IT NEVER CEASES TO amaze me when new buzzwords become vogue in the corporate environment. People are always on the lookout for a way to enhance their careers through the right word, turn of phrase, or title. Even though project management has been around for decades in the construction and engineering industry, in this decade its promise is being realized in all industries. Consequently many have begun to assume the title of project manager. Unfortunately, it has become somewhat of a “buzz title.” Since project management in its true form is new to many corporations, anyone can assume the title, claim they have experience, and management has very little expertise to question their ability. In past work with corporations, I have met employees who have the title of project manager, or at the least say they have managed projects in the past. Being a project manager myself, I immediately assume that they must have the requisite training and experience to lead a project to a successful conclusion. To my surprise, my assumption is often wrong. Because project management has taken on new emphasis within industries everywhere, the title is being used carelessly.
So what are the required skill sets to be a project manager? Most professionals are aware of the various masters’ programs in project management that are available today. The Project Management Institute publishes A Guide to the Project Management Body of Knowledge (PMBOK Guide) which contains different areas of study that are basic required skills: Project Integration Management, Scope Management, Time Management, Cost Management, Quality Management, Human Resource Management, Communications Management, Risk Management, and Procurement Management. These knowledge areas provide a solid foundation for the project management discipline. To become a PMP (Project Management Professional) one must pass a comprehensive exam concerning all nine areas. Further, one must have years of documented project management experience within an industry. It would be great if all we need to do to qualify a prospective project manager is to determine whether or not he or she is a certified PMP. Certification does go a long way to define education and experience. But it should not be the only factor. There are many excellent project managers who have never sought certification, although this is changing. Further, certification cannot speak to a few critical areas of qualification.
Interpersonal Skills. Know thy team! I cannot stress this enough. The ability to understand different learning and communication styles is critical to the success of the project. The inexperienced project manager usually has one style and uses it in all situations. This is a sure sign of impending failure, since a team rebels against this lack of sensitivity. The experienced project manager, however, will act more as a chameleon and teach others on the team to do the same. Project managers realize that they must understand the styles of others and work to modify their own behavior on an individual basis in order to achieve the results desired.
A good example of differing styles is the “driver” style versus the “analytical” style. Pure drivers will not invest much time in analyzing data; rather, they will make a decision quickly and drive this decision through the team. In direct contrast, pure analyticals desire to analyze data forever and are reluctant to make any decision. Once they make a decision it is set in concrete. Drivers, on the other hand, having not invested much effort in their decisions, will often change them. I cannot think of two more diametrically opposed individuals. Is it possible for the project to move forward if neither of these individuals learn to see the other's point of view? The analyticals are likely to dig in their feet if pushed by drivers to come to a conclusion that they are not ready to make. Conversely, the driver will become so frustrated with the lack of project progress that an ensuing conflict is a certainty If you are either of these styles (and there are other styles not mentioned), the driver must learn to give the analytical more time and the analytical must learn to push forward even when uncomfortable doing so. Experienced project managers use differing styles to assist in meeting the project goals.
Organizational Ability. Maybe good project managers without excellent organizational skills exist, but I don't know any. On any project, small or large, a good project manager, working with the team, should be able to identify the tasks, assemble them in the most efficient order and execute to completion. There is a logical order to projects even though the task order can vary given the need to affect changes. This ability is basic to project management. Most project managers are notorious list makers, which holds them in good stead when completing page after page of notes, issues, changes, summaries and logs.
Documenting is just half the equation. The other half is the equally important ability to know when to raise the issue up the line or solve it through the team. This skill is not something that one finds in written material but rather through experience gained by managing projects. For instance, it's difficult to determine when a team member's poor performance is beyond the project manager's control (such as in a matrix organization) and must be raised to a separate or higher authority. Organizing, documenting and the fine art of issue management are all necessary skill areas for any project manager, but they become second nature to the experienced project manager.
Learning From Mistakes. There is one word that separates the experienced project manager from the inexperienced one: Pain! It is not possible to gain experience as a project manager without making mistakes. This is why it is imperative that all new project managers have the assistance of a coach or mentor so that the learning experience is a positive one and does not impact the client. It is also not possible to be effective as a project manager without experiencing the exhilaration of success honestly won. The experienced project manager knows that the job is not a glorified position—it's real work with real risk of failure and real hope of success.
However, the ability to learn from one's mistakes is crucial to a project manager. Sure, proper project planning and monitoring should lead to success. But, if coupled with the introspection necessary to determine what one has learned from the effort, mistakes provide a rich training ground. Learning from mistakes builds strength and character and teaches the project manager the right moves to make. Those who have learned from mistakes and gone on to tackle other projects successfully become not only experienced project managers but also excellent leaders of others. Seek out these people. They are the ones you want leading your projects.
Focus. The ability to see details as well as the big picture is another strength of the experienced project manager. Some would consider the detail of planning, measuring, and monitoring a project an unnecessary dive into minutia. However, the experienced project manager is able to drill down to the detailed level with the team to ascertain problem areas that will impact end results if left unattended. Equally important and always working in tandem is the focus on the big picture and the end destination. The ability to see both at the same time is a critical skill attributed to the most successful project managers. Without the ability to maintain this dual focus, one of two results will occur: the team will get so mired in detail that there is no progress, or even worse, significant progress will be made in the wrong direction.
Doing the Right Thing. Project managers are often asked to prepare time, resource and cost estimates in response to a Request For Proposal. The requests usually come from a corporation's desire to cut costs or move in a new strategic direction. Ultimately, the RFP lands on a project manager's desk, either within the corporation or within a consulting firm. An inexperienced manager may allow the pressure of budget or time constraints to drive the proposal process. He or she will often ignore proven processes, cut resources and shave costs to meet predetermined expectations. An experienced project manager knows this action can be fatal to a project.
Consider the ramifications of bowing to this pressure. Your proposal is accepted and you have now won a project to manage. Happiness abounds! But for how long? The estimate is too low, the project is understaffed, and the cost is bound to exceed the budget. When this occurs, the ultimate result is low quality and a very unhappy customer. Whether the proposal was prepared internally or externally, the inexperienced project manager has subjected the firm to unnecessary risks, lost opportunities and, perhaps more personally significant, career failure.
The experienced project manager would never agree to provide a service for less than what is dictated for a quality effort. If you are a consultant, let the opportunity go by if it is not one that fits the core business and the quality service your firm provides. If you are an internal project manager, challenge management regarding their expectations. In either case, to allow pressure to drive the estimation process will have a negative impact for all involved. Remember: Do the right thing and you will have a greater chance at success!
EXPERIENCED PROJECT MANAGERS are still rare, and it's easy to see why. It takes many trials and tribulations to succeed in this business. Some jump in with both feet only to jump right back out when they find the coals too hot! Others can't get enough of the constant challenges faced every day. Where else can you combine every management and personal skill you have to achieve success?
So, you still want the title of project manager? Then seek out the training and experience you need to become valuable to your company and to the customers you serve. ■