By Andy Crowe
Debunking misconceptions surrounding winning venture managers, this resource builds upon a landmark survey of greater than 800 undertaking managers from worldwide to focus on the features that cause them to stand out within the minds in their groups, senior managers, shoppers, and stakeholders.
Through in-depth interviews and discussions, the typical attributes of those elite venture managers—from personality and ideology to organizational approaches—are exposed and aid to provide an explanation for their achievements.
Painstakingly researched, this consultant deals key insights through offering a number of views at the personality make-up of the world’s so much winning undertaking managers.
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Additional resources for Alpha Project Managers: What the Top 2% Know That Everyone Else Does Not
150 100 Hours of training over past 3 years Distribution of All Responses (Includes Alpha and non-Alpha) 110+ 100 to 1 10 80 to 90 90 to 10 0 70 to 80 60 to 70 50 to 60 40 to 50 30 to 40 20 o 30 0 10 to 20 50 0 to 10 Number of Responses 200 ATTITUDE AND BELIEF Whether Alphas seek out more training or more training contributes to the project manager becoming an Alpha presents a chicken-egg type question. In reality, it is likely that the two factors contribute to each other, but the fact that Alphas engage in more training deserves attention.
Angela is married with three children and holds both a Bachelors and a Masters degree in Finance. “My boss was hired in to create the PMO about five years ago, and that has had a tremendous impact on my work. He made sure we had a process in place and he made sure we all were trained on how it should work, and things really did start to run a lot smoother at that point. Before then, the project managers (myself included) were ready to jump out the window. Nothing was being captured, and no one was improving.
This concentration had an unavoidable impact on the results. Although the factors that contribute to a project manager’s success are largely common no matter where they live, regional and cultural variances will color the outcomes. For instance, there were no controls in place to determine whether a score of 90 out of 100 in Africa is equivalent to a 90 out of 100 in Asia. Also, in some parts of Europe, one is considered the highest, and 100 the lowest. This could serve to confuse some participants and unintentionally color the results.
Alpha Project Managers: What the Top 2% Know That Everyone Else Does Not by Andy Crowe
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