Manager-Leader Gap in IT Strategy

So who is the visionary in this bunch?

A leader, a manager, and a business person?

An illustration of the manager/leader gap discussed earlier (here) is drawn in this back-and-forth among Glenn Whitfield (here), Andrew Meyer (here), and others.  All good stuff, though the last two comments on Glenn’s post — from Long Huynh at CIO Assistant and Glenn himself — get closest to my perpsective.

The idea that a CIO can perform well by operating with one style is pernicious.  Unfortunately, many reinforce this idea — see this State of the CIO 2007 feature from CIO Magazine that identifies CIO archetypes (and even offers a “self-assessment” tool for self-archetyping).

I wonder…how can a single-archetype CIO be successful when his/her IT portfolio must contain very disparate types of projects and programs (e.g., “stay in the game” vs. “win the game” vs. “change the game” initiatives)?

PM Standards are not Holy Writ

Andrew Meyer at Inquiries into Alignment provides a useful corrective to the faith that we project management types put in our industry standards and frameworks (post here).   He hits on a lot of topics that are only alluded to in our project management “bibles”:

[P]rojects often pull people from different departments together to work on a project. While that is what the project requires to be successful, what does that mean for the people pulled from the different departments? Is the project of primary importance to them or is what’s happening in their department of primary importance?

Now, I believe Andrew that has set up a bit of a straw man here.  I’m not sure that it is the responsibility of the PMBOK Guide or PRINCE2 to elaborate some of these topics fully (I’ll leave Agile aside for the moment).  At least in the case of the PMBOK Guide, it is only a guide to the project management body of knowledge.  While a guide should reference the need to ensure business alignment, only so much content “meat” can be expected from such a guide.

My take is that firms should not count on generic standards to cover some of these topics —  one’s firm-specific methodology should elaborate the questions Andrew suggests (and more):

What is the business environment your company is working in?
How is that environment changing?
What is happening inside the business?
What is the state of the project?
Where does it need to go?
What needs to happen to get it there?  

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