I recently wrote about my experiences here, and especially, what makes a great project manager who can move a project in a flexible way. I quote myself: ------

I recently wrote about my experiences here, and especially, what makes a great project manager who can move a project in a flexible way. I quote myself: -------------------- What about Scrum, Agile, Kanban, PMP and CAPM? At this point many of you will be wondering, where is the conversation about all of the formal methodologies? Some of you will think it’s strange that I’ve written a whole chapter about project management without mentioning Scrum, Agile, Kanban, PMP and CAPM. ...I have not personally noticed that credentials (such as Scrum Master or PMP) are necessarily associated with real skill as a project manager. Rather, the key things that make a great project manager tend to be more qualitative: • Does this person have the moral convictions necessary to take a tough stand against upper management, for the benefit of the overall company? • Does this person have the confidence necessary to fire a poor performer for the benefit of the overall team? • Does this person have the perceptiveness to correctly read team members and know when they are lying or boasting? Certain people gain these attributes as they gain experience, but these attributes tend to be things that are not emphasized in formal credentialed courses. Strong moral convictions tend to be picked up in childhood and are only learned slowly in adulthood. In formal credentialed courses the focus on various rote processes tends to shift the focus away from the things that are really important.