I’m been a project manager for more than 20 years. What I was doing and what I knew 20 years ago has changed dramatically. Project management is a whole new ball game.
Project management has always been associated with work tools and techniques such as scheduling and network planning. However, project leadership is more of a philosophy and structure of doing business that is being adopted by self-managed teams, rapid product development groups, and hi-tech start-ups. More has to be done faster, better, more effectively, and cheaper – all the while satisfying many stakeholders.
Success today requires new project leadership skills, aptitudes, and attitudes. Several years ago, a successful project manager needed good technical skills such as planning, scheduling, financial controls, and monitoring skills. Today’s successful team leaders are stakeholder focused, quality driven, risk sensitive and politically adept. The project mission has also evolved from getting the project done on time and on budget to managing customers, time, quality, communications, risk, technology, and performance – the elements discussed in the ‘Practices’ chapter of this book.
Project and people leadership doesn’t come easy. Too many project managers know project techniques and technology but are people challenged. Lack of people abilities is the major stumbling block and some would say major career killer of senior project managers because most spend more than half their time dealing with interpersonal issues. You can be the best project technician in the world but if your team doesn’t trust you, you’re toast.
Life Lesson Earned: Get the people side down. It’s relatively easy doing the technology, but people skills take longer to develop and mature.