Naturally curious, intense and passionate ... and that's work related! I'm a senior project manager with fast approaching thirty years of experience across 5 continents. I continue to have the pleasure and privilege of meeting numerous people who sustain, enhance, challenge and amaze me ... about 12 years ago I did a presentation entitled 'project management is people management'. I believe this to be true and continue to learn and grow every single day through observation, interaction and reflection.
After 25 years in the profession and my recent research in Complexity (focusing on interconnections) I agree absolutely with Sheilina’s comment. Project Management is the most interesting profession around because of all the things you have to consider and above all the people that you have to work with from project to project and from culture to culture (try saying these to those that at this point in time make a mess of our economies and all our hard work).
How interesting ... I'd be delighted to learn more about your research in Complexity ... as you rightly say in today's climate, it has to be a core area to study and seek to understand. I've a number of books at home which I've been learning from including areas of spiral dynamics and complexity from a number of perspectives.
I am a relative newcomer to the People SIG, although I’ve been an APM member for more years than I care to (or can!) remember ... although 1997 is ringing bells. I worked with Bupa for over 22 years in a number of front-office and non-operational management roles. Most recently I headed-up the insurance division's Compliance and Policy Development function, an experience which, amongst many other things, served to highlight the vital importance of ensuring and facilitating "cultural" alignment between technical and non-technical disciplines in everyday working relationships and interactions. Although I am not a Project Manager by profession, over the years I have been fortunate enough to experience Project Management from several angles as PM, coach, technical adviser, sponsor, stakeholder and innocent bystander(!).
In December 2010 I took the opportunity to fulfil a long held ambition to set up my own business offering a full suite of services aimed at supporting individuals and businesses particularly in times of change and transition, i.e. Business Coaching, Mentoring, Facilitation and Training. In addition, I also provide general Compliance Consultancy services to FSA regulated non-investment businesses.
Enabling people to find and accept the appropriate balance between the Human and Technical aspects of project management is really what presses the “go” button for me. I have to “fess-up” and say that I tend to fight shy of too much intellectualising and theorising as I believe that it’s all too easy for the Human Touch to be lost in the noise of academic debate and scientific study. These elements certainly have their place, but they are not the be all and end all; that honour belongs to the People and more particularly the Individual.
After completing a history-based degree as a mature student I was introduced to the APM when I joined my current company and became an Associate Member.
I found myself naturally focusing on the ‘people’ aspects of the projects I’ve been involved in – and believe that the tools and processes will always be ineffective if the people aren't engaged. I’m particularly interested in what motivates individuals and teams.
Coming across the People SIG at a Knowledgeshare event a couple of years ago, I started to attend more of the SIG-specific events and got to know the committee – which I joined in May this year!
I used to attend the People SIG a couple of years ago, but let it go because of diary pressure.
I think it's a brilliant idea to have a people SIG and it has a great potential future - a great opportunity to really get the people agenda moving in the project community and I plan to get involved again as soon as I can.
I run a small and growing business called 'People Deliver Projects'. we exist to help project people with the people challenges of project delivery. We are into people skills, team development, leadership. We love projects and people and we have a scepticism of the institutionalised process mindset. We are also into leading change, trust based relationships, difficult conversations and lots of that kind of stuff. We certainly don't have all the answers, but we think that if you had to pick just one, it would be about 'people'.
I'm always keen to meet real project deliverers who are battling on the front line, and also talented service providers who can (help us to) help them. I love to hear real stories from people who carry the burden of delivery. Like Alistair and Richard, intellectual brilliance and contemplation doesn't do much for me. We now have models about models about models. I'm inspired by what actually happened, and what works.
Please get involved and bring your project and people stories...don't just leave it to us trainer and consultant types...we can talk about it plenty; but we're not DOING IT. I hope to see you at an upcoming SIG meeting.
'Project management is easy, then add people !!' [some APM folk perhaps wouldn't agree, but hey...] :-)
Andy's comments make good sense. Having left the SIG committee for a year, it was a pleasure to be invited back and to join a wider committee, with broader experience and more diverse views.
Returning to a complex project management role has definitely enhanced my people skills (and I've continued to learn and grow). This past 18 months running two large projects and a few smaller ones has definitely spurred my passions further to grow the 'people agenda'.
Jane Royden (not verified) on 14 August, 2011 - 14:00.
Hi Everyone, I’m Jane Royden, current Chair of the People SIG. Welcome to our online community. If you have a few minutes, please introduce yourself and share your thoughts, ideas and questions with the People SIG community. We would love to hear from you.
My background has been quite varied, from studying Meteorology at University, I went on to a 15 year career in IT at Birmingham City Council’s Housing Department. Since 2002, as a Director of E AND H, I’ve been involved with a range of projects, management roles and change programmes. We provide support to a range of organisations mainly in the not-for-profit and public sector in the UK. Every day is different - new projects and new people, but often the same issues.
My personal interests are in identifying the sort of things that give us confidence as project, programme and change managers. What really makes the difference to our outlook, how we feel, how we communicate and ultimately what we deliver? For me, this underpins my interpretation of the People SIG’s vision for ‘inspired and inspiring project managers’.
Hi, my name is Brian Buckman I am currently working as a freelance project manager, almost exclusively on small satellite communicataions projects in Africa. I've had a long career starting off 45 years ago as a telecommunications apprentice with the GPO, and working my way through a wide range of positions some with the title of Project Manager (many without) in organisations of all sizes, until I got made redundant at the ago of 55 and found myself in an organisation of one. The major problem with being your own boss is you know you are working for a fool!
I have not attended many SIG sessions recently as I've not been in the country, but whenever I am available I plan to atttend as many as I can. I sometimes feel on the side lines of the APM, I am a practical engineer solving practical problems with (usually) very small teams who have very limited knowledge of project management. Because of this I find that the People SIG is particularly relevent to me, in a way that many of the other SIGs are not. I don't know if it's my age, my experience, or my genetics but much of the published work on the theoretical basis /analysis of project managment, and many of the "wonderful" tools (don't get me started about on MS Project) appear pointless. Still "mustn't grumble!"
Welcome Brian .... loved your comments and am really glad you didn't get started on MS Project (although we can share a silent dialogue on this one)!
The current projects I'm working on are large and therefore incorporate a wide range of people - most of whom know nothing about project management either. Typically, I use PM skills/approaches without necessarily labelling them as such. For example - drawing out a stakeholder assessment grid - but proposing it as 'creating a picture of all the people who may want to participate in the job we're doing, have to participate, don't want this job completed or ought to know'. We then look at their perceived positions (support/hinderance) etc.
Look forward to hearing more about your experiences and suggestions.
It’s great to hear from people with a range of interests and backgrounds. With the technological advances supporting better social networking I hope that it becomes easier for people to remotely contribute to the debates that the SIG promotes (and provokes!) on the importance of people in projects.
I’ve been involved with the People SIG for a few years now, and currently hold the communications remit on the Committee. My original interest in joining the SIG stemmed from frustration with the way project management had moved away from people to an unhealthy level of focus on process, and the desire to try and do something about it.
Not sure it's had anything to do with me, but it’s good to see so much more interest recently in the people-related aspects of projects. There is still a way to go, but the SIG is certainly taking a lead in getting the message across to the PM community.
As a Director of E AND H Consulting, the day job tends to be around delivering projects in organisations that don’t have a project management culture, mainly in the not-for-profit and public sectors. I have a strong belief in the need for improved project management as an enabler of effective change in non-traditional sectors – and with a manifesto around this remit I was elected to the APM Board as a Director and Trustee at the last AGM. Being on the Board also gives me the opportunity to keep the 'people' dimension at the 'top table' in the APM.
I first started getting interested as a volunteer for the APM when attending my first conference at the King's Fund several years ago. Since then I've gradually built up my involvement with the People SIG over the last 3 years by becoming a member of the committee. As a volunteer, I get to meet other like-minded professionals from a diaspora of projects and programmes, and its both interesting and stimulating.
After managing projects and programmes for over 20 years, I was a 'late entry' into our professional body, but have not regretted it for one day. I'm looking forward to 2012 as we have decided to theme our SIG work around Resilience; this is going to be as challenging to execute as it will be rewarding when completed. Anybody interested, even in a small way?
I have been actively involved in the People SIG committee for a couple of years with a particular interest in ensuring that we understand the needs of our members and deliver a programme of activity that enables those that get involved to improve their understanding and performance.
I have spent nearly 30 years in the delivery of complex aerospace and defence programmes. This has been primarily within industry but I have also worked as a consultant and interim.
I am a Registered Project Professional and in my career have seen all manner of projects: large and small, product and service, successful and not so successful. My overiding experience throughout is the pivotal part played by people in ensuring that projects succeed. Thats why I get involved and want to make a difference!
Hi Everyone, I’m Jane Royden, current Chair of the People SIG. Welcome to our online community. If you have a few minutes, please introduce yourself and share your thoughts, ideas and questions with the People SIG community. We would love to hear from you.
My background has been quite varied, from studying Meteorology at University, I went on to a 15 year career in IT at Birmingham City Council’s Housing Department. Since 2002, as a Director of E AND H, I’ve been involved with a range of projects, management roles and change programmes. We provide support to a range of organisations mainly in the not-for-profit and public sector in the UK. Every day is different - new projects and new people, but often the same issues.
My personal interests are in identifying the sort of things that give us confidence as project, programme and change managers. What really makes the difference to our outlook, how we feel, how we communicate and ultimately what we deliver? For me, this underpins my interpretation of the People SIG’s vision for ‘inspired and inspiring project managers’.
Hi All, I'm Tim Lyons, and I know many of you I think! I've been working in projects for a few decades, starting in broadcasting and these days mainly in transportation/infrastructure.
In contrast to other comments I do have to bang the drum for research into the people side of what we do, since there really isn't enough of it. Without effective models of of how systems work and then following those models, we end up like so many projects do, in 'Groundhog Day' - repeating old mistakes over again.
While I have always appreciated people in their own individual wonderful uniqeness, and far from being 'systems', nevertheless I don't think it's unreasonable to consider people as operating systematically in a work environment, which we all do to an extent.
Therefore a better understanding of how people operate within project environments is what floats my boat, because only then can we really learn from best practice. After all it was only a fw years ago when project managers (in some industries) were expected to kick ass and take no prisoners.... this was the perceived wisdom of the day. It would be rare to find that view these days.
Naturally curious, intense and passionate ... and that's work related! I'm a senior project manager with fast approaching thirty years of experience across 5 continents. I continue to have the pleasure and privilege of meeting numerous people who sustain, enhance, challenge and amaze me ... about 12 years ago I did a presentation entitled 'project management is people management'. I believe this to be true and continue to learn and grow every single day through observation, interaction and reflection.
Hi,
After 25 years in the profession and my recent research in Complexity (focusing on interconnections) I agree absolutely with Sheilina’s comment. Project Management is the most interesting profession around because of all the things you have to consider and above all the people that you have to work with from project to project and from culture to culture (try saying these to those that at this point in time make a mess of our economies and all our hard work).
Regards
Dimitris
Good morning Dimitris,
How interesting ... I'd be delighted to learn more about your research in Complexity ... as you rightly say in today's climate, it has to be a core area to study and seek to understand. I've a number of books at home which I've been learning from including areas of spiral dynamics and complexity from a number of perspectives.
Have a wonderful week ahead.
All my work on Complexity is on my website (www.danton-progm.co.uk) under 'Papers and Research' and 'Tools for Project Managers'.
Have a look and if you have any questions, please don't hesitate to contact me on dnanton00@googlemail.com
Regards
Dimitris
I am a relative newcomer to the People SIG, although I’ve been an APM member for more years than I care to (or can!) remember ... although 1997 is ringing bells. I worked with Bupa for over 22 years in a number of front-office and non-operational management roles. Most recently I headed-up the insurance division's Compliance and Policy Development function, an experience which, amongst many other things, served to highlight the vital importance of ensuring and facilitating "cultural" alignment between technical and non-technical disciplines in everyday working relationships and interactions. Although I am not a Project Manager by profession, over the years I have been fortunate enough to experience Project Management from several angles as PM, coach, technical adviser, sponsor, stakeholder and innocent bystander(!).
In December 2010 I took the opportunity to fulfil a long held ambition to set up my own business offering a full suite of services aimed at supporting individuals and businesses particularly in times of change and transition, i.e. Business Coaching, Mentoring, Facilitation and Training. In addition, I also provide general Compliance Consultancy services to FSA regulated non-investment businesses.
Enabling people to find and accept the appropriate balance between the Human and Technical aspects of project management is really what presses the “go” button for me. I have to “fess-up” and say that I tend to fight shy of too much intellectualising and theorising as I believe that it’s all too easy for the Human Touch to be lost in the noise of academic debate and scientific study. These elements certainly have their place, but they are not the be all and end all; that honour belongs to the People and more particularly the Individual.
I used to attend the People SIG a couple of years ago, but let it go because of diary pressure.
I think it's a brilliant idea to have a people SIG and it has a great potential future - a great opportunity to really get the people agenda moving in the project community and I plan to get involved again as soon as I can.
I run a small and growing business called 'People Deliver Projects'. we exist to help project people with the people challenges of project delivery. We are into people skills, team development, leadership. We love projects and people and we have a scepticism of the institutionalised process mindset. We are also into leading change, trust based relationships, difficult conversations and lots of that kind of stuff. We certainly don't have all the answers, but we think that if you had to pick just one, it would be about 'people'.
I'm always keen to meet real project deliverers who are battling on the front line, and also talented service providers who can (help us to) help them. I love to hear real stories from people who carry the burden of delivery. Like Alistair and Richard, intellectual brilliance and contemplation doesn't do much for me. We now have models about models about models. I'm inspired by what actually happened, and what works.
Please get involved and bring your project and people stories...don't just leave it to us trainer and consultant types...we can talk about it plenty; but we're not DOING IT. I hope to see you at an upcoming SIG meeting.
'Project management is easy, then add people !!' [some APM folk perhaps wouldn't agree, but hey...] :-)
Andy's comments make good sense. Having left the SIG committee for a year, it was a pleasure to be invited back and to join a wider committee, with broader experience and more diverse views.
Returning to a complex project management role has definitely enhanced my people skills (and I've continued to learn and grow). This past 18 months running two large projects and a few smaller ones has definitely spurred my passions further to grow the 'people agenda'.
Hi,
My name is Eze Uchenna, a Postgraduate Student of the University of Warwick.I am doing an Investigation on the Implementation of Critical Chain Project Management.
I am looking for project managers to interview on how they manage project with CCPM.
I will appreciate any kind of help and am willing to met the person
I can be reached through my email address and phone number provided below.
Thank you
Best Regards,
Eze Uchenna
Programme and Project Management
Warwick Manufacturing Group | University of Warwick
Coventry | CV4 7AL
United Kingdom
Tel: +44 (0) 740 706 4335
U.C Eze@Warwick.ac.uk
Hi Everyone, I’m Jane Royden, current Chair of the People SIG. Welcome to our online community. If you have a few minutes, please introduce yourself and share your thoughts, ideas and questions with the People SIG community. We would love to hear from you.
My background has been quite varied, from studying Meteorology at University, I went on to a 15 year career in IT at Birmingham City Council’s Housing Department. Since 2002, as a Director of E AND H, I’ve been involved with a range of projects, management roles and change programmes. We provide support to a range of organisations mainly in the not-for-profit and public sector in the UK. Every day is different - new projects and new people, but often the same issues.
My personal interests are in identifying the sort of things that give us confidence as project, programme and change managers. What really makes the difference to our outlook, how we feel, how we communicate and ultimately what we deliver? For me, this underpins my interpretation of the People SIG’s vision for ‘inspired and inspiring project managers’.
Hi, my name is Brian Buckman I am currently working as a freelance project manager, almost exclusively on small satellite communicataions projects in Africa. I've had a long career starting off 45 years ago as a telecommunications apprentice with the GPO, and working my way through a wide range of positions some with the title of Project Manager (many without) in organisations of all sizes, until I got made redundant at the ago of 55 and found myself in an organisation of one. The major problem with being your own boss is you know you are working for a fool!
I have not attended many SIG sessions recently as I've not been in the country, but whenever I am available I plan to atttend as many as I can. I sometimes feel on the side lines of the APM, I am a practical engineer solving practical problems with (usually) very small teams who have very limited knowledge of project management. Because of this I find that the People SIG is particularly relevent to me, in a way that many of the other SIGs are not. I don't know if it's my age, my experience, or my genetics but much of the published work on the theoretical basis /analysis of project managment, and many of the "wonderful" tools (don't get me started about on MS Project) appear pointless. Still "mustn't grumble!"
Good morning!
Welcome Brian .... loved your comments and am really glad you didn't get started on MS Project (although we can share a silent dialogue on this one)!
The current projects I'm working on are large and therefore incorporate a wide range of people - most of whom know nothing about project management either. Typically, I use PM skills/approaches without necessarily labelling them as such. For example - drawing out a stakeholder assessment grid - but proposing it as 'creating a picture of all the people who may want to participate in the job we're doing, have to participate, don't want this job completed or ought to know'. We then look at their perceived positions (support/hinderance) etc.
Look forward to hearing more about your experiences and suggestions.
It’s great to hear from people with a range of interests and backgrounds. With the technological advances supporting better social networking I hope that it becomes easier for people to remotely contribute to the debates that the SIG promotes (and provokes!) on the importance of people in projects.
Brian
That's a cracking line on 'working for a fool'
Hope you don't mind if I pinch it ?...
Andy
Hello all,
I’ve been involved with the People SIG for a few years now, and currently hold the communications remit on the Committee. My original interest in joining the SIG stemmed from frustration with the way project management had moved away from people to an unhealthy level of focus on process, and the desire to try and do something about it.
Not sure it's had anything to do with me, but it’s good to see so much more interest recently in the people-related aspects of projects. There is still a way to go, but the SIG is certainly taking a lead in getting the message across to the PM community.
As a Director of E AND H Consulting, the day job tends to be around delivering projects in organisations that don’t have a project management culture, mainly in the not-for-profit and public sectors. I have a strong belief in the need for improved project management as an enabler of effective change in non-traditional sectors – and with a manifesto around this remit I was elected to the APM Board as a Director and Trustee at the last AGM. Being on the Board also gives me the opportunity to keep the 'people' dimension at the 'top table' in the APM.
Hello all,
I first started getting interested as a volunteer for the APM when attending my first conference at the King's Fund several years ago. Since then I've gradually built up my involvement with the People SIG over the last 3 years by becoming a member of the committee. As a volunteer, I get to meet other like-minded professionals from a diaspora of projects and programmes, and its both interesting and stimulating.
After managing projects and programmes for over 20 years, I was a 'late entry' into our professional body, but have not regretted it for one day. I'm looking forward to 2012 as we have decided to theme our SIG work around Resilience; this is going to be as challenging to execute as it will be rewarding when completed. Anybody interested, even in a small way?
Sion
I have been actively involved in the People SIG committee for a couple of years with a particular interest in ensuring that we understand the needs of our members and deliver a programme of activity that enables those that get involved to improve their understanding and performance.
I have spent nearly 30 years in the delivery of complex aerospace and defence programmes. This has been primarily within industry but I have also worked as a consultant and interim.
I am a Registered Project Professional and in my career have seen all manner of projects: large and small, product and service, successful and not so successful. My overiding experience throughout is the pivotal part played by people in ensuring that projects succeed. Thats why I get involved and want to make a difference!
Hi Everyone, I’m Jane Royden, current Chair of the People SIG. Welcome to our online community. If you have a few minutes, please introduce yourself and share your thoughts, ideas and questions with the People SIG community. We would love to hear from you.
My background has been quite varied, from studying Meteorology at University, I went on to a 15 year career in IT at Birmingham City Council’s Housing Department. Since 2002, as a Director of E AND H, I’ve been involved with a range of projects, management roles and change programmes. We provide support to a range of organisations mainly in the not-for-profit and public sector in the UK. Every day is different - new projects and new people, but often the same issues.
My personal interests are in identifying the sort of things that give us confidence as project, programme and change managers. What really makes the difference to our outlook, how we feel, how we communicate and ultimately what we deliver? For me, this underpins my interpretation of the People SIG’s vision for ‘inspired and inspiring project managers’.
Hi All, I'm Tim Lyons, and I know many of you I think! I've been working in projects for a few decades, starting in broadcasting and these days mainly in transportation/infrastructure.
In contrast to other comments I do have to bang the drum for research into the people side of what we do, since there really isn't enough of it. Without effective models of of how systems work and then following those models, we end up like so many projects do, in 'Groundhog Day' - repeating old mistakes over again.
While I have always appreciated people in their own individual wonderful uniqeness, and far from being 'systems', nevertheless I don't think it's unreasonable to consider people as operating systematically in a work environment, which we all do to an extent.
Therefore a better understanding of how people operate within project environments is what floats my boat, because only then can we really learn from best practice. After all it was only a fw years ago when project managers (in some industries) were expected to kick ass and take no prisoners.... this was the perceived wisdom of the day. It would be rare to find that view these days.