Leadership styles - Revision history

S152093 at 19:05, 28 September 2015

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	As suggested in literature, the profession of being a project manager is often called the accidental profession (see for example <ref name="accidentalprof">Pinto, J. K., Kharbanda, O. P., ''Lessons for an Accidental Profession'', (1995)</ref>). This covers the fact that there is a clear tendency of project managers being employed on behalf of their academic qualifications or the expectations for their future success as a project manager, rather than their experience as project managers<ref name="stillaccidentalprof">Richardson, T. M. et al, ''Is Project Management Still an Accidental Profession? A Qualitative Study of Career Trajectory'', http://sgo.sagepub.com/content/5/1/2158244015572098 (1995)</ref>.		As suggested in literature, the profession of being a project manager is often called the accidental profession (see for example <ref name="accidentalprof">Pinto, J. K., Kharbanda, O. P., ''Lessons for an Accidental Profession'', (1995)</ref>). This covers the fact that there is a clear tendency of project managers being employed on behalf of their academic qualifications or the expectations for their future success as a project manager, rather than their experience as project managers<ref name="stillaccidentalprof">Richardson, T. M. et al, ''Is Project Management Still an Accidental Profession? A Qualitative Study of Career Trajectory'', http://sgo.sagepub.com/content/5/1/2158244015572098 (1995)</ref>.
	[[File:Pmimember.~~png~~\|thumb\|right]]		[[File:Pmimember.PNG\|thumb\|right]]

	But as discussed in<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011)</ref>, time is changing. Figure (SOMETHING) shows the evolution of numbers of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organisations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.		But as discussed in<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011)</ref>, time is changing. Figure (SOMETHING) shows the evolution of numbers of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organisations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.

S152093 at 19:00, 28 September 2015

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	As suggested in literature, the profession of being a project manager is often called the accidental profession (see for example <ref name="accidentalprof">Pinto, J. K., Kharbanda, O. P., ''Lessons for an Accidental Profession'', (1995)</ref>). This covers the fact that there is a clear tendency of project managers being employed on behalf of their academic qualifications or the expectations for their future success as a project manager, rather than their experience as project managers<ref name="stillaccidentalprof">Richardson, T. M. et al, ''Is Project Management Still an Accidental Profession? A Qualitative Study of Career Trajectory'', http://sgo.sagepub.com/content/5/1/2158244015572098 (1995)</ref>.		As suggested in literature, the profession of being a project manager is often called the accidental profession (see for example <ref name="accidentalprof">Pinto, J. K., Kharbanda, O. P., ''Lessons for an Accidental Profession'', (1995)</ref>). This covers the fact that there is a clear tendency of project managers being employed on behalf of their academic qualifications or the expectations for their future success as a project manager, rather than their experience as project managers<ref name="stillaccidentalprof">Richardson, T. M. et al, ''Is Project Management Still an Accidental Profession? A Qualitative Study of Career Trajectory'', http://sgo.sagepub.com/content/5/1/2158244015572098 (1995)</ref>.
			[[File:Pmimember.png\|thumb\|right]]

	But as discussed in<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011)</ref>, time is changing. Figure (SOMETHING) shows the evolution of numbers of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organisations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.		But as discussed in<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011)</ref>, time is changing. Figure (SOMETHING) shows the evolution of numbers of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organisations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.

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 No matter what perspective one must have, it seems like it is a field within which there is room for more research to be done. And until then, the conclusion must be: when in doubt, bring in an expert.
 ==References==
 <references />

S152093 at 18:47, 28 September 2015

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	'''PMBOK:''' In the PMI standard (PMBOK)<ref name="pmbok5">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fifth Edition, Project Management Institute, Inc., Pennsylvania, USA,		'''PMBOK:''' In the PMI standard (PMBOK)<ref name="pmbok5">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fifth Edition, Project Management Institute, Inc., Pennsylvania, USA,
	2013)</ref>, it is mentioned that in addition to area-specific skills, project managers possess a set of characteristics, being within the area of knowledge, performance and personal<ref name="~~pmbok~~" />. These characteristics covers the project manager's knowledge, hes ability to perform and then personal relations.		2013)</ref>, it is mentioned that in addition to area-specific skills, project managers possess a set of characteristics, being within the area of knowledge, performance and personal<ref name="pmbok5" />. These characteristics covers the project manager's knowledge, hes ability to perform and then personal relations.

	'''ISO standard:''' In the ISO standard, "Competencies of project personnel" describes the competencies a project manager should have and the competencies that the project team as a unit should have<ref name="iso">Dansk Standard, ''ISO 21500, Guidance on Project Management'', First Edition, Dansk Standard, Copenhagen, Denmark, (2012)</ref>. Here it is stated that the project team should have a certain skill set, and that any gap between the required and available competencies could be a risk, and should be addressed. On the other hand there are listed three categories of competencies that a project manager should possess, that being technical competencies, behavioural competencies, and contextual competencies<ref name="iso">Dansk Standard, ''ISO 21500, Guidance on Project Management'', First Edition, Dansk Standard, Copenhagen, Denmark, (2012)</ref>.		'''ISO standard:''' In the ISO standard, "Competencies of project personnel" describes the competencies a project manager should have and the competencies that the project team as a unit should have<ref name="iso">Dansk Standard, ''ISO 21500, Guidance on Project Management'', First Edition, Dansk Standard, Copenhagen, Denmark, (2012)</ref>. Here it is stated that the project team should have a certain skill set, and that any gap between the required and available competencies could be a risk, and should be addressed. On the other hand there are listed three categories of competencies that a project manager should possess, that being technical competencies, behavioural competencies, and contextual competencies<ref name="iso">Dansk Standard, ''ISO 21500, Guidance on Project Management'', First Edition, Dansk Standard, Copenhagen, Denmark, (2012)</ref>.

S152093 at 18:46, 28 September 2015

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S152093 at 18:38, 28 September 2015

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	But before we get started, let me introduce the difference between a manager and a leader. These are two terms that are being used a lot within this article, although the main focus will be on project management.		But before we get started, let me introduce the difference between a manager and a leader. These are two terms that are being used a lot within this article, although the main focus will be on project management.

	~~\textbf{~~Manager:} A manager has a degree of power from the position that he is in. He is structured, analytical, and rational, and he creates stability within a project.		'''Manager:''' A manager has a degree of power from the position that he is in. He is structured, analytical, and rational, and he creates stability within a project.
	~~\textbf{~~Leader:} A leader, on the other hand, has power because people let him have power. He is courageous, innovative, and visionary, and initiates changes.
			'''Leader:''' A leader, on the other hand, has power because people let him have power. He is courageous, innovative, and visionary, and initiates changes.

	==Introduction==		==Introduction==
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	<ref name="pmbok4">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fourth Edition, Project Management Institute, Inc., Pennsylvania, USA, (2008)</ref>		<ref name="pmbok4">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fourth Edition, Project Management Institute, Inc., Pennsylvania, USA, (2008)</ref>

	~~\bibitem{~~iso}		<ref name="iso">Dansk Standard, ''ISO 21500, Guidance on Project Management'', First Edition, Dansk Standard, Copenhagen, Denmark, (2012)</ref>
	Dansk Standard,
	~~\emph{~~ISO 21500, Guidance on Project Management},
	First Edition,
	Dansk Standard,
	Copenhagen, Denmark,
	(2012)

	~~\bibitem{~~ipma}		<ref name="ipma">International Project Management Association, ''ICB - IPMA Competence Baseline'', Third Edition, International Project Management Association, Nijkerk, The Netherlands, (2006)</ref>
	International Project Management Association,
	~~\emph{~~ICB - IPMA Competence Baseline},
	Third Edition,
	International Project Management Association,
	Nijkerk, The Netherlands,
	(2006)

	~~\bibitem{~~pmboksoftware}		<ref name="pmboksoftware">Caupin, G., et al, ''Software Extension to the PMBOK® Guide Fifth Edition, review'', Fifth Edition, http://marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00101457501 [visited 25/09 - 2015]</ref>
	Caupin, G., et al,
	~~\emph{~~Software Extension to the PMBOK® Guide Fifth Edition, review},
	Fifth Edition,
	http://marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00101457501 [visited 25/09 - 2015]

	~~\bibitem{~~accidentalprof}		<ref name="accidentalprof">Pinto, J. K., Kharbanda, O. P., ''Lessons for an Accidental Profession'', (1995)</ref>
	Pinto, J. K., Kharbanda, O. P.,
	~~\emph{~~Lessons for an Accidental Profession},
	(1995)

	~~\bibitem{~~stillaccidentalprof}		<ref name="stillaccidentalprof">Richardson, T. M. et al, ''Is Project Management Still an Accidental Profession? A Qualitative Study of Career Trajectory'', http://sgo.sagepub.com/content/5/1/2158244015572098 (1995)</ref>
	Richardson, T. M. et al,
	~~\emph{~~Is Project Management Still an Accidental Profession? A Qualitative Study of Career Trajectory},
	http://sgo.sagepub.com/content/5/1/2158244015572098
	(1995)

	~~\bibitem{~~thenandnow}		<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011)</ref>
	Ranf, D. E.,
	~~\emph{~~Project management: Then and now},
	Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603
	(2011)

	~~\bibitem{~~jointleader}		<ref name="jointleader">Palmer, M., ''Two chiefs not necessarily better than one'', Financial Times, http://www.ft.com/cms/s/2/3d509590-45d8-11e1-acc9-00144feabdc0.html#axzz3myDawPXD [visited 27/09 - 2015]</ref>
	Palmer, M.,
	~~\emph{~~Two chiefs not necessarily better than one},
	Financial Times,
	http://www.ft.com/cms/s/2/3d509590-45d8-11e1-acc9-00144feabdc0.html#axzz3myDawPXD [visited 27/09 - 2015]


	==References==		==References==
	<references />		<references />

S152093 at 18:21, 28 September 2015

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@@ Line 15: / Line 15: @@
 In the following, three standards are being introduced. In particular, their view on the best version of a project manager is at interest.
-'''PMBOK:''' In the PMI standard (PMBOK) \cite{pmbok5}, it is mentioned that in addition to area-specific skills, project managers possess a set of characteristics, being within the area of knowledge, performance and personal \cite[page 13]{pmbok5}. These characteristics covers the project manager's knowledge, hes ability to perform and then personal relations.
+'''PMBOK:''' In the PMI standard (PMBOK) <ref name="pmbok5">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fifth Edition, Project Management Institute, Inc., Pennsylvania, USA,
 '''ISO standard:''' In the ISO standard, "Competencies of project personnel" describes the competencies a project manager should have and the competencies that the project team as a unit should have \cite{iso}. Here it is stated that the project team should have a certain skill set, and that any gap between the required and available competencies could be a risk, and should be addressed. On the other hand there are listed three categories of competencies that a project manager should possess, that being technical competencies, behavioural competencies, and contextual competencies \cite[page 7]{iso}.
@@ Line 103: / Line 104: @@
 No matter what perspective one must have, it seems like it is a field within which there is room for more research to be done. And until then, the conclusion must be: when in doubt, bring in an expert.
-\bibitem{pmbok5}
+<ref name="pmbok4">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fourth Edition, Project Management Institute, Inc., Pennsylvania, USA, (2008)</ref>
 \bibitem{iso}
@@ Line 165: / Line 151: @@
 Financial Times,
 http://www.ft.com/cms/s/2/3d509590-45d8-11e1-acc9-00144feabdc0.html#axzz3myDawPXD [visited 27/09 - 2015]

S152093 at 18:05, 28 September 2015

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Show changes

S152093 at 17:59, 28 September 2015

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 '''PMBOK:''' In the PMI standard (PMBOK) \cite{pmbok5}, it is mentioned that in addition to area-specific skills, project managers possess a set of characteristics, being within the area of knowledge, performance and personal \cite[page 13]{pmbok5}. These characteristics covers the project manager's knowledge, hes ability to perform and then personal relations.
-These are all well known standards that are used across various fields and industries. They guide project managers to follow the best practice of management in a given project.\\
+'''ISO standard:''' In the ISO standard, "Competencies of project personnel" describes the competencies a project manager should have and the competencies that the project team as a unit should have \cite{iso}. Here it is stated that the project team should have a certain skill set, and that any gap between the required and available competencies could be a risk, and should be addressed. On the other hand there are listed three categories of competencies that a project manager should possess, that being technical competencies, behavioural competencies, and contextual competencies \cite[page 7]{iso}.
-They all describe processes, techniques, and concepts, although the level of details within each standard varies a lot. \\
-\\
+The ''technical competencies'' describes processes, terminology and concepts, all within project management.
 In the brief overview of what skills a project manager must possess, it might at first glance seem surprising that there is a lack of requirement of the field specific technical knowledge. There is a long list of requirement to the technical knowledge in the sense of project management techniques, but the demand of area specific technical knowledge is limited.\\
 It is noted that the organisations behind the standards all have an interest of being as broad as possible, so that as many project managers and leaders can use and apply their standards.\\

S152093 at 17:56, 28 September 2015

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← Older revision		Revision as of 17:56, 28 September 2015
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	\textbf{Leader:} A leader, on the other hand, has power because people let him have power. He is courageous, innovative, and visionary, and initiates changes.		\textbf{Leader:} A leader, on the other hand, has power because people let him have power. He is courageous, innovative, and visionary, and initiates changes.

	~~\subsection*{~~Introduction}		==Introduction==
	For project management, there exist many standards. These standards aim to describe project management across different types of projects and across fields. They for example describe the best practise of the initiation, planning, implementation, controlling and closing of a project, and introduce a long list of tools in order to have the best chances of achieving success within a project. These standards also have a view of the best version of a project manager and the abilities that he should possess.		For project management, there exist many standards. These standards aim to describe project management across different types of projects and across fields. They for example describe the best practise of the initiation, planning, implementation, controlling and closing of a project, and introduce a long list of tools in order to have the best chances of achieving success within a project. These standards also have a view of the best version of a project manager and the abilities that he should possess.

	In the following, three standards are being introduced. In particular, their view on the best version of a project manager is at interest.		In the following, three standards are being introduced. In particular, their view on the best version of a project manager is at interest.
	~~\textbf{~~PMBOK:} In the PMI standard (PMBOK) \cite{pmbok5}, it is mentioned that in addition to area-specific skills, project managers possess a set of characteristics, being within the area of knowledge, performance and personal \cite[page 13]{pmbok5}. These characteristics covers the project manager's knowledge, hes ability to perform and then personal relations.
			'''PMBOK:''' In the PMI standard (PMBOK) \cite{pmbok5}, it is mentioned that in addition to area-specific skills, project managers possess a set of characteristics, being within the area of knowledge, performance and personal \cite[page 13]{pmbok5}. These characteristics covers the project manager's knowledge, hes ability to perform and then personal relations.
	\textbf{ISO standard:} In the ISO standard, "Competencies of project personnel" describes the competencies a project manager should have and the competencies that the project team as a unit should have \cite{iso}. Here it is stated that the project team should have a certain skill set, and that any gap between the required and available competencies could be a risk, and should be addressed. On the other hand there are listed three categories of competencies that a project manager should possess, that being technical competencies, behavioural competencies, and contextual competencies \cite[page 7]{iso}.		\textbf{ISO standard:} In the ISO standard, "Competencies of project personnel" describes the competencies a project manager should have and the competencies that the project team as a unit should have \cite{iso}. Here it is stated that the project team should have a certain skill set, and that any gap between the required and available competencies could be a risk, and should be addressed. On the other hand there are listed three categories of competencies that a project manager should possess, that being technical competencies, behavioural competencies, and contextual competencies \cite[page 7]{iso}.
	The \textit{technical competencies} describes processes, terminology and concepts, all within project management.		The \textit{technical competencies} describes processes, terminology and concepts, all within project management.

← Older revision		Revision as of 18:46, 28 September 2015
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	In the following, three standards are being introduced. In particular, their view on the best version of a project manager is at interest.		In the following, three standards are being introduced. In particular, their view on the best version of a project manager is at interest.

	'''PMBOK:''' In the PMI standard (PMBOK) <ref name="pmbok5">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fifth Edition, Project Management Institute, Inc., Pennsylvania, USA,		'''PMBOK:''' In the PMI standard (PMBOK)<ref name="pmbok5">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fifth Edition, Project Management Institute, Inc., Pennsylvania, USA,
	2013)</ref>, it is mentioned that in addition to area-specific skills, project managers possess a set of characteristics, being within the area of knowledge, performance and personal ~~\cite[page 13]{pmbok5}~~. These characteristics covers the project manager's knowledge, hes ability to perform and then personal relations.		2013)</ref>, it is mentioned that in addition to area-specific skills, project managers possess a set of characteristics, being within the area of knowledge, performance and personal<ref name="pmbok" />. These characteristics covers the project manager's knowledge, hes ability to perform and then personal relations.

	'''ISO standard:''' In the ISO standard, "Competencies of project personnel" describes the competencies a project manager should have and the competencies that the project team as a unit should have ~~\cite{~~iso}. Here it is stated that the project team should have a certain skill set, and that any gap between the required and available competencies could be a risk, and should be addressed. On the other hand there are listed three categories of competencies that a project manager should possess, that being technical competencies, behavioural competencies, and contextual competencies ~~\cite[page 7]{~~iso}.		'''ISO standard:''' In the ISO standard, "Competencies of project personnel" describes the competencies a project manager should have and the competencies that the project team as a unit should have<ref name="iso">Dansk Standard, ''ISO 21500, Guidance on Project Management'', First Edition, Dansk Standard, Copenhagen, Denmark, (2012)</ref>. Here it is stated that the project team should have a certain skill set, and that any gap between the required and available competencies could be a risk, and should be addressed. On the other hand there are listed three categories of competencies that a project manager should possess, that being technical competencies, behavioural competencies, and contextual competencies<ref name="iso">Dansk Standard, ''ISO 21500, Guidance on Project Management'', First Edition, Dansk Standard, Copenhagen, Denmark, (2012)</ref>.

	The ''technical competencies'' describes processes, terminology and concepts, all within project management.		The ''technical competencies'' describes processes, terminology and concepts, all within project management.
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	The ''contextual competencies'' describes the context of the project, i.e., the project within the organization and environment.		The ''contextual competencies'' describes the context of the project, i.e., the project within the organization and environment.

	'''IPMA:''' The International Project Management Association (IPMA) divides project management skills in the same three categories as the ISO standard in their "Competence baseline" ~~\cite{~~ipma}. IPMA focuses on competence elements, whereof the majority of them are in the technical category. The two other categories, behavioral and contextual competencies, are also described in this standard though.		'''IPMA:''' The International Project Management Association (IPMA) divides project management skills in the same three categories as the ISO standard in their "Competence baseline"<ref name="ipma">International Project Management Association, ''ICB - IPMA Competence Baseline'', Third Edition, International Project Management Association, Nijkerk, The Netherlands, (2006)</ref>. IPMA focuses on competence elements, whereof the majority of them are in the technical category. The two other categories, behavioral and contextual competencies, are also described in this standard though.


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	It is noted that the organisations behind the standards all have an interest of being as broad as possible, so that as many project managers and leaders can use and apply their standards.		It is noted that the organisations behind the standards all have an interest of being as broad as possible, so that as many project managers and leaders can use and apply their standards.

	In the PMBOK there is a slight opening of a discussion about area specific skills, but the majority of the concept is treated in an appendix in the 4th edition ~~\cite{~~pmbok4}, and is referred to as "Application Area Extensions". Noticeably this section has been removed in the 5th edition \cite{pmbok5}. This though is only an introduction to the extension material that PMI offers within each project type, e.g. software projects, construction projects, etc., and treats for example area specific practices ~~\cite{~~pmboksoftware}.		In the PMBOK there is a slight opening of a discussion about area specific skills, but the majority of the concept is treated in an appendix in the 4th edition<ref name="pmbok4">Project Management Institute, ''A Guide to the Project Management Body of Knowledge'', Fourth Edition, Project Management Institute, Inc., Pennsylvania, USA, (2008)</ref>, and is referred to as "Application Area Extensions". Noticeably this section has been removed in the 5th edition \cite{pmbok5}. This though is only an introduction to the extension material that PMI offers within each project type, e.g. software projects, construction projects, etc., and treats for example area specific practices<ref name="pmboksoftware">Caupin, G., et al, ''Software Extension to the PMBOK® Guide Fifth Edition, review'', Fifth Edition, http://marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00101457501 [visited 25/09 - 2015]</ref>.

	The ISO standard does not treat the subject at all, while the IPMA is the standard that goes the most in depth with the subject. The section on Contextual Competencies describe the link between the project and the organisation. In the element description "Permanent Organisation", it is mentioned that "If the project manager is experienced in the respective sector and industry, he will be in a better position to understand these factors. [The planning and management principles of the operations of the permanent organisation, red.]"		The ISO standard does not treat the subject at all, while the IPMA is the standard that goes the most in depth with the subject. The section on Contextual Competencies describe the link between the project and the organisation. In the element description "Permanent Organisation", it is mentioned that "If the project manager is experienced in the respective sector and industry, he will be in a better position to understand these factors. [The planning and management principles of the operations of the permanent organisation, red.]"
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	One does encounter various problems with this method of employing project managers in a company. First of all, the specialized knowledge and experience gained over a long time is taken away from a project team (REFERENCE). Second of all, there are often organizational politics involved in the decision of hiring an employee in a new position within the organization. What should have been a decision based on qualifications can then easily become a political decision. (REFERENCE). Thirdly there could be a tendency of people working in the same field within the same company for years after years to be more narrow minded. This will result in project managers to be less likely to think out of the box and to have a very set way of doing things.		One does encounter various problems with this method of employing project managers in a company. First of all, the specialized knowledge and experience gained over a long time is taken away from a project team (REFERENCE). Second of all, there are often organizational politics involved in the decision of hiring an employee in a new position within the organization. What should have been a decision based on qualifications can then easily become a political decision. (REFERENCE). Thirdly there could be a tendency of people working in the same field within the same company for years after years to be more narrow minded. This will result in project managers to be less likely to think out of the box and to have a very set way of doing things.

	Judging from Richardson et al ~~\cite{~~stillaccidentalprof}, it seems that academics working their way up the ranks, is actually the career path that many project managers have taken.		Judging from Richardson et al<ref name="stillaccidentalprof">Richardson, T. M. et al, ''Is Project Management Still an Accidental Profession? A Qualitative Study of Career Trajectory'', http://sgo.sagepub.com/content/5/1/2158244015572098 (1995)</ref>, it seems that academics working their way up the ranks, is actually the career path that many project managers have taken.


	As suggested in literature, the profession of being a project manager is often called the accidental profession (see for example ~~\cite{~~accidentalprof}). This covers the fact that there is a clear tendency of project managers being employed on behalf of their academic qualifications or the expectations for their future success as a project manager, rather than their experience as project managers ~~\cite{~~stillaccidentalprof}.		As suggested in literature, the profession of being a project manager is often called the accidental profession (see for example <ref name="accidentalprof">Pinto, J. K., Kharbanda, O. P., ''Lessons for an Accidental Profession'', (1995)</ref>). This covers the fact that there is a clear tendency of project managers being employed on behalf of their academic qualifications or the expectations for their future success as a project manager, rather than their experience as project managers<ref name="stillaccidentalprof">Richardson, T. M. et al, ''Is Project Management Still an Accidental Profession? A Qualitative Study of Career Trajectory'', http://sgo.sagepub.com/content/5/1/2158244015572098 (1995)</ref>.

	But as discussed in ~~\cite{~~thenandnow}, time is changing. Figure (SOMETHING) shows the evolution of numbers of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organisations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.		But as discussed in<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011)</ref>, time is changing. Figure (SOMETHING) shows the evolution of numbers of members of PMI worldwide, and as seen on the curve the number of memberships is increasing almost exponentially. Although it refers to the number of members of PMI (and not all other project management organisations), it can be seen as a clear sign of the significance of projects, but in particular the increasing significance as project management as a profession.

	Traditionally, project managers were valued for their technological knowledge that they could apply within a certain project. Having business knowledge was an advantage, but not a requirement. Now, on the other hand, project managers are valued for the business knowledge, and technological knowledge is an advantage.		Traditionally, project managers were valued for their technological knowledge that they could apply within a certain project. Having business knowledge was an advantage, but not a requirement. Now, on the other hand, project managers are valued for the business knowledge, and technological knowledge is an advantage.

	This has to be seen in relation to the change of the working market. Projects are incorporated in work settings in a completely new way, and as discussed, the demand of project managers is increasing. Now the project manager's primarily job isn't necessarily to contribute with technological knowledge. According to Ranf ~~\cite{~~thenandnow}, the business aspect has an increasing importance, in order for the project manager to contribute to business decisions etc. Another aspect of the project management, is political abilities. As the number of projects increases, the political environment increases, and the project manager has to move within a more complex organizational structure.		This has to be seen in relation to the change of the working market. Projects are incorporated in work settings in a completely new way, and as discussed, the demand of project managers is increasing. Now the project manager's primarily job isn't necessarily to contribute with technological knowledge. According to Ranf<ref name="thenandnow">Ranf, D. E., ''Project management: Then and now'', Annales Universitatis Apulensis: Series Oeconomica, 13, 596-603 (2011)</ref>, the business aspect has an increasing importance, in order for the project manager to contribute to business decisions etc. Another aspect of the project management, is political abilities. As the number of projects increases, the political environment increases, and the project manager has to move within a more complex organizational structure.


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	A solution used in some bigger companies, is the dual leadership model. Duos of leaders are composed, in hopes of the duo to compliment each other. If the duo is working efficiently, a wider set of leadership skills is covered within a field. That can e.g. be technological knowledge on one hand, and more management oriented abilities on the other.		A solution used in some bigger companies, is the dual leadership model. Duos of leaders are composed, in hopes of the duo to compliment each other. If the duo is working efficiently, a wider set of leadership skills is covered within a field. That can e.g. be technological knowledge on one hand, and more management oriented abilities on the other.

	Among the companies that have tried this method, is Goldman Sachs, Unilever, and Motorola ~~\cite{~~jointleader}.		Among the companies that have tried this method, is Goldman Sachs, Unilever, and Motorola<ref name="jointleader">Palmer, M., ''Two chiefs not necessarily better than one'', Financial Times, http://www.ft.com/cms/s/2/3d509590-45d8-11e1-acc9-00144feabdc0.html#axzz3myDawPXD [visited 27/09 - 2015]</ref>.

	This model brings challenges with it. There has to be a clear definition of roles, for the duo to work dynamically. There also has to be a very clear communication strategy, for information to flow efficiently within an organization. The duo needs to have a good chemistry and be able to challenge each other, but it is also suggested that a constellation like this can slow down the response to changes withing an organization or project ~~\cite{~~jointleader}.		This model brings challenges with it. There has to be a clear definition of roles, for the duo to work dynamically. There also has to be a very clear communication strategy, for information to flow efficiently within an organization. The duo needs to have a good chemistry and be able to challenge each other, but it is also suggested that a constellation like this can slow down the response to changes withing an organization or project<ref name="jointleader" />.

	But these examples are less dominant compared to the cost of a setup like this. One successful and money-making project after the other could very easily make the setup worth it, but it puts a very natural limitation of the types of companies and projects that could have use of this model. It simply has to be of a certain size in order to make sense, and have the acquired budget.		But these examples are less dominant compared to the cost of a setup like this. One successful and money-making project after the other could very easily make the setup worth it, but it puts a very natural limitation of the types of companies and projects that could have use of this model. It simply has to be of a certain size in order to make sense, and have the acquired budget.