| I've been working in the computer industry now for | | | | managers do not have any problemsworking with |
| over 23 years. Duringthat time, I've had the | | | | people. Projects are estimated, analyzed, |
| unfortunate circumstance to work under | | | | programmed, created,documented, and worked on |
| manyincompetent project managers. I don't mean | | | | by people at all levels. Therefore, if a projectmanager |
| the word incompetent as aninsult - it's just that in the | | | | does not work well with people, he is fighting a losing |
| Information Technology industry, we tend topromote | | | | battle. |
| programmers, engineers and analysts to management | | | | This works on all directions on the organization board. |
| and supervisorypositions and, well, just expect them | | | | A project managermust be able to supervise his own |
| to do well. | | | | people, work with consultants, handle hisboss, work |
| I've never really understood how anyone can expect | | | | with his boss's peers and boss, communicate with |
| a person who is trainedas a programmer to suddenly | | | | vendors andpossibly clients, and be able to |
| be able to manage a project. It takes years | | | | communicate well enough with anyone to getthe job |
| andyears of specialized training to become just a | | | | done. |
| good project manager, muchless an excellent one. In | | | | Manages time - This is especially important if a |
| fact, I would say, having managed my own share | | | | project manager is, likemost of us in information |
| ofprojects, that this is one of the downright hardest | | | | technology, managing more than one project at |
| things anyone can do. | | | | atime. The project manager will be hit from all sides |
| Think of the skills needed to understand a project - | | | | by conflicting goalsand objectives. People will demand |
| this means the projectmanager must have enough | | | | time from the manager, and he must begood at |
| programming, analytical, design and | | | | using this time wisely. Perhaps the most important |
| engineeringknowledge to be able to scope out what | | | | things are: usemeetings wisely and appropriately, |
| is needed to get it done. Now, ofcourse, comes an | | | | minimize the use of email (a real timewaster), stay |
| even harder part - the project manager must | | | | clear of politics and plan well to avoid a crisis (the |
| estimate whenit will be done (and God help him if he's | | | | worsttime waster of all). |
| wrong). He must then manage all ofthe other people | | | | Understands when quick action is necessary - |
| and resources involved, keeping them on the correct | | | | Sometimes quick action isnecessary, and sometimes |
| tracktoward reaching the target. If anything crops | | | | it is not. A good project manager understands |
| up, the project manager musttroubleshoot and | | | | whenan event is a crisis and when it is just someone |
| correct it, quickly, before things get out of hand. | | | | attempting to make acrisis. Sometimes these are |
| So what are the things that make for a good project | | | | very difficult to differentiate - but it can andmust be |
| manager? | | | | done. |
| Takes Responsibility - A good project manager | | | | Acts quickly when necessary - When quick action is |
| completely understands that heis responsible for the | | | | necessary, a good projectmanager does not hesitate |
| project. You will not hear things like "that's | | | | (at least not for long) and does what isnecessary. |
| Joe'sproblem" from him. | | | | Understands when he must be ruthless and when he |
| Responsibility means to be accountable for | | | | must use a soft touch - |
| something. The best projectmanagers have no | | | | There are times when a project manager must act |
| problem with saying "I made a mistake". The poor | | | | quickly and decisively, andthere are others when he |
| ones arealways looking for who made the mistake. | | | | must be a nice person. For example, I managed |
| The worst project managers findanyone they can | | | | aproject a few years ago which took a sudden turn |
| who can take the blame. | | | | for the worse. Iinvestigated and found out a |
| Is in Control - One of the absolute worst things that | | | | consultant was not doing his job. I confrontedthe |
| you can hear from aproject manager was "you were | | | | consultant, got back severe attitude and fired him on |
| supposed to ...". Whenever I hear this from aso-called | | | | the spot. Theproject was soon back on track. On |
| project manager I want to scream, "but you are the | | | | the other hand, in one instance I found aconsultant |
| projectmanager - it's your job to be in control". | | | | was having severe personal problems and that was |
| That's probably the key point of the project | | | | the cause ofsome slippage in the schedule. I |
| manager and his key duty. He orshe must be in | | | | immediately gave her a couple of days offand the |
| control of the project. Everything must be known at | | | | problems vanished upon her return. |
| alltimes. Delays are understood and handled before | | | | Produces solutions, not problems - The job of a |
| they have a major impact. | | | | project manager is to managea project such that it is |
| Weak areas of the plan are firmed up with additional | | | | completed. It is not his job to create problems. |
| personnel or resources. | | | | Agood project manager understands this, and acts |
| Has a large variety of skills - Good project managers | | | | accordingly. Thus, he isalways putting solutions on his |
| have an understandingof all of the components of | | | | bosses desk, not more problems. |
| their project. If programming is involved, thenthey | | | | Controls deviations - For some reason, many |
| can program. If it's an engineering project, then the | | | | managers love to introducechange in projects after |
| best projectmanagers understand engineering. This | | | | they get under way. This must be controlled or |
| does not mean they are excellent atthose tasks - it | | | | yourpeople will feel like they are shooting at a |
| means they understand the skills, know the language | | | | moving target which isinvisible. It's hard to hit a target |
| of thetechnicians and have a working knowledge of | | | | if you don't know what that target is,and just as |
| the fundamentals. | | | | difficult to hit something if it changes constantly. |
| This is absolutely necessary because without that | | | | Sometimes aproject manager must be flexible - but |
| knowledge, a poor projectmanager will make stupid | | | | those instances must be controlledand the reasons |
| errors and ask people to do things which are | | | | for change understood. |
| notpossible or practical. This is, in fact, a fundamental | | | | The real measure of a good project manager is |
| reason why manyprojects fail - the project manager | | | | simple - his projects getcompleted as specified, his |
| does not understand the project which heis | | | | people feel productive (they believe they |
| managing. This causes his people to lose respect for | | | | arecontributing to something worthwhile), and the |
| him, and sooner orlater the project spins out of | | | | finished product (the resultof the project) is of high |
| control. | | | | quality. |
| Understands people - The very best project | | | | |