I found this article very relevant and helpful for me as I am debating on whether to pursue the profession of project management. The thought provoking, practical and relevant topics, trends and survey results in the article help me question and reflect on how I am perceived within my organization not only as an individual project manager, but also the perception of different leaders for what we often call it a competency of project management.

It was surprising (even a little alarming) to me when the article stated that there is an obvious "image problem among senior leaders, with project managers being seen as tactical troubleshooters rather than strategic partners" and that "leaders must identify the specific and detailed set of capabilities that will confer the greatest competitive advantage in alignment with their strategic priorities." Projects come in various sizes, but more often than not, every project has an implication to the business growth and improvement. Some projects have a direct impact on the relationship with the customers. It was alarming to learn that there would be an image problem that the project managers are of the 'tactical troubleshooters.'

Especially after taking this class and PM BOX knowledge areas, I find it more and more critical for project managers to be an integral part of the strategic planning. If the project managers are not engaged as strategic partners to align and be part of the planning, it may, in the extreme case, jeopardize the direction of the planning and execution of projects. How can the leadership trust and empower the project managers without considering them as strategic partners and engaging them with the business strategy. At an organizational and leadership level, there is a need to break this traditional image of the project manager as someone 'providing the project delivery and facilitation services.'

It is also interesting to see the attributes for which there is a bigger difference between the senior leaders in front-runner vs. all senior leaders. While both groups' perceptions are aligned on problem-solving attributes, there is a pretty significant difference for project managers' perceptions for the attributes of change makers (difference as big as 23%), creativity, essential and realization of visions. I am strongly in alignment with the PMI and PwC global survey results on capability gaps among the top five capabilities of a project manager are relationship building, collaborative leadership and strategic thinking. The survey results also challenged me to assess myself in two areas for which the survey results showed the highest percentage of absence: commercial awareness and creative problem solving. Whether it's perceived absence or of a true absence, those are the two capabilities that will make project managers as more relevant, value-added, strategic partners. Especially with the commercial awareness, I look to take more time to develop, engage and enhance in this area as it will help me successfully stay aligned to the overall organization's direction.

Do you agree with the above paragraphs? If yes, then explain why