Some Thoughts
I've been involved with the IT industry for over 20 years, as a systems engineer, sales guy and it seems for the majority of it - A Project Manager.
This whole discussion intrigues me and did make me stop and consider the impact of my role as a PM on a project and the impact of that role on the success of the project.
(I have a resonably strong technical background, I am a member of the PMI but not PMP certified and a CISSP)
- A very respected colleague of my once told me that being a pm was 10% perspiration and 90% communication. HE's right - the PM's role is to become intimately aware of all aspects of the total project and then to communicate 360 degrees to all participants and stakeholders on where we are, where we're going, what progress we're making, what issues we're facing, what solution might exist to deal with the issues, what the finacial status is and will we meet the targets.
- He doesn't have to be the technical guru on a project, but he has to have the guru surgically appended to his hip and LISTEN to the guru;
- She has to be a TEAM Player - here is a major failing point with some PM's. The term Team Player means many things but most people really fail to understand what it means. YOu must submerge your personal needs and desires and focus on the needs of the team. One comment here mentioned that the PM took undeserved credit for work on the project. The PM MUST support and acknwledge the role of all team members and specifically acknowledge exceptional contributions from individuals.
-He has to know the team members and work with them to ensure they understand the need for reporting (not excessively) and meeting committments. In some cases he must decide to remove individuals from the team because they are NOT teamplayers. One prima donna can ruin a project.
- She has to keep the Steering committee and key stakeholders informed of the progress, advise immediately if issues that will affect any aspect of the project are identified, provide potential solutions and never make a decision in a vacumn. Communicate.
- Scope Creep can be a killer. Thats why any changes must go through the PM. Both sides - stakeholders and team members Must identify potential changes and the impact of the changes must be assessed. Change isn't bad - unmanaged change is. A project 6 months late and 2 million over budget - with an aproved change request - is still a success.
- And of course the PM has to deal with the unrealistic expectations of the stakeholders.
Bottom line - PM's who understand their role and fulfill that role are essential to any major project.
For the flip side see Dilbert...
