All posts by ibrahimdani

The Power of Project Management Technology Quotient (PMTQ)

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(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter published in March 2024)

In the dynamic landscape of project management, staying ahead of the curve is not just a desirable trait—it’s imperative for success. With technology evolving at breakneck speed and AI platforms and solutions spreading rapidly, project managers and organisations need a robust framework to effectively integrate and leverage technology. Enter PMTQ, or Project Management Technology Quotient, a game-changing concept that is reshaping the way we approach project management in the age of AI and digital transformation.

Understanding PMTQ

PMTQ is more than just another industry buzzword; it represents a strategic approach to evaluating an organisation’s and project manager’s ability to manage and integrate technology effectively. At its core, PMTQ assesses the readiness of individuals and teams to harness technology to drive project success.

Why PMTQ Matters

In today’s fast-paced business environment, AI and other emerging technologies are revolutionising project management. According to research by the Project Management Institute (PMI), project managers with a high PMTQ are better equipped to lead successful AI implementations. PMTQ serves as a critical bridge between AI strategy and real-world execution, enabling organisations to maximise the potential of cutting-edge technologies.

Key Traits of High PMTQ

A high PMTQ is characterised by several essential traits that empower project managers and organisations to thrive in the digital era:

  1. Always-On Curiosity: Project managers with a high PMTQ possess a relentless curiosity for emerging project delivery practices. They stay abreast of the latest technological trends without succumbing to hype, ensuring that their approach remains grounded in practicality and relevance.
  • All-Inclusive Leadership: Effective leadership is at the heart of successful project management. High PMTQ project managers excel at fostering collaboration and synergy among diverse teams, whether they consist of human talent or cutting-edge AI solutions. By embracing inclusivity, these leaders unlock the full potential of their teams and drive innovation forward.
  • Future-Proof Talent Pool: In today’s knowledge-driven economy, talent is the ultimate competitive advantage. Organisations with a high PMTQ prioritise recruiting and nurturing individuals with a growth mindset and a commitment to lifelong learning. By investing in a future-proof talent pool, these organisations ensure their ability to adapt and thrive in an ever-evolving technological landscape.
  • Technological Fluency: A deep understanding of emerging technologies is a hallmark of high PMTQ project managers. These individuals possess the technical acumen to leverage AI, machine learning, and other advanced technologies to streamline project workflows and enhance productivity. By staying technologically fluent, they remain at the forefront of innovation and drive meaningful change within their organisations.
  • Adaptability: Flexibility and adaptability are key attributes of high PMTQ project managers. In a rapidly evolving digital landscape, the ability to pivot and respond to change is essential for success. These individuals embrace uncertainty as an opportunity for growth and continuously seek out new ways to optimise project delivery processes.

Transforming AI Strategy into Reality

Whether you’re a seasoned project manager or a forward-thinking organisation, cultivating a high PMTQ is essential for unlocking the full potential of AI and other emerging technologies. By embodying the core principles of PMTQ—curiosity, inclusivity, talent development, technological fluency, and adaptability—you can position yourself and your organisation for success in the digital age.

In conclusion, PMTQ serves as a guiding framework for navigating the complexities of modern project management. By embracing PMTQ principles, project managers and organisations can harness the power of technology to drive innovation, streamline processes, and achieve unparalleled success in today’s rapidly evolving business landscape.

Intelligent Disobedience

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The (true) story goes, a young nurse, fresh out of nursing school, was assigned to a hospital emergency room.  A cardiac patient was rushed in.  After a quick assessment, the experienced emergency room doctor ordered the new nurse to administer the medication he judged the patient needed.  The nurse was stunned because she had been taught that this particular medication carried grave risks for a cardiac patient.  What would you do if you were this freshly graduated nurse and the doctor was older with years of experience?

Well, the nurse told the doctor that she has been taught that particular medication could be fatal in this patient’s situation.  The doctor was bristled at the questioning of his decision and in a raised voice and stern glare told the nurse “You just do it!”.

What would you do? Seriously?  Imagine yourself as the nurse.  If you administer the medication and the patient dies, how are you going to feel?  How will you face the patient’s family?  How will your future be?  But what if the doctor was right?  What if your refusal to act endangers the life you are trying to save?  How will you live with that?  There is no time to hesitate.  Seriously, what would you do?  Obey or disobey?  If something went wrong, will you say, “I was just following orders”?

The nurse quickly thought of an alternative other than either obey or disobey.  She hooked up the IV bag to the patient, injected the medication the doctor had ordered into the bag, and called the doctor over and told him that the medication is ready.  All that was needed was to open the valve on the IV bag.  The nurse said that she couldn’t do it because it violated her training.  The doctor would need to open the valve himself.  This was enough to get the doctor to rethink the risks and the other options that were available.  The doctor changed his order to administer a different medication.  The nurse promptly did, and the patient recovered fully.

Was the doctor incompetent? Probably not.  He may have been working for long hours, or the emergency room was loaded with patients, or any other reason.  This is not the point here.  The point is that, many times, there is a stance that is neither obeying nor disobeying.  At times, those in authority may not be at their best, yet the responsibilities of their position require them to act.  We must be able to see them as both having legitimate authority and human frailty, and at times be prepared to question them, correct them, or even disobey them.  We can’t say “we were just following orders.”

When weighing the right course of action, we must give our own perceptions, training, and values equal validity to the perspectives of those in authority.  We should not constraint ourselves with the two options of obey or disobey.  There are often other options that can lead to better outcomes.  Just take a deep breath and pause to think, and you may be able to offer creative responses that better meet the need of the situation. Remember, if you obey an order, you are still accountable regardless of who issued the order.

This nurse story and other stories are included in the remarkable book Intelligent Disobedience – Doing Right When What You’re Told to Do Is Wrong, by Ira Chaleff.  The author argues that the danger lies in teaching obedience too well, so the habit of unquestioning obedience is carried into adulthood.  From politics to sports, from financial institutions to religious instructions, from education system to law enforcement, there are stories of individuals and whole departments who went along with programs or orders that came from higher levels that defy common sense or our values as people.

Ira Chaleff summarises Intelligent Disobedience as follows: when you receive an order that does not seem appropriate to the mission, goals, and values, clarify the order and examine it whether it involves any problems with safety, effectiveness, cultural sensitivity, or legality; and make a conscious decision whether to comply with the order or resist it and offer an alternative when there is one.