Conclusions — Avoiding the Experience Trap

NOTE: Finally, I’ve gotten to the 12th (and last) post of a series on an HBR article by Prof. Kishore Sengupta, et al on The Experience Trap.  Below are the summarized conclusions with my comments:

  1. Learning on the job simply won’t work in any but the most basic environments: PMs do not have the time or perspective to learn from their mistakes when dealing with chaos.  OTJ is unrealistic outside of simple project management or team leadership roles.
  2. Managers can continue learning only if they’re given some formal training and decision support: This conclusion is especially important for PMOs, which must respond by adjusting training approaches from canned classroom lectures to interactive workshops and simulations specifically tailored to the challenges the PM community will face.
  3. Challenge spending of training dollars most heavily on entry-level hires: This assumption needs to be challenged considering the evolving complexity of projects; regardless, more attention needs to be paid to senior managers.
  4. Importing project-planning tools wholesale from other companies or industries is risky: Plug-and-play fixes to complex problems just aren’t available and worse, are often misleadingly easy to implement, hard to make work.
  5. Senior recruits cannot be expected to hit the ground running: Unless recruits come from exactly the same environment — pretty rare if not impossible — it will be hard for them to jump right in without some substantive exposure via advanced training/on-boarding.

Leave a Reply

Fill in your details below or click an icon to log in: Logo

You are commenting using your account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )

Connecting to %s

%d bloggers like this: