DO YOU HAVE WHAT IT TAKES TO BECOME A GREAT PROJECT MANAGER?
Going through my first project management class I have observed what skills are needed are need to be a great project manager. This class has created a snapshot from practice that has led to a wonderful experience in the field. Experience is everything and is the greatest teacher I believe. This class was organized to help students understand the competitive positions of an organization, develop the ability to understand and formulate solutions.
As stated from an article that was published in PM Network magazine some things have not changed, of course. I still contend that common threads are woven into the personalities of successful project managers:
- Love of their work … and embracing the challenges
- Clear vision … and communicating this vision
- Strong team building skills … and setting positive tones
- Structure and alignment … creating the environment and direction
- Strong interpersonal skills … listening to and leading their teams
- Discipline … completing each phase of the project properly
- Communication skills…knowing when and to whom to communicate
- These threads go by various nomenclatures — “enthusiastic, optimistic, self-controlled, direct, team builders,” but the fabric is the same.
My top four personalities to become a great project manager are….
1. Show their worth
“Project management is a science and not just a practice. Best in class’ project managers lead companies to exceptional performance, they benchmark their processes through various means.
- Understand business strategy
You can’t live forever in your project management bubble. Project managers must be able to see how their projects fit into their organizational strategy.
- Overcome hurdles
Companies continue to look for project managers who can meet timelines and stick to budgets – even when not everything goes to plan, flexibility is key as a project manager. Listening to clients and outperforming their expectations is the goal!
- Improve team performance
The growing importance of “lean teams” is increasing demand for project managers who can help optimize accomplishments.
Companies continue to look for project managers who can deliver results on time and on budget. But today’s business environment demands more. Show hiring managers you outperform other project managers, and you have a great shot at making a lasting impression.
By Kenneth White
While my experience with actual project management is limited, my knowledge of what it takes to be a project manager has increased significantly. With the lessons and material discussed in class, it has enabled myself to more clearly define what project management is and how to engage in the many obstacles that come with it. Speaking of obstacles, I’ve found an interesting article discussing tips or managing a rogue project.
There are a lot of different issues that could go wrong with a project. To make things worse, a project within a project can always pop up. You’re still driving to accomplish a goal within a constraint. While these rogue projects come up you’re dealing with shorter times constraints. Usually these mini projects may range from one day to a month, but it depends on the business.
Typically a specific project may have numerous ramifications. They may affect multiple groups, whether customers directly, or the shareholders. Rogue projects on the other hand, or a project within a project, usually focus on a single goal. Because the goal of this particular “rogue project” is smaller in can be easier to get the project off the ground. The limitations of time require you as the project manager to act more quickly and thus get the project going instantly. Rogue projects can also be less resource intensive. While there can be exceptions to this, Rogue projects tend to rely on more on specialized talent and resources versus the whole larger project. There is lesser supply of financing, as well as labor or materials. This is because the rogue project usually only addresses a temporally specific function, rather than the “big picture” initiative.
Collaboration is key to successfully tackle these projects. In addition, prioritizing risk assessments follows. The limited timeframe of a rogue project truncates a large chunk of procedures associated with traditional PM. Risk assessment can be a very long process, while its still crucial to anticipate the weaknesses and possible vulnerabilities in the planning phase. A good project manager should be able to determine which risk directly may have an impact on the rogue project. Being able to asses the risks that directly relate to the projects values are the ones you should spend time on.
Ultimately, no matter how big or small your project may be, as a project manager, you still need to have a plan. Now I’m not talking about the creation of a committee. A short timeframe doesn’t negate the importance of planning. according to PMI, approximately 44% of projects experience scope creep. The importance of a work breakdown is crucial. A work breakdown structure can be helpful in order to divide the project into smaller portions so that it will have more accurate cost and time estimates.