My OD discussion list, as well as an article in Computerworld ("The New Project Manager" http://www.computerworld.com/managementtopics/management/story/0,10801,110268,00.html)
currently addresses the roles of the Organizational Development Consultant and Project Manager. Primarily, does the OD consultant work with an organization´s project manager, or does the consultant serve as the project manager?
The short answer is "both, depending on the situation". Don´t you just love answers like that? Seems that is the answer in so many OD cases. Solutions within an organization are not cut-and-dry; either-or; yes-no very often. Let us look at project management and how an OD consultant fits into the picture.
Ideally, organizations should grow project management talent and skills internally. There are formal project management programs at colleges and universities that yield PM certifications, as well as consultant groups that offer classes that result in a PM certification. However, the best way to grow a strong, effective project manager is through on-the-job experience and guidance. Can you say "mentor"? With the mass exodus of experienced, seasoned leaders and managers in the next few years as the baby boomer generation retires, it serves an organization well to establish a mentoring program that matches newer leaders and managers with experienced ones. The resulting knowledge and skills transfer develops effective project managers along the longevity continuum in the organization.
An OD consultant should play a part in growing strong internal project management skills. Rather than doing the job for someone, the OD consultant can use his or her expertise and "outside view" to make recommendations and provide guidance that develops the internal manager.
However (there´s that caveat again), should the OD consultant be needed to serve as a project manager, said consultant should have the PM skills necessary to do so. And just what are these skills? The Computerworld article referenced above does a nice job of outlining these skills. Briefly, the skills include:
- Having a broad viewpoint - seeing beyond a narrow, focused view of the organization and its issues to appreciate the dynamics of a broader community of interest and practice.
- Becoming "world-wise" - learning to do business within an international culture.
- Communicating on many levels - using technology to communicate effectively and through multiple channels.
- Being politically savvy - understanding what motivates people to do what they do, how to change
behaviors, and with whom to ally to convince others to implement suggested changes. - Selling ideas and suggestions assertively - communicating with strong-minded business people.
- Flexibility - being able to compromise and bend where needed in order to achieve the desired end results.
- Strengthening social skills - becoming a strong people-person rather than a technical specialist.
Read the full article to fill-in the details for the listed project management skills.
Overall, the OD consultant needs to have project management skills in order to lead a client through the
changes for which said consultant is hired. So much the better when internal leaders learn the PM skills.
To find formal project management certification programs, use your favorite Internet search tool and
search for "project management certification". You may need to narrow the search to your city or state because of the long list resulting from this search argument.
Sylvia
