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Samer el Barakeh was born in Lebanon, 1973. He completed his Bachelor in Engineering-CCE at Beirut Arab University-Lebanon in 1996 with honours. Samer was granted Masters Degree in Project Management (MPM) from the University of Sydney-Australia with honours. He also gained the Project Management Professional (PMP) Credential from The Project Management Institute (PMI). Samer is a member of the Order of Architects and Engineers in Lebanon since 1996, The Project Management Institute (PMI), Arabian Gulf Chapter (AGC-PMI) and Lebanon Chapter-PMI. During his 13 years of professional experience in Lebanon, Australia and Saudi Arabia, Samer held many positions among them: Telecommunication Site Engineer, Site Manager, Low Current Service Head, and he is currently Senior Systems Analyst at the General Project Construction Division. Samer is a Project Management Consultant and Training Provider for universal organizations like Business Management Consultants (USA) www.bmc-online.com and PMCTQuest (Canada) www.pmctquest.com Samer is a Registered Training Provider for Project Management Professional (PMP), and he provides training in Program Management, Portfolio Management,PMO...
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May 30, 2007

The Upper Hand… Leadership skills or Processes?

Project success is more dependent on human factors (including Leadership) than technocratic processes (planning, procedures…)(Hauschildt, Keim and Medeof 2000). An assertion with many fans (Hull & Read, 2003; Lechler, 1988; Davies, 2002 to name but a few).

The Leadership-process-success link: "Leadership is influencing people to get things done to a standard and quality above their norm. And doing it willingly." (O'Neil, 2000) and “When it comes to project management, it’s the people that count” (Letchler T. 1998). Streaming down, numerous researches conducted since 1960’s, converged to 12 critical project success factors on which Davies declares “people perform every process; and its people who ultimately determine the adequacy. Thus the people side of the success factors is woven into their very fabric”. (Davies, IJoPM, 20 2002) (figure below)




From another perspective, whilst each process targets a specific project aspect as critical path competency gap would, at first glace, impacts project schedule/resources; whereas lack of Social Competency (EIC Standard) / Providing Leadership in the workplace (FMC Standard) would have a mega scale (multi-processes) impact on overall Project success.

I tend to vote for a complementary relationship। While methodologies and procedures form the 'framework'-hard dimension; Leadership symbolizes the 'art' (Dwight D. Eisenhower) that makes it perform optimally-soft dimension. (Figure below)


Regards,

Samer


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