www.projectmanagerplanet.com/leadership/article.php/3814306
By Ron Ponce April 8, 2009 “I deliver my projects on time and on budget yet I never get selected for the most important assignments.” This is a quote that is repeated on a daily basis across the country by project managers that are successful, skilled, and experienced yet never seem to be able to make it over the hump in the eyes of their managers. Why is that? What is it that they are lacking that the “elite” project manager possesses? The most successful project managers realize that in addition to delivering on time and on budget that they must successfully deliver on the people side of the project. The perception of team members, stakeholders, and management will ultimately determine how successful the project is viewed within an organization. The people side of a project or some call the “softer-side” of project management is an evolving concept. Each organization will differ on what “soft skills” are valued within it, but it is clear that there are certain traits that the “elite project managers possess and are valued across the majority of organizations. These traits are:
Execution Execution is the one trait that is most expected of each project manager. The team and management see this as given as it is part of the job description of any project manager. That said it is still a critical trait because it is the foundation upon which the perception of success is built. In many cases, it is here where the project methodology and project management tool kit are displayed. It is important to know how to customize these quivers so that they meet the needs of your specific project. I am a firm believer that holding to the rigidity of a methodology or the uses of specifically formatted project tools without taking into consideration the specific project you are working on and the people you are working with will lead to potential failure right out of the gate. A critical component to execution is organization. Without strong organization of thought, information, planning, communication, mitigation, and so much more, a project manager will have a higher probability of not meeting expectations. Key to organization, especially if it is not a natural trait, is to keep it simple. Prioritize the focus of your needs on a daily or even hourly basis depending on the project demands. Avoid becoming overwhelmed or being mired in analysis to the point that it prevents you from making decisions. The slowing or bottlenecking of decisions will adversely impact you and your team’s ability to execute. Communication This has to be the most critical trait that a project manager possesses. Think of the number of people that are looking for information about the project such as key stakeholders, managers, team members, and internal and external constituents. Communication provides the public opportunities for the project manger to display that they are a cut above their peers. Communication of project activities and status can take many forms and each must be mastered. The critical components for success boil down to the following:
Leadership Project managers interact with many different people at many different levels. The matrix nature of the role doesn’t lend itself to preordained leadership. The mantle of leadership is earned. Being able to have the vision to drive a project and team to a successful completion, the foresight and organization to head off problems that can jeopardize the project, taking accountability for all aspects of the project, and presenting the team in the best light or providing them opportunities to do it themselves are all examples of strong day to day leadership. It is critical to lead proactively by example and not lead passively. The project team and management want to see action and deeds not just words coming from a good report. Experience It is critical to be able to express the importance that your experience from past projects will provide value to this current team and stakeholders. That expression should be active and visible. Your experience should initially manifest itself in your preparation. The more time that you are able to invest in making sure the kickoff to the project is well thought out and thorough the more confidence your team will have. Layout lessons learned from past experiences that you think are applicable so that it is clear to the team that you are alerting them very early to possible pitfalls and ways to avoid them. Influencer As I have said, there are many constituents in some cases both internal and external that must be managed and more importantly cultivated during a project. This area is where the “elite” project managers really are able to set themselves apart. You need to be able to influence in good times and in bad your team, key stakeholders, periphery project players, vendors, you name it. You wear many hats such as therapist, relationship manager, sales person, good cop, bad cop, coach, manager, and more. You are not Sybil, but can’t allow yourself to just be a project manager. In order to be a successful influencer, you must know the following:
Motivation Project teams are made up of diverse team members. In some cases those members may reside in different time zones. It is critical to the success of the project that the team feels that they truly are a team moving as one. The elite project managers are successful at finding ways to motivate their team in order to keep them focused and feel rewarded. Motivation is a powerful tool that works best when there is balance in how it is used. Your team needs to know that your motivation is genuine. There will be times that you need to focus in on an individual, or there will be times when you will need to focus on the team as a whole. The easiest thing to do is to make sure that people are rewarded throughout the project for their efforts. It can be as easy as a Thank You, a lunch for the team, a gathering after work to blow off steam, or some time alone away from the group. You need to remember to recognize those that are doing the actual heavy lifting. There is always room for more elite project managers in any organization. Apply these traits and the examples of some the mentioned best practices in your current project right away. You and those around you will see benefits immediately.
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