How to build a successful project manager career (free PDF)
Becoming a topnotch project manager requires a mix of knowledge, experience, business savvy, and people skills. You have to know how to motivate your team and communicate effectively with stakeholders, and you need to stay on top of the PM trends and developments that may play a part in your career advancement.
This ebook offers practical advice and insights from project management experts, including tips on skills development, mistakes to watch out for, and ways to deal with project failure.
From the ebook:
When asked about things to avoid doing as a project manager (PM), you may be inclined to think about the technical and mechanical aspects of the job. Staying within scope, cost, and timelines and adhering to quality criteria tend to be on the list.
But there are other equally or even more important things you may intentionally or unintentionally do that can have a distressing impact on a project, team members, or stakeholders—and that in turn, might jeopardize your career. Here are a few things a PM should avoid doing.
Failing to sufficiently plan
Planning is not the most interesting part of any job; in fact, it’s boring and tedious. But when it comes to project management, there is no getting around it. Without sufficient planning in all areas, projects become an exercise in frustration for the parties involved. It’s no joke to miss deadlines, run over budget, exceed the project scope, fall short of deliverables, or miss overall project objectives.
Proper planning may slow things down initially, but it will save substantial amounts of time, energy, and resources, not to mention unnecessary rework later throughout the other project phases. It will also significantly increase the likelihood of meeting stakeholder expectations as well as achieving overall project success in the end. Stakeholders are unlikely to rehire or refer a project manager who consistently fails to plan effectively.
Choosing to be exclusive
> A great deal of project success depends on how effectively a project team works together to accomplish set goals. A project team can only be as strong as its members choose, but team culture can be greatly influenced by the PM.
As a PM, choosing to be in any way exclusive, whether through verbal or written communications or actions, establishes a team culture fraught with distrust and animosity and eventually risks buy-in. This creates a situation where individuals who have developed a disconnect from the team or PM will refuse opportunities to work on future projects with that PM.