Summary/Conclusions
Our purpose in this paper has been to provide an insight into
the availability of people suited to various roles in project teamwork. We compare
the management styles required for successful project management, Jung's theory
of psychological types as reflected by the Myers-Briggs Type Indicator, and
the distribution of those types throughout the population as indicated by Keirsey
and Bates. The analysis suggests that while there should be reasonable resources
available for a project's implementation, those suited to initial project conceptualization
may be strictly limited, perhaps as few as 1 or 2%. Even the number of coordinators
suited to project definition and planning may be quite limited.
It is not difficult to argue that many of the problems experienced
in the implementation phase of projects stem directly from ill-considered requirements
proposed in the conceptual phase. Considering the scarcity of people naturally
suited to this work, the rate of unsatisfactory projects should come as a no
surprise.
We also make a further very important observation: Perhaps
as many as a third of the population are not comfortable with project type work
at all. That suggests that project management as an enterprise-wide style of
management may not be the universal panacea that management gurus currently
imply.
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Observations
