Project Management for Humans. Brett Harned
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you’re operating projects with deadlines and budgets, you need someone to manage them. It’s very possible that your company has a well-established process and employs someone with those three all-important letters at the end of their name, like a PMP® (Project Management Professional) or a CSM (Certified ScrumMaster®). It’s also very possible that you have an established process, but don’t work with an actual project manager by title. Chances are, you work with someone who handles the PM-like stuff. Maybe she doesn’t have the formal title of “project manager,” but she’s doing the job of a PM, and there is absolutely nothing wrong with that.
NOTE FORMAL PM TITLES AND TERMS
While digital might be new, project management has a rich history that dates back to the creation of the pyramids. Think about it—everything is a project. However, it wasn’t until 1969 that the Project Management Institute was formed. Since then, many organizations and practices have been formed to help project managers become better at their jobs. With that recognition came the creation of formal titles, certifications, and many variations of the role itself. If you’re looking for more information on the history of PM, check out www.projectsmart.co.uk/history-of-project-management.php.
Upon review of those points, you may decide that bringing in a part-time or freelance PM is a better route for you and your company. You can find these people all over the place, as the market for freelance project managers has grown significantly in recent years. Here are some things you might want to consider when bringing a capable PM resource onboard:
• Every company works differently, so be sure to be clear about the expectations of the PM role.
• Get your company’s and project’s onboarding docs or training together ASAP so that you can feel comfortable that they are fully up to speed on day one for the new hire.
• It takes time to get to know a team and a new company, so be open to this new person and willing to answer as many questions as needed. It will make that person feel more comfortable and successful in the long run.
• Make sure that the rest of your team welcomes the new person (and role) to the team and includes her in the project.
• Introduce this person to your team and your clients in a way that makes her feel included, needed, and a full part of the team. This person will have great responsibility, so you want that to be embraced.
• Provide access to tools, email, meeting spaces, and resources as you would with a full-time employee.
• Have an open door policy so that the PM feels comfortable discussing issues with you.
What matters the most is that you clearly define the expectations of the role before dropping someone into it. Take time to think through what project management means to your organization and then identify the type of person you want to fill that role. That will lead you to success.
The Qualities of Good Project Management
No matter what your background or organizational makeup is, there are certain qualities that you must embrace and principles you should follow to do the job well. Sure, you’re going to have to show some interest in creating project plans, estimating projects, keeping the project budget intact, and facilitating great communications, but in order to really do a great job as a project manager, you have to keep your work organized and your teams informed and happy. This can be especially difficult when your budgets are tight, resources are overbooked, and client expectations seem to shift weekly. That’s the life of a project manager.
The core competencies of a good project manager are rooted in your ability to navigate rough and still waters with the same level of effort and ease. It’s one part technical expertise and three parts emotional intelligence. Consider these core qualities for being a great PM, and check out the PM principles in Chapter 5, “Create a Plan”:
• Eagle eye for project issues
• Clear, calm communicator
• Empathetic
• Adaptable and flexible
• Curious
• Invested in the work
Eagle Eye for Project Issues
Each project is unique and comes with its own set of goals, challenges, clients, team members, ideas, conflicts, budgets, and deadlines. That’s a whole lot to wrap your head around. Here’s the thing: as the PM, you’re dropped right in the middle of all of those issues, so you’ve got to have your finger on the pulse of everything. You’re constantly concerned about the well-being of the project and the team, as well as the happiness of the client. Chances are, there’s going to be a speed bump or two, and it will be up to you to resolve them. If you’re good at what you do, you’ll spot those issues before they become big problems and handle them with ease.
Clear, Calm Communicator
Communication is a huge part of project management. Being transparent, direct, and very clear about important project information will make any detail or situation easier to handle. It’s also important to let your own style and personality shine through in your communications when the time is right. The best project managers are true chameleons when it comes to communication. They have go-to methods and tools to help facilitate project communications, but when it comes to one-on-one conversations, they adapt to what will help them encourage the team, build relationships, prevent and solve issues, and even share difficult news.
NOTE MORE ON COMMUNICATIONS
Chapter 7, “Communicate Like a Pro,” is all about good communication practices. Jump ahead to find better ways to communicate with teams and clients.
Empathetic
Conflict happens, and as a project manager you have to set your emotions aside and do what is best for your project. This means putting yourself in the shoes of the people you’re dealing with—whether it’s a team member or a client—to understand intent, motivations, and possible outcomes. To truly understand an issue, you have to fully comprehend and understand it, not just listen. In order to do that, you have to understand and dissect what is being said to make sure that you get it. You can’t do that without talking to those involved with the sole intent of understanding—and solving—the root cause of the problem. Sometimes, that means you have to be the tough guy and not show any emotion.
Adaptable and Flexible
There’s no doubt that projects change from the minute you say “go,” and you have to adapt to the change that is thrown at you. This could mean changes in scope, team, and even project goals. Regardless of the change, as the PM you have to find ways to keep a project moving, no matter what. Sometimes, you have to be flexible in your process, about the way you communicate, or even on what your team intended to deliver. Change isn’t always easy to accept, but knowing that you can find alternate ways to work and achieve success regardless of its impact will keep you ahead of the game mentally.
Curious
No matter where you work, ideas are flowing and technology is changing. Teams, particularly in the digital space, are collectives of creative minds who come together to meet client goals through design and technology. It’s an exciting place to be, and you’re going to be constantly challenged with innovative discussions and ideas. Take advantage of the people and resources around you