The two articles we read for this week focused on the skills needed for effective project management in the IT sector. Bouraad summed up his article in the conclusion by claiming that it redefined the role and responsibilities of the operations manager. His article sums up these roles in such a clear and concise manner that it should be mandatory reading for any operations manager, especially at the beginning of their career. Randolph’s article was a more detailed case study of how effective IT project managers at utilising knowledge reuse within an IT consulting company.

Both authors addressed critical issues within a project management environment. Bouraad clarified the responsibilities of the operations manager, which always need to be clarified no matter how much experience the person has to maintain efficient running of a project. Randolph highlighted that knowledge repositories generally didn’t address the needs of junior project managers and that more needs to be done to address their knowledge needs.

In Randolph’s case study it seemed that the people in the case study were working as individuals even though they were part of a team, it would be useful if the author addressed this issue in his recommendations for the company. However, I think this article highlights that practice makes perfect, as senior project managers used company resources more effectively to find solutions to their problems.

Both texts support other readings I have done on this topic. Bouraad’s article clarified what I need to do to fulfill my role as project manager in future projects.

Bouraad, F. (2010). IT project portfolio governance: The emerging operation manager. Project Management Journal, 41(5), 74-86. doi:10.1002/pmj.20083

Randolph, A. B., & Petter, S. (2009). Developing soft skills to manage user expectations in IT projects: Knowledge reuse among IT project managers. Project Management Journal, 40(4), 45-59. doi:10.1002/pmj.20130


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