What about us mere mortals, why can’t we do it? It is not because we are stupid. And it is not because we didn’t certify in PMI or PRINCE2, though I’m sure that helps.

It is because it is a hard job that requires a very special disposition. For those who do not have “It”, a project management role quickly becomes extremely unpleasant.

There are many skills that a project manager needs. We won’t canvas them all here, but a key one is overcoming obstacles, in particular, getting people to do things: A manager won’t release a key resource. A technician won’t do paperwork. An analyst can’t agree with the client. The sponsor can’t see why that is out of scope. The steering committee won’t release more funds, etc.

Bad project managers complain and fail. Good ones find a way.

Some people have the skills to do the job but can’t take the heat. Most project managers thrive on pressure, on conflicting demands, on crises. They say they don’t, and they devote much of their energy to preventing surprises, but to survive for long they secretly must feed off it, or at least feed off overcoming it.

Many people think they have the skills but don’t. They are often called “Manager”. Just because you have “Manager” in your title does not mean you can run a project. Many projects suffer because of this misunderstanding.

One of the best investments that can be made in any project is professional project management skills. In down times, sadly project management is one of the first areas to be cut, along with training, support and documentation. This is especially so on small projects, where the team leader is left to do it alone or even worse a delegated team member.

More than just skills and an affinity for pressure, project managers are driven. Artists are driven to express themselves, to create. Project managers are not so much creative as completive. The reward is not seeing the finished result it is the knowledge that they got the team to the finish line.

Project managers are driven to bring it on home, deliver the baby, get the ship safely to harbour. Getting the ship docked in good shape is best, but so long as it gets there they will still feel a buzz no matter how tattered and leaky. Or to continue the multiple metaphors, an ugly baby is still a baby.

Layered on top of this drive, the very best project managers are particular. They pursue quality, correctness, completeness, and attention to detail. It is not enough just to get over the line: they must be proud of the result.

Those who work for them and around them may not put it so flatteringly. In fact, their views might involve some terse and ancient Anglo-Saxon terms. Project managers are not in the business to make friends. They push people to give their best and then to find new capabilities beyond. They check and re-check and cross-check and triangulate and audit and review and milestone and generally drive people nuts.