Perhaps most important amongst all skills as a project manager is the ability to lead and demonstrate leadership, particularly authentic leadership.
A good project manager manages a project; a great project manager leads a project.
Failing to understand that projects change and change means something has to give (time, budget, delivered features, etc.).
Shape direction through team members suggestions. Start observing the actions of people and see who has influence over the leader with authority and you will see... every team has it we are just blind to it...
Those in management who don't understand it think PM's are magicians who can make a schedule stick because they (the managers) said it had to be. They end up disappointed and angry.
Those doing the project work who don't understand it think PM's are overhead and "big brother" that doesn't add any value and doesn't know what the heck is going on anyway. They end up frustrated and annoyed.
PM is not being the Police of the Project, is being the support.
The one person that is open and flexible enough to be the target of all team members doubts.
This is in case you have the charisma joined with knowledge, to help you to to effect the other and influence them, otherwise you are just a symbol of authority.
Authority implies a grant of power (superior) that requires subordinates to follow orders.
To not follow orders as a subordinate makes you insubordinate and subject to discipline, termination, reduction in position or compensation, etc.
No where in that discussion is there a place, or even a need for leadership.
The best description of leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.
Notice it has nothing to do with 'authority' or 'management'.
A manager can manage their resources (people can be considered resources) and do an adequate job.
They can go their entire managerial career as a pure 'manager' and succeed at the baseline requirements of the position.
The 'movers' however are the 'leaders' in that managerial pool, and sometimes in the mass of workers and 'typical employees' you'll see leaders emerge and take center stage when there are times of unrest, disruption, or something out of the ordinary.
Nope, the 'leaders' that are PM's will stand out in ways that are visible but not easily documented or quantified.
Those are the PM's that have teams that will volunteer quickly to serve, anxious to be tested and challenged because they know they'll be better for the experience. They're the type of people that once seen, followed and learned from will result in reading a discussion question like "Can you lead without authority?' and either chuckle to themselves as if to say "Does that really require a discussion? Of course you can!!"
And the PM's who don't understand it think they have to stick to the book on every point, failing to realize that projects are fluid and dynamic ... as are the teams they lead.
The basic knowledge is how do you motivate your Project Team?
As the project manager, your responsibility is to make sure your team is motivated for the duration of the project. That's your goal, not being a sheriff. In order to accomplish this this task I follow the 4 steps that I consider vital for a good management:
Know your Team
let them know you support them, Know their skills, expertise, idiosyncrasies, what they like and what they don't like. Knowing these kinds of things help you to keep your team motivated.
Set realistic goals
We can do that with simple measures. Strategy is a key component of decision making during a project. If decisions are made sans strategy, the 'best option' may not be the correct decision when strategy is factored into the process. I have seen 'easy decisions' that were made in isolation [of strategy] delay a series of follow-on products because someone wanted to save a couple of dollars.
Measure Performance
Be mindful to treat people with respect, not driving them to the next project.
I am reminded of family trips, and repeatedly asking, "Are we there yet?" Similarly, we need a tool that measures and tracks performance.
How are we doing against the baseline of what we said we were going to do? Are we on track?
Are we off track, and if so, how do we get back?
How do we meet the goals that we set?
As the project manager, what support or resources might my team need to get us back on track?
Sometimes it may be one team member not meeting their performance objectives, because they need additional training or expertise to handle issues they are running into. Provide the support and tools, but continue to measure performance to see how you are doing.
Celebrate Success
This is a big one. Celebrate successes not just at the end of the project but all along the way, even small milestones.
Acknowledge that, "Hey, we met that!"
Be excited about it and look forward to the next one.
Reward the team for achieving success and more importantly, for working together as a team, so the focus is not on one hero.
How do you evaluate skills?
Passing an exam alone is no proof of skill. Someone who has spent 10 years in relevant positions is 'more likely' to be 'skilled' thro' live situations and experience. In closing, simply be aware of the people on the team, of where they are in the project and what they need to succeed.
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Best Regards · Mit freundlichem Gruß · Cordialmente ·
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Comentarios
Andre Vondran
hace 7 años #1
#3 Thanks for your kind words and taking the time to read my Post. Best Regards, André