Every project manager has, at some point, thought, “If only people did what they were supposed to, this job would be easy.” The previous post in this series discussed the “project” part of project management. This one explores “management.” People often think this refers to general tools such as organization and scheduling. Of course, these skills are necessary for a successful project, but management is much more blurred; it is the art of the business. Project managers manage power, expectations, fears, change and problems. At the bottom line, they manage people: their teams, various suppliers, stakeholders and executives. The needs of each of these groups are very different. A strong leader must be able to recognize those needs and fulfill them appropriately.
A functional team is critical to the completion of any project. Teams can vary drastically in size and composition, often including a broad range of disciplines. They include engineers, scientists, developers, and others who work for the executing organization and produce deliverables. Project managers must be able to track progress and continually motivate.
To organize and monitor progress, the project manager is responsible for providing the team with the tools it needs. At the beginning of any venture, the project manager must define the team’s structure by establishing authority. This means distributing power rather than claiming it. Each member must know their individual responsibilities and how they contribute to the overall effort. Although the manager tracks overall status, micromanaging can be detrimental. There often is not time to focus on individual tasks, so this is done incompletely or not at all. This is frustrating for all concerned: assignments are unclear to individuals; work is unorganized; the project manager quickly loses track. A reporting system needs to be put into place consisting of leaders who understand the scope of their unit’s assignment. Setting this up in advance ensures not only that all roles are covered, but also that there is no duplication of roles, which can lead to inefficiency, confusion and tension between personnel. The key is giving employees resources for asking questions, reporting complete work and addressing problems. Once this structure is in place, clear goals are set with standards (including deadlines). These are distributed so that the level of work is reasonable for each team unit and individual. This process gives the project overall stability and support.
The project manager’s greatest tool is communication. Changes and problems are inevitable. These may cause shifts in the work structure or timeline. Regular meetings can facilitate the flow of information back and forth. These must be well-planned and managed; there is nothing worse than meetings that last forever and accomplish nothing. However, a well-implemented session allows the manager to administer necessary changes and give explanations so that they integrate smoothly into the workflow. Contributors, specifically leaders, can provide feedback on the status of work and problems they have encountered so that the project manager can continue providing the necessary tools to move forward.
Communication is also important for keeping the team motivated. Engaging individuals in the planning gives them a sense of ownership, which in turn, inspires commitment. Outside of meetings, employing interpersonal skills also helps build a strong, motivated team. The following advice should sound familiar. Treat everyone with respect. Listen to people to gain valuable input. Recognize problems and help solve them, either personally or by delegating to the appropriate leader. Acknowledge people’s work. A simple “Thank you” makes people feel valued and keeps up morale. The project manager’s attitude is critical. Working hard inspires hard work in others. Optimism is also contagious. Although managers are rarely experts in the project field, becoming more educated on the subject helps communication and shows dedication and competency. The way the team feels directly influences the efficiency of work. They need to feel both challenged and supported. The project manager has a lot on their plate, but taking some time to create rapport with their team motivates and inspires quality work.
Suppliers provide goods and services that are purchased for the project. This can include equipment, material, shipping, construction or installation needs. These relationships are more black and white. Contracts are generally put into place to regulate them, but similarities beyond that can be difficult to distinguish. Even the commitment can range from a $5 purchase order for wire to a full million dollar contract for electrical installation. Once again, communication and respect is the key to success. The project manager must clearly relate the company’s needs as they pertain to the supplier. Technical details, timelines, pricing and scope need to be specified. A certain amount of negotiation occurs, and maintaining loyalty with suppliers increases trust and can often help secure desirable discounts and contract terms. With most suppliers, relationship building will consist of emails and phone conversations with very few face-to-face meetings, so it must be especially clear. Be informed: know what the project requires; discuss technical aspects with engineers; obtain multiple quotations from different suppliers. Listen to the supplier’s needs as well, and plan accordingly so that purchase orders are placed and payments are made on schedule. This builds trust and respect between all parties. In some cases, rewards and penalties are built into contracts to help motivate timely delivery. Restrict use of this method, as building strong relationships based on good communication is far more effective.
Of course, the project would not even exist without stakeholders. In this case, the term is used very broadly to encompass clients, investors and end users. These can be one entity or separate groups, but their needs overlap sufficiently to discuss them together here. Stakeholders are invested in the project in some way, so while communication should be honest and straightforward, it is also helpful to keep a “selling” mindset. Specifically, the project manager must manage expectations and instill confidence. It is important to understand what different stakeholders are gaining from the project, since the end goal is to satisfy these needs. The project contract should detail the scope, which must be clearly understood by all parties to ensure that the desired result is achieved. Throughout the project, regular updates instills confidence in the organization’s continued commitment and timely delivery of the product. Checking with the stakeholders also continually verifies that the project is meeting their expectations, avoiding surprise changes at the end. When changes are necessary, they need to be well-managed to avoid scope drift. Clarify expectations and double-check that they truly are required. Document all communication. For end users, make sure the operating instructions are clear and provide training when necessary. Stakeholders gain the ultimate benefit from the project. They are impacted long-term by its success and can potentially become repeat customers. The project manager and investors need to clearly understand these needs to ensure that the project produces something of value for this group.
Finally, executives have a high-level perspective of the project. When significant decisions must be made, they determine the priorities and claim overall accountability. They are also responsible for communicating important matters to company executives who may not be directly involved with the project. The project manager must communicate clearly about project status, options and recommendations. Regular updates help the executive stay engaged. They are also helpful in managing change as they represent the project manager on a higher level.
People are not easy to manage. If everyone could be counted on 100% of the time, not only would project management be simple, it would almost be unnecessary. The key to effective leadership is good communication and balance. A project manager is not a dictator or a best friend. He or she must strike a balance between providing structure and engaging participants: authority and understanding, charisma and rationale, challenge and support.
For a more in depth look at managing the various personalities involved in the technical/business environment, refer to The Science, Art and Discipline of Technology Development by Ron Stites. In Chapter 2, he addresses specific challenges encountered when bridging the communication gap between technological personnel and management. The eBook is available on Amazon.com at: http://www.amazon.com/dp/B00WTMVP60.
Post by Amandine Aubertot, SALLC Project Manager
Stites & Associates, LLC, is a group of technical professionals who work with clients to improve laboratory performance and evaluate and improve technology by applying good management judgment based on objective evidence and sound scientific thinking. For more information see: www.tek-dev.net.