Guest view: The paradox of the IT project manager

Raed S. Haddad, Asia Pacific Managing Director, ESI International

The project management office (PMO) should be involved in this area as they have been shown to be a crucial body in providing structured training and paving the career paths for project managers in Asia Pacific. Ongoing training and development is instrumental in advancing the IT project manager's career path and improving salaries.

Continuous learning is intricately linked to talent retention and succession management. It is paramount for CIOs and IT leaders to manage their talent flow to ensure that their team members are developed comprehensively and frequently to meet both current and future needs. This requires baselining the current talent of the IT project team, defining clear competency requirements for meeting both departmental and overall business needs in the near and long term, identifying gaps in achieving those requirements, laying out a development framework, and executing against that framework.

An effective succession strategy can help ensure IT and business continuity for the organisation, through focusing on ongoing development of competencies, and enhancing employee motivation and performance around meeting overall business needs.

Raed S. Haddad is ESI International's Asia Pacific Managing Director

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