Reflections on Week 1 Results - An Accidental ProfessionReflecting on this week's readings, particularly Pinto and Kharbanda's article, the project management literature has diagnosed the situation on the ground with unerring precision. Competent project managers keep up with future trends in the business world. As the global economy becomes more diverse and complex, it will need specialized skills – in leadership and management – ​​to manage the complexity of organizational demands (Meredith, 2009). This is a radical departure from the previous treatment of project management in the business world. As our authors note, most project managers attain the title “accidentally.” My association with organizations has shown that anyone with strong management skills and a stake in the success of the project can be designated as a “project manager”. In turn, it was their responsibility to perform their regular duties while leading a "committee" of participants charged with carrying out an effort defined by management as a positive change in the course of the organization or a specific product . Pinto and Kharbanda confirm this when they state, “There are few formal or systematic programs for selecting or training project managers” (Pinto, 1995). The field is “neither well defined nor well understood,” so people do not aspire to or seek the academic or experiential training necessary to qualify as project managers. This leads to a “sink or swim” mentality for those in this role, rather than recognition by management that project management is both a “people and technical” challenge. In education, individuals with compelling academic credentials enlist or are recruited. as subject matter experts or SMEs. ...... middle of paper ...... complex products and processes” involved in global trade. However, organizations now recognize that they also need people with “cross-functional” expertise and a deep understanding of the stakeholders – both internal and external to the group – who affect project success (Meredith, 2009). It will be fascinating to see – and participate in – how this strategic and necessary skill set evolves as an essential element of success in the 21st century. References: Jutte, B. (2008). 10 golden rules of project risk management. Retrieved March 10, 2011 from Project Future: http://www.projectfuture.net/10_golden_rules_project_risk_management.pdf Meredith, JM (2009). Project management A managerial approach. Hoboken, NJ: John Wiley & Sons, Inc. Pinto, J. &. (1995). Lessons for an accidental project profession. Business Horizons .