Which IT project managers are the best?

There is no best (s) but the right one (s)

First of all: There is no "best", but there is the "right one" depending on customer expectations. In the area project management Customers need different levels of the skills of our project managers. Sure, you can now say that you should stick to the Swiss ICT definition. A lot of things are explained there regarding roles, qualifications and skills. In our opinion, however, very few of our customers consult such platforms in advance. Therefore, based on our experience, we have tried to inventory 4 "types" of IT project managers below.

The generalist

This type is experienced, communicative and is a good manager. He or she has experience, training in business or information technology and the necessary certificates. Detailed and administrative tasks are gladly delegated. The focus is on the big picture. You primarily feel more responsible for processing issues than for content. These should be developed by competent project staff. Large-scale projects (> 1 million) are the generalist's trophies. Mostly senior or expert level.

The/The Analyst

More technical background regarding education. To be clear: We're still talking about project managers. But with a different version. He or she likes projects that also involve a share of "doing." It should therefore be possible to understand the facts and to work out results yourself. You or he would also be well off as a business analyst or requirements engineer. The actual project execution is a discipline that is also carried out as well as necessary on the side. Ideal for smaller projects or sub-projects with a technical focus, when the project manager expects "more" than just execution tasks. Mostly professional or senior level.

The/The Expert

Special knowledge and experience are available here. The expert knowledge may relate to any technical challenges or project types. For example, someone who has already implemented a number of Active Directory projects or brought projects in trouble to success with turnaround management. As a rule, these are people who like to focus and predominate on these topics. Depending on the situation, other projects are boring or too challenging, as there is simply a lack of interest or familiar routines cannot be used. If, depending on the, specialist knowledge is no longer required, a new field of activity is sought. Mostly senior or expert level.

The/The Emphatic

Difficult environment. Coaching rather than leadership skills are required. Usually a very professionalized core organization, which, however, is difficult to implement. Usually senior or expert level.

None of the project managers we know covers everything. Many combine a maximum of 2 such types. However, we have the advantage that, in total, we have the corresponding characteristics of employees in our company. This allows us to overcome a wide range of challenges as a team without having to switch to new partners. The main thing is that we generate added value for our customers.

Are there any other types for you or do you have any questions? We are looking forward to your feedback.

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About the author

Marcel is CEO of linkyard consulting ag. Due to previous duties as a member of the management board, department head, mandate and project manager in the last 20 years, Marcel can draw on a wide range of know-how in the areas of ICT, strategy and innovation as well as organizational development. He keeps his knowledge in the areas of digitalization, business model innovation and agile organizational forms up to date as a university lecturer for strategy and innovation as well as an audit expert.
marcel.hostettler@linkyard.ch | +41 79 529 90 79