Top 3 Success Behaviors for Project Managers
Technical Skills vs. People Skills?
Most job advertisements for project managers stress technical requirements; but Australian research, conducted by the PMO Executive Council in 2007, discovered only a minimal correlation between technical credentials and project completion — rather, their report found that the Project Executive’s actions are the vital precursors of project achievement.
I don’t believe there is a black-and-white answer, but rather, I suggest the size and character of project make a huge difference relative to the talents required by the PM. The less expensive projects have a tendency to require more technical project bosses (since they also frequently have to do double-duty and act as a business or technical analyst for the project). However the bigger and more complex the project, the more the project manager needs excellent “soft skills”. I believe people should also distinguish between beginning project managers and more mature project managers.
My resume is basically in the very huge ERP/SAP projects - ones that are complicated, big budget and usually long, therefore the following top 3 skills I recommend for top level project executives come from that perspective:
1) People Skills
I observe that successful PMs have substantial people abilities - with a finely-honed ability to deal with senior level execs. They are able to simplify complex technical and/or other project issues into straightforward summaries and/or “communications” for management, to be honest and explain the facts (even if difficult), and not be intimidated by others who have more power in the firm.
2) Overall Picture with Detailed Understanding
To me, this comprises the knowledge to see the overall picture, while at the same time holding all the exact project particulars in focus. It includes the power to use that knowledge to re-estimate impractical budgets, resourcing, target dates, etc. - before they turn into issues and while they can still be managed proactively, with limited overall damage to the project and the customer’s expectations, priorities and budgets.
3) Global Experience with Remote Teams
Recognizing that so many projects today perform in a global environment, and much interaction happens virtually, the power to instill trust and confidence from the project launch, and often thereafter, are paramount.
Talented Project Managers need to be able to use technology, more than in-person contact, and have a willingness and capability to cope with project team participants from diverse nations, who:
- speak different languages,
- work across multiple time zones (even day-night differences),
- celebrate a variety of vacation schedules
And, they need to keep everyone collaborating in a collaborative and effective fashion.
With the economic situation being as dismal as it is today, this Australian study should enlighten both HR managers and project manager candidates alike. Hiring managers should be sure to include soft skills in their job needs and PM applicants should be sure to incorporate their soft skills in their CVs and discuss them when being interviewed.
In this economy, even the best project managers ought to generate a second income stream to cover the swings and roundabouts of this struggling economy.
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