ABSTRACT
One of the main reasons for troubled or unsuccessful projects is the lack of qualified, committed project management professionals. In many organizations, employees have very little incentive to assume the position of project manager, largely due to a disconnect surrounding what the role entails. Organizations have historically recognized the technical capabilities of individuals and assumed these skills could be translated into project management expertise. Because of this, professionals who have worked for years to earn the title of senior engineer, technical specialist, or technical consultant are unwilling to exchange their current jobs for the role of project manager. The role is added to their regular job description, instead of being viewed as a legitimate function to be valued by the organization, and that requires a special set of skills. Therefore, many organizations still have not connected the value of the project manager to the success of the organization.
