Re: Coaching Institute Management Software 21 Full Versionl
Celena Holtzberg
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Coaching has been an issue that has grown in importance in recent years, and as every area of knowledge that grows, has been used in various professional fields, such as project management. However, there is still a deep ignorance of what Coaching really is, where it can be applied and its potential benefits.
Given my personal interest in project management, in addition to being currently in a process of certification of Coaching of the ICC (International Coaching Community), is that I will submerge in removing the myths and realities of Coaching in project management.
"Coaching is an association in which the coach helps his client to achieve the best of himself and to obtain the results he wants in both his private and professional life. The intention of coaching is similar to that of other helping professions: to make it easier for the person to change the way she wants and to support her to be the best she can be."
This definition clarifies that the coach helps or supports his client, this does not mean that he will indicate what to do, but that, through coaching questions, he orients his client. Another central element of this definition is to help or facilitate your client to obtain results, or in other words to help you to be the best you can be. Therefore, the one that defines what to be, is the client, not the coach
Andrea Lages and Joseph O'Connor, explain well the difference of coaching with other disciplines , which I will describe briefly in this section, which will also help us to clarify the right use of coaching in project management.
In coaching the client is the expert and the client has the answers, not the coach. Besides that, these disciplines are related to coaching, they are not coaching. The coach is the one who sustains and accompanies another, it is not the focus of attention.
Chapter "9.4.2.6 Training" reference is made to coaching as some training methods. However, according to what was defined in section 2.2, coaching is not training, since training is transferring knowledge and / or skills, so the trainer is an expert in a subject. Instead, coaching is a method to help people achieve their goals by using their own capabilities. Help them learn, instead of teaching them.
The purpose of the process "10.2. Managing Communications "is to create, collect, distribute, store, retrieve, and make the final disposition of the project information in accordance with the communications management plan. Feedback is established in this process as a tool, and it is here that reference is made to coaching.
The PMBOK defines the feedback as: "Feedback consists of information about reactions to communications, a deliverable or a situation. The feedback supports interactive communication between the project manager, the team and all other stakeholders of the project. Examples include coaching, mentoring and negotiation "
Let's see how coaching feedback is defined : "In the coaching situation, feedback is the coach's response to what the client says. The feedback can be of reinforcement, when it leads to more of the same behavior, or of balance, when it leads to less of the same behavior with the final result of a change in behavior "
Based on what is stated in the two definitions, we could not say that feedback as a tool or technique is coaching, even more so if both are raised on different contexts, the first on feedback on communications, the second on beliefs and achievement of objectives, but objectives in a broader sense than the management of communications.
In the Practical Guide to Agile, three common roles are defined, among which is the Team Facilitator, also known as Agile Coach or Scrum Master, which is characterized (among other things) by facilitating (coaching) vs. control.
While it is true that in this context of facilitation emphasis is placed on collaboration, the knowledge and experience in agile methodologies of the Service Leader are also highlighted, which is in contrast to the coach's neither advising nor recommending, but rather helping your client to find their own answers. In fact, the Practical Guide to Agile defines Agile Coach as: "A person with knowledge and experience in Agile who can train, guide and guide organizations and teams throughout their transformation" .
In the same book (Practical Guide to Agile) he defines the Scrum Master as: "The coach of the development team and owner of the process in the Scrum methodology. Eliminates obstacles, facilitates events, and defends the team against interruptions"
According to the above definitions, given that a mentor is a sponsor with great professional experience in the field of work of their clients, I believe that the concept that best fits with the characteristics of a Service Leader is that of Mentor, and not of Coach.
I believe that coaching has been misused, and is confused with mentoring, training, leadership, and communication. Given that the concepts lead to expectations, and therefore to responsibilities, I think it is necessary for the PMI to review its use and adjust it to the correct field, since the practice of Coaching is regulated by several entities, which even to be called Coach must pass through training, controlled coaching practices, complying with the ethical code of coaching, to finally be certified as a coach. I believe that, given the definitions of skills and service leadership used by the PMI, both in the area of traditional project management and agile, it would add more value to the use of mentoring skills than coaching in project management.
As the first program in the nation to become PAADS-certified, we stand at forefront of sport management education. Few other graduate programs in the field provide the academic rigor, the in-the-field expertise and the personal attention that the University of Florida's online Master of Science in Sport Management offers.
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