refore, the project manager can be compared with a business unit head. And when you start to delve more deeply into that comparison, it makes a lot of sense.

Consider the challenges that a project manager faces on a day to day basis:
· Management of the project team--ensuring that the right people are doing the right things at the right time
· Management of the project budget--hard dollars, soft dollars, resources, etc.
· Issue resolution--the PM is the first person that the team will turn to when problems occur
· Communication--the cornerstone of any project manager. If a PM cannot communicate effectively with different audiences and different media, using different styles to suit the situation, then he or she will be destined to fail.
·
I could go on, but I think the point is made. The challenges of a project manager are no different from the challenges of a functional manager, business unit head or CEO. Sure the numbers are generally bigger for the CEO than for the PM, and the specifics of the tasks/roles being managed are different, but the discipline is the same.

To me the career path is obvious. If an individual is being groomed for top management, then at some point in their careers they need to be project managers. To be more PM-centric about it, if a successful PM has the inclination to move into functional management (and particularly if they wish to move into executive management), then they will probably be very successful.

Recognizing the talent and making it happen
I am not suggesting that every PM will make a great CEO, and many will have no interest in taking that path. What I am saying is that a project manager will provide very good insight into the way that they would run a business unit by the way they manage projects.

It is for each individual compa

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