In technology today, the projects we implement are getting more complex as each discipline becomes more vast in complexity – software, hardware, and networking have expanded in scope over the years. In the Enterprise space project managers have to account for different technologies and vendors in each of the efforts they manage. They are like poker players today in technology, there are a lot of them out there, but very few that are really expectational. Here are some of the key traits that I have seen that separate the great project managers from the good ones:
1. Detailed oriented – Great project managers will ask questions, but they will also listen to the answers. They will look for inconsistencies in answers and press with more questions to uncover details that could affect current time frames or drive out new tasks that were previously unidentified.
2. They own finding the right people to get involved – Throughout the project life cycle issues come up that hinder the progress of one or several tasks. Finding the right internal, external or executive resources during the right time to push through issues that are holding up the project schedule is critical. Unresolved issues will drag out project schedules and delay implementation, which drives up project costs, which is why it is important to resolve issues that block project progress as quickly as possible. Engaging the right resources in issue resolution in a timely manner is key.
3. Reading the situation – From staff meetings to executive readouts, Enterprise projects have dozens and sometimes hundreds of people involved. Knowing which ones to take direction from, which people to ask follow up questions, and knowing which ones have not done their homework is key. This a skill that every great poker player has, reading what is going on in flight and comparing that to the plan. When the outcomes don’t match the plan, great project managers have to make adjustments to the plan to meet reality before all the facts are known. They have to make these adjustments based on how they can see even potential impacts that are likely to occur which will alter the delivery by particular tasks or direction.
What other traits do you think are key for great project managers to focus on?
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