Alpha Project Managers: What the Top 2% Know That Everyone by Andy Crowe

By Andy Crowe

Debunking misconceptions surrounding winning undertaking managers, this resource builds upon a landmark survey of greater than 800 venture managers from around the globe to spotlight the qualities that lead them to stand out within the minds in their groups, senior managers, buyers, and stakeholders.

Through in-depth interviews and discussions, the typical attributes of those elite undertaking managers—from personality and ideology to organizational approaches—are exposed and aid to give an explanation for their achievements.

Painstakingly researched, this advisor deals key insights via delivering a number of views at the personality make-up of the world’s so much profitable venture managers.

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Extra info for Alpha Project Managers: What the Top 2% Know That Everyone Else Does Not

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In order to encourage people to speak freely throughout this study, names were changed in order to protect identities. All other information provided is accurate. Name: Angela Age: 44 Industry: Travel Angela lives in the Northeastern United States and works for a company in the travel industry, providing online technology and solutions to corporate customers. Her job requires frequent travel, putting her in front of customers on a weekly basis. On average, Angela manages two projects at a time, occasionally spiking up to three.

Project Management As A Career Path Since Alphas view their job as a career more often than non-Alphas, they are also more likely to seek out training and education that directly applies to their work. Survey participants were asked to indicate the number of hours of job-related training they had completed over the past three years (not restricted to project management training). Alphas responded that they had participated in an average of 19% more training than their counterparts. 0 hours Customers Senior Management Team Members How many hours of formal job-related training have you had in the past 3 years?

Four Attitude and Belief Over the past half-century, there has been a strong body of research that supports the theory that attitude can have a profound impact on a manager’s ability to lead, and it has been strongly linked to job promotions and salary. But how does it affect the project manager’s ability to satisfy stakeholders? Can attitude have an impact on the work the project manager does? Can a project manager’s attitude influence his or her ability, real or perceived, to deliver results on a project?

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