND achieve its goals reliably. Absolutely correct, Luc! There are too many cases we can all point to of a manager who details a meticulous plan only to have the plan fall apart when the first snag is hit. In my R&D organization, planning is a continuous process. Responding to shifts in market climate, adapting to sales priorities and re-evaluating the view of our product roadmap are de rigueur. However when properly managed, these activities do not equate to missed goals. It is the hallmark of well managed operation that it can respond to change AND achieve its goals reliably.

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