Hey everybody. This is NJ here, the host of the NGA podcast, and this is thriving project management, Thursdays. This is where we share insights and tips on how you can become the best project manager in the world. Project management is important. As joy gum said, operations keeps the lights on. Strategy provides light at the end of the tunnel, but it is project management that drives the organization forward and the world needs great project managers in this world of intense competition. And man's complex, eclectic T and accelerated change. We need you to be the project manager that loves us because everybody wants to be a project. But I able to, wants to do the hard work. And on today's episode, we're going to talk about the talent triangle. When it comes to defining yourself as a project manager and understanding the three elements that you need to consider. To build your skill set to be the most effective. And in which area that you are the most strong and that you can operate in. And this talent triangle was formed formulated by the project management Institute, PMI, the foremost project management organization. And it focuses on three key skillsets competency areas for a project manager, which is technical project management, leadership and strategic and business management. And a project manager is a leader and you're a manager. So. Recent PMs studies applied the project manager competency development framework to the skills needed the project managers through the use of the PMI talent. And we're going to take a, a bit of, uh, an insight into these. The first is technical project management, technical project management. This is the knowledge, skills, and behaviors related to specific domains of the project program and portfolio management. These are the technical aspects of performing one's role. So these are your skills such as Kristen issue management, stakeholder engagement, being able to plan and schedule and execute. And he can also go up with deepen you. Haven't. Dan, the technical elements of your industry. If your insurance, you need to know insurance jargon and the technicalities associated with it, or whether it's mining or engineering or whatever the industry is that you're operating in, there are technical aspects, and this is what technical project management, uh, speaks to. Then you have. Which is very important leadership. This is the nodded skills and behaviors needed to guide, motivate and direct a team to help an organization achieve its business goals. This is being able to galvanize a team members, being able to negotiate with your clients, being able to communicate, being able to have strong emotional intelligence and being able to. Be able to address the elephant in the room. As we talked about earlier, being able to lead and motivate and stray people's opinions for the better and the best outcome of the project. The third skill set is strategic and business management, strategic and business management. This is the knowledge of, and the expertise in the industry and organization. That enhanced performance and better, better delivers business outcomes. This is not understanding the contracts, understanding the vendors, it's understanding the business domain that you find that you operate in, whether it's health insurance, whether it's, uh, knowing. Actual science, a good business domain, whatever it is, or whether you work in venture capital, or whether you work in a startup, you need to be able to understand the business elements of it. And also to understand the strategic strategics of it. Right. In my experience, I've worked in multiple industries. I've worked in mining, I've worked in pharmaceuticals. I've um, and this is I've delivered projects. Let me reframe this I've delivered projects where that operates in different domains. It was mining was logistics. It was, um, it was retail. It was fast moving consumer goods. All of these different industries. And I need to understand the knowledge, the, the, the knowledge that came with it now. Well, technical project management skills are core to project and program management. The project management Institute research indicates that they are not good enough and isolation in today's increasingly complicated and global marketplace and organizations. I know this is to be true. I seeking added skills in leadership and business intelligence. Now members of this organization, state, they believe that these competencies can support longer range strategic objectives that contribute to the bottom line to be the most. Project managers need to have a balance of these three skill sets. Take a closer look as livable codes. Let's take a closer look at that. We talked about technical project management, strategic and business management, and then leadership. Let's go back to technical project management. Now let's talk about the skills that are involved there. Agile development practices, data gathering, and modeling and Heinz to value managers. And being able to make sure that you have good governance skills, project program, portfolio management, understanding how you can manage the life cycle of the project for both your project program portfolio and product manager management, performance management, um, and then requirements management is traceability risk management share drooling. Scope management at time, budget and cost estimation are some of the technical depth that you need to have as a technical project manager. Let's talk about leadership. Now, this is the competency, as you said earlier in guiding and motivating, that applies to right across the board. Okay. U2, able to brainstorm coach and mentor manage conflict. Have strong emotional intelligence, be a personnel who is strong and influence have great interpersonal skills. Being able to be sure that you can listen, that you can negotiate. You can solve problems as well as build the team for strategic and business management. Uh, this is looking at business oriented skills. I understand about better benefits management and realization. This is a big thing because people will start a project, but not now. Not quantify the benefits and track the benefits realization towards the end of the project. And I have one good business acumen understanding it's different business models and structures, being able to understand what all your competitors, customer relationships, and satisfaction, having to understand the industry monitor and stuff. Um, understanding Google and regular regulatory compliance. It's a very big then now with the GDPR and public compliance and all these guarantees are going. If you don't understand that it can impact you or your project, and as to having a good awareness of the markets, um, understanding the different operational functions in the business from finance marketing, to it, to HR PR relations operations. And as understanding all the functions that make up business around and being good at strategic planning and analysis alignment that's is the talent triangle. And we need as project managers too. Well versed in all three of these really. I wouldn't make it a sense if you can only be technically good understand agile software practices, but you may find yourself, um, uh, beneath water when you don't understand the benefits and they, you don't understand how to be strategic in your approach with the cost of the patient. And this speaks to you being the person who owns and controls. The project who is responsible and you are accountable. If you take the view that you are the CEO of the project, there's no ways the CEO is, uh, is not multi dimension on mine. The multifaceted, they understand that you ship date and then sign the ticket carrots. It'll play into the work in, and they also know the strategic and business management. And if you're able to grow in all three of these areas, then you are going to be an asset to the organization and to the industry you work in and to. Discipline of project management. And now one thing that I want to talk about is that you need to question yourself to understand what your true nature is as a project manager, because we all have different strengths and we should know. Make sure that we are a well-rounded and strategic management business and business management, leadership and technical project management. But what is your gift? What is your strength? And as a project manager, I'm going to make the assumption that you are an overachiever. Yeah, me too. But you say that you can do all three or all of these three, but which is the one that you enjoy the moat most, are you a natural leader? Are you a person that can really lead and motivate people and set the strategic intention? Only be the person who is very good at just the pure operations of you? Are you the business brand or are you the person who really wants to get into the nitty-gritties of the ticking cages of the project? You can do all of that. And actually I make the argument that you shouldn't be able to do all three. However, find the one that you are exceptionally good at double down on that, and make sure that you have a good base to cover the rest of them. And don't try to overextend yourself and trying to perfect. All three of these domains grow in them and stand in the best way that you can, however can lead from the domain. That's is more aligned with your highest values are amount of personal note. I love the leadership. I love the influencing, the negotiates and the team building the comradery. I have a trait of being calm in the most. Day of situations. And second to that, I'll, I'd like the business management. And then third to that, I will come in. I'm a bad at a particular scientist. I can do them. I prefer more of the leadership at the negotiations because that's where, that's my strength and that's what I enjoy the most. And so that's what my, my order is. Strategic and business management second, and then technical project management third. And you may want to rank we'll rank from one to three, which is your highest strength so that you can prioritize them. Do you know, you didn't go above this, prioritize them and then glow where you need to grow to a certain level, but make sure that you double down triple down on your strengths, but make sure that those that are not your strengths, uh, bring you down. We need to be able to do all three by focus on what is great for you. I hope that you enjoyed this episode of thriving project management, Thursdays, where we talked about the talent triangle promulgated by the project management Institute, the best, uh, well, the foremost project management organization. If you liked this episode, please like share comment, subscribe. Let me know what you think. If you are interested in any books and merchandise, head over to the website and go out there, have a fantastic Thursday, go and understand which parts of the 10 tribal your strongest ads in the way you need to develop. And remember, as a gum sale. Operations keeps the lights on strategy, provides lights at the end of the tunnel, but it has project management that drives the organization forward and make sure that you go out there and you love doing what you're doing, but you do because everybody wants to be a project manager, but not everybody wants to do the hard work. And this is the season finale. This is the trading of episode, the last episode, and the everyday series for thrive and project management Thursdays. Didn't think I'd get to this point. Thank you for enjoying and being tuned in. And we've really started planning season two, 4,005 in project management, Thursdays. And it's going to be a great time. I will see you on the first episode of the second season of fiving project management Thursday. Beyond the lookout for it. It's going to be a great time.