3 Key Project Manager Behaviors
Technical Skills vs. People Skills?
Most job advertisements for project leaders emphasize technical abilities; but Australian research, conducted by the PMO Executive Council in 2007, found only a minimal relationship between technical skills and project return on investment — rather, their report found that the project manager’s behaviors are the vital precursors of project delivery.
I don’t believe there is an absolute answer, but rather, I contend the scope and nature of project make a big difference in terms of the skills required by the PM. The less expensive projects tend to require more technical project managers (since they also frequently have to double-hat and serve as a business or technical analyst for the project). However the bigger and more complicated the project, the more the project boss uses sound “soft skills”. I think people should also differentiate between junior-level project leaders and very experienced project chiefs.
My resume is basically in the very big ERP/SAP projects – ones that are complicated, big budget and typically long, thus the following top three talents I recommend for senior level project directors come from that perspective:
1) Soft Skills
I observe that accomplished PMs have substantial relationship skills – with a finely-honed ability to deal with senior level execs. They are able to summarize complex technical and/or other project issues into simple powerpoints and/or “communications” for management, to be honest and explain the facts (even when painful), and not allow themselves to become threatened by executives who have more positions in the organization.
2) Overall Picture with Detailed Understanding
To me, this includes the wisdom to identify the overall picture, while keeping all the particular project information in sight. It includes the power to use that wisdom to confront unrealistic budgets, resourcing, target dates, etc. – before they turn into problems and while they can still be managed proactively, with small overall damage to the project and the customer’s expectations, concerns and budgets.
3) World Experience with Distant Groups
Given that so many projects today operate in a worldwide context, and much communication happens remotely, the capability to build trust and support from the project launch, and consistently thereafter, are critical.
Skilled Project Managers need to be able to use technology, more than in-person contact, and have an eagerness and capability to manage project team members from multiple countries, who:
- speak multiple languages,
- work across multiple time-zones (often day-night differences),
- celebrate different holidays
And, they need to keep everyone working together in a mutual and efficient way.
With the business environment being as serious as it is today, this Australian study should tell both hiring managers and Project Manager candidates alike. Hiring executives should be sure to include relationship skills in their job requirements and PM candidates should be sure to address their soft talents in their CVs and refer to them when being interviewed.
In this economy, even the best project managers ought to develop a second revenue stream to cover the swings and roundabouts of this depressed economy.
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Tags: behaviors, people skills, project management, soft skills
