Successful Project Managers Have...

Have recognized leadership traits

Be a great communicator

Have a sense of humor (often)

Have integrity

Be driven to succeed

Have great project management skills

Be disciplined

Be able to think strategically

Be a good listener (active listening)

Be compassionate

Make good decisions

How does a new project manager obtain and hone these skills?  My quick answer is a blend of education, experience, on-the-job training, mentoring, and a continuous feedback loop.  In order to move from good to great we must work to improve our skills and focus on our strengths; however, we must also identify and minimize or eliminate our weaknesses. 

Finally, great project managers like working with people. They like challenges, they have an even temperament, and they are a motivating influence to those around them.  Good PMs don’t just plan and delegate, they get involved and become part of the team. 

Wisdom and Projects

Albert Einstein said "A clever person solves a problem; a wise person avoids it". After reading this quote, it reminded me that project managers spend a lot of time (or should be) avoiding problems. One thing that can help project managers avoid problems is to follow a Project Management Methodology (PMM). A PMM is a set of agreed-upon processes that assists project managers and  teams to deliver predictable project outcomes.

To create a customized PMM for your organization you need to define all applicable project management processes, procedures and policies used to deliver your organization's projects. Also, don't forget to develop or obtain a set of project templates as they are an important part of any PMM.  Finally, you need to develop a training program to introduce and educate your organization about the new PMM.

Once your PMM is implemented ensure you measure the results and make adjustments where necessary. If you need help in developing your PMM there are many companies that can assist you and your organization.

Organizational Best Practices for Project Management

A good reference book about Project Management is “The Portable MBA in Project Management by Eric Verzuh”. In the book Eric sites a major study that was conducted around what Project Management Best Practices look like in a typical large organization. Perhaps we can learn a few things by looking at the results.

Formal (agreed-upon) Project Management Structure

Companies that successfully implement and use project management have a formal structure in place. These organizations have repeatable project management processes, and executives of the company are engaged and accountable for the success of project management and the project’s that they sponsor.

A Repeat Project Management Process

Repeatable processes that are aligned to PMBOK (Project Management Body of Knowledge) Guide’s Nine Knowledge areas have been shown to increase the probability of project success.

Alignment of Projects to the Organizations Strategy

Projects that aren’t aligned will probably not be given a high priority (or proper support) within the organization. Projects that are aligned will have an executive sponsor that is engaged and measured against the project’s success.

Use of Tools

Project Managers need tools to do their job just like any other profession. The tools can be project management software, templates, and other items. The tools need to be closely aligned around the organization’s project management processes.

Experienced Project Managers

This was found to be the single most important success factor in the companies studied. The skills that successful project managers exhibit were:

Experience in Project Management
Ability to see the big picture
Excellent communications skills (verbal and written)
Willingness to do what it takes
Leadership and organizational skills
Problem solving skills
Collaborative and cooperative
Positive Attitude




The book is a great Project Management reference, is well written, and contains a wealth of information that will help you to be a better project manager.

Being on Time

My dad always stressed to me the importance of being on time.  It is unfair and rude to others to consistently be late to meetings, appointments, and get togethers.  There is a good article by Tim Sanders over on his website entitled "Early Is The New On-Time".

In the article Tim's says -  (Click here for link to full article)

"Promise made, promise kept - That's a principle I hold dear. 
This was taught to me early in life by my grandmom, who raised me.  She believed that we should keep our promises for ourselves (self-image) as well as for others (politeness, reputation).  In her day, it was a basic measure of integrity, whether you are keeping a promise as an individual, a city or even a nation.
Unfortunately, when it comes to being on time or on schedule, we live in a nation of tardies.  This is profoundly true in the technology and creative community.

When I worked at Yahoo, the parking garage was almost empty until around 9:30, then it gradually filled up - and stayed full well past 6pm.  Meetings never started on time, as most participants filed in fashionably late.  When seasoned execs joined the company (after the dotcom bust), they were horrified by this cultural practice...wondering how people could get-stuff-done in such a slack environment. 

Worse, the advent of the mobile phone has enabled anyone to run late, so long as they call (or text) to say they are "stuck in traffic/meeting/etc."  In the old days, you didn't like to be late because of the stress of the unknown, but now that your manager can say, "It's OK, take your time," then why run on time? 

This mentality has bled into enterprise level tardiness: Product launches and project implementations that run late or are re-scheduled at the first sign of complication.  Over the last decade, it's culminated into a late-running nation of professionals that can't be depended on to be on time."

(Click here for link to full article)

Planning Steps for Dummies

One of the biggest reasons projects fail is because groups/organizations use an adhoc or random non-repeatable method to plan the work. Minor issues and details are overlooked in the “planning” phase that can turn into major problems down the road. It happens all the time. Combine the normal corporate bad communication with worker incompetency, mix in some management apathy, and you are setting yourself for disaster.

Poor planning, organizational miscommunication, and employee/employer errors mixed with a lack of training can be expensive and sometimes catastrophic (Think NASA).

What can be done? How about applying some basic project management processes to the work? Below are some very simple steps to get started. There are many more to consider depending on the size of your project, but we must realize that some organizations need to move away from today’s chaos and get back to basics right away.

Four Simple Steps

STEP 1 - Divide the work down into tasks that must be completed. Then continue to break the tasks down into smaller tasks. No task should take more than a day (two at most).

One reason that projects are delivered late is because project managers aren’t breaking down the work into smaller and smaller tasks (decomposition). Small tasks are easier to estimate and manage. Remember, good estimates are the foundation of on-time, on-budget projects.

STEP 2 - Sequence your tasks by dependency

If you don’t establish your dependencies you don’t have a timeline since dependencies help establish duration.

STEP 3 - Verifiable Milestones

What pieces of the project will you deliver and when. Remember the old saying, “you can’t manage what you can’t measure”.

STEP 4 - Assign tasks to people not groups

Get everything on paper. Remember my favorite project management rule “what is not in writing has not been said”. Also, ensure everyone understands their role and responsibilities. No matter what you do there will always be somebody that can’t follow instructions or refuses to fall in line. These people need to be brought into line or moved off the project quickly.

Miscommunication is fatal to projects. Always communicate in multiple ways; – face-to-face, team meetings, status reports, e-mail (as a last resort). Monitor progress, give feedback continuously, and document, document, document.

Time Wasted

As project managers we are very focused on time. As time passes, we often find that our project and personal objectives aren’t being achieved. We look back at our project or personal goals and see ways we could have done things differently that would have saved us time. We agonize over the loss of time, and look for ways to do more with less, or look to find additional resources to help make up for the lack of time.

A while back I was sent a link to a website that brings the topic of time to the forefront. It has significant meaning, especially when applied to our personal lives. Be sure you have your sound turned up on your device and give the link a try.

Check out the site at: The Time Movie

The Art of Life and Project Management

"The art of life lies in a constant readjustment of our surroundings.” - Kakuzo Okakura .....


"The art of project management lies in the constant readjustment to changing conditions" - Author Unknown .....

Project Managers Must Forgive Others and be Forgiven

Great words from Abraham Lincoln. I have a lot of work to do in this area.

"I will greet this day with a forgiving spirit. For too long, every ounce of forgiveness I owned was locked away, hidden from view, waiting for me to bestow its precious presence upon some worthy person. Alas, I found most people to be singularly unworthy of my valuable forgiveness, and since they never asked for any, I kept it all for myself. Now, the forgiveness that I hoarded has sprouted inside my heart like a crippled seed yielding bitter fruit. No more. At this moment, my life has taken on new hope and assurance. Of all the world’s population, I am one of the few possessors of the secret to dissipating anger and resentment. I now understand that forgiveness has value only when it is given away. By the simple act of granting forgiveness, I release the demons of the past about which I can do nothing, and I create in myself a new heart, a new beginning. I will greet this day with a forgiving spirit.

"I will forgive even those who do not ask for forgiveness. Many are the times when I have seethed in anger at a word or deed thrown into my life by an unthinking or uncaring person. I have wasted valuable hours imagining revenge or confusion. Now I see the truth revealed about this psychological rock inside my shoe. The rage I nurture is often one-sided, for my offender seldom gives thought to his offense. I will now and forevermore silently offer my forgiveness even to those who do not see that they need it. By the act of forgiving, I am no longer consumed by unproductive thoughts. I give up my bitterness. I am content in my soul and effective again with my fellow man.

"I will greet this day with a forgiving spirit. I will forgive those who criticize me unjustly. Knowing that slavery in any form is wrong, I also know that the person who lives a life according to the opinion of others is a slave. I am not a slave. I have chosen my counsel.

"I know the difference between right and wrong. I know what is best for the future of my family, and neither misguided opinion nor unjust criticism will alter my course. Those who are critical of my goals and dreams simply do not understand the higher purpose to which I have been called. Therefore, their scorn does not affect my attitude or action. I forgive their lack of vision, and I forge ahead. I now know that criticism is part of the price paid for leaping past mediocrity.

"I will greet this day with a forgiving spirit. I will forgive myself. For many years, my greatest enemy has been myself. Every mistake, every miscalculation, every stumble I made has been replayed again and again in my mind. Every broken promise, every day wasted, every goal not reached has compounded the disgust I feel for the lack of achievement in my life.

"My dismay has developed a paralyzing grip. When I disappoint myself, I respond with inaction and become more disappointed. I realize today that it is impossible to fight an enemy living in my head. By forgiving myself, I erase the doubts, fears, and frustration that have kept my past in the present. From this day forward, my history will cease to control my destiny.

"I have forgiven myself.

"My life has just begun.

"I will forgive even those who do not ask for forgiveness.

"I will forgive those who criticize me unjustly.

"I will forgive myself.

"I will greet this day with a forgiving spirit."

-- Abraham Lincoln

Tom Peters: Seven-step Path to Sustaining Success

From Tom Peters post - Seven-step Path to Sustaining Success

You take care of the people.
The people take care of the service.
The service takes care of the customer.
The customer takes care of the profit.
The profit takes care of the re-investment.
The re-investment takes care of the re-invention.
The re-invention takes care of the future.
(And at every step the only measure is EXCELLENCE.)

Q.E.D.

Tom Peters makes it simple for the rest of us!

Project Customers

All projects must end.  Hopefully, they end with the customer and sponsor being happy with the project's deliverables.  A key thing to plan for on every project is how the customer will be managed after project implementation.


Many organizations rely on Customer Relationship Management (CRM) software to help them manage their customers. CRM systems have evolved to be must have tools for many organizations, and all project managers should be familiar with their capabilities and limitations.   Also, since many CRM systems are hosted in the cloud, the startup costs can be very reasonable.


Wikipedia defines Customer Relationship Management as "a widely-implemented strategy for managing a company’s interactions with customers, clients and sales prospects. It involves using technology to organize, automate, and synchronize business processes—principally sales activities, but also those for marketing, customer service, and technical support. The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service.^[1] Customer relationship management describes a company-wide business strategy including customer-interface departments as well as other departments".


If you are interested in learning more about CRM systems, one company I have looked at is Hosted CRM from Sherweb.  If you have done business with them in the past, let me know what you think by leaving a comment below.


Also, make sure you check out these great customer service jobs from Jobboom, a supporter of this blog.

You Have Issues

Issues are going to happen on your projects. What is an issue you may ask? I define a project issue as “any event or circumstance that could alter the project schedule, budget, scope, quality or otherwise impact a project in a negative way”.

To manage issues properly you must log them, and ensure they are resolved quickly so they don’t negatively affect your project. Managing project issues is a very simple process; however we need to follow a few guidelines. Steps to take include:

Identify the Issue

This should always be done in writing. Any project team member can submit an issue to the project manager, however the project manager may choose to ignore the issue or even alter the project scope depending on circumstances.

Review the Issue

Review the issue with all concerned. Prioritize the issue and access any risks.

Log the Issue and assign ownership

When creating an issues log include at a minimum:

Write a clear and concise issue description 

Prioritize the issue based upon potential impact(s) to the project or deliverables 

Capture the date the issue was opened, date issue is expected to be resolved, and actual resolved date

Note the person responsible for resolving the issue (don’t make this a group or team. Always specify a person here.)

Have a notes column to log updates about the issue

Issue Monitoring

Request that issue owners update the issues log (or send you updates) at least weekly. Review the issues list with all core team members on a regular basis.

Issue Closure

When an issue is resolved, update the issues log with any pertinent information and close the issue.

A good issue management process will let the project sponsor know when and where issues are occurring. Additionally, an issues list is a great way to communicate to the project stakeholders about problems or concerns that are being addressed by the team. Many times an issue can cause a Scope Change Request to be generated if the issue isn’t properly managed.

In closing, conduct regular reviews of all open issues with the team and review progress towards resolving the issues. Manage issues daily, and work to resolve them quickly so they don’t become major problems on your project.

Great Article by Harold Kerzner, Ph.Dl, PMP

Click here to view the article entitled: Twenty Common Mistakes Made by New or Inexperienced Project Managers By Harold Kerzner, Ph.D., PMP

Links to the above post by Dr. Harold Kerzner have been published in several places, but I wanted to share it here too for those that haven't seen it.  This is an awesome document that will help both new and experience project managers.

I have a couple of Dr. Kerzner's books and they are all excellent.  One of his best books is listed below:

Do You Use Business Cases to Justify Your Projects?

Before a project is started, there should always be a business case. Without a business case that defines the problem(s) you are trying to solve and what success looks like, your project will start on very shaky ground.

Rule # 1 -  the business case is always written by the organization receiving the benefits.

A business case is nothing more than a story. As you begin to write your story one of the first things to define is the benefits (the value) the product(s) of the business case will bring. These value statements should be specific, brief, clear, and measurable.

Here are some basic questions that must always be answered when developing a business case. They are:

What is the problem you are trying to solve? What are the gaps between where you are and where you want to go? What are the assumptions? What will it cost?

What is the ROI (Return on Investment) and how long will it take to recoup the investment?

When did the problem first appear? How long has it been happening? What is it costing you?

Where is the problem occurring?

Who is impacted?

Why is there a problem? What is causing the problem and what is the effect? Why is a change needed now to address the problem? How big is the problem?

How will solving or minimizing the problem save money or add value? How will you measure the value?

Are the business case’s benefits worth it? Are they realistic?  Are there alternative solutions that would cost less?

There are many more questions to be answered when developing a business case, however answering the questions above will get you off to a good start.

Project Communications Planning

Project Communications Planning is a process that is continuous throughout a project. When building your initial Project Communications plan focus on the following:

Define Your Audiences - Who needs to know What, and When and How do they need to know it. Communication needs and audiences will change as the project moves forward. Plan for it.

Start from the Top and Work Your Way Down the Chain - Start your Communications with the highest levels of the organization first, then work your way down to the team members. Repeat this cycle.

Target Your Message to the Different Groups - Different groups (and sometimes individuals) may require different types of communications media (e-mail, status reports, web site, face-to-face, memo, etc.). Plan for these different types of communications vehicles up front.

Define Roles and Responsibilities - Ensure that your Project Communications Plan includes Roles and Responsibilities for key stakeholders.

Status Reports - Status Reports are a great form of Project Communication if kept short and to the point.

Repetitive Messages will be Required - The same message delivered using different mechanisms and sources will help to reinforce your message.

Anticipate Conflict - Tailor your communications to overcome Conflict before it occurs. Keep in mind that Conflict will always occur on a project. Conflict needs to be anticipated and managed continuously throughout the project.

Allow for Anonymous Feedback - Create a way for people to relay their positive and negative feedback anonymously.

Project Managers need to recognize that good communication is important because it helps to reduce conflict, increases information distribution, and helps to silence critics while reinforcing the positive aspects of your project.

Get the Right Talent on Your Team

Years ago I managed a large group of software engineers. At the time, it was very difficult to recruit software engineers from here in the United States, so we started sponsoring talent from overseas (China, Russia, India, etc.) and bringing them here to work.  When the economy recovers the IT sector may again have to look overseas to fill many software developer and IT vacancies. There just aren’t computer science majors coming out of American universities to satisfy the current and upcoming demand.

My point is corporations will either have to outsource IT jobs to other countries or look to bring in talent from other countries using an immigration lawyer if they can’t find the right talent within our own borders. The same principles apply to your project teams. If you don’t have the right talent in your company for your project team, consider looking to outside contractors or consultants to fill these roles.

I believe that outsourcing jobs overseas or bringing in workers from outside your borders shouldn’t occur except as a last resort. Having said that, I also realize that companies can’t grow if they can’t hire the right talent.  Never settle for what is available when staffing your project teams. If you can’t find what you need within your company don’t be afraid to look externally. The job you save may be your own.

Some Great Quotes!

“Do one thing every day that scares you.” —Eleanor Roosevelt

“Life is either a daring adventure, or nothing.”—Helen Keller

“Dream as if you’ll live forever. Live as if you’ll die today.”— James Dean

“The two most powerful things in existence: a kind word and a thoughtful gesture.”— Ken Langone, founder, Home Depot

“The deepest human need is the need to be appreciated.”— William James

“Don’t belittle!” — OD Consultant, on the essence of a well-functioning human community

“If you don’t listen, you don’t sell anything.”— Carolyn Marland/MD/Guardian Group

“It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say.” —Sara Lawrence-Lightfoot, Respect

“What creates trust, in the end, is the leader’s manifest respect for the followers.” — Jim O’Toole, Leading Change

“If you can’t state your position in eight words or less, you don’t have a position.” —Seth Godin

“Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has.” —Margaret Mead

“Make your life itself a creative work of art.” —Mike Ray, The Highest Goal

“Have you invested as much this year in your career as in your car?” —Molly Sargent, OD consultant and trainer

“The most successful people are those who are good at plan B.” —James Yorke, Mathematician, on chaos theory in The New Scientist

“To live is the rarest thing in the world. Most people exist, that is all.” —Oscar Wilde

“People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for, that they trust.”—Howard Schultz, Starbucks

“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” —Charles Darwin

“We may not be interested in chaos but chaos is interested in us.” —Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

“If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, retired Chief of Staff, U. S. Army

“You must be the change you wish to see in the world.”—Gandhi

“We eat change for breakfast!”—Harry Quadracci, founder, QuadGraphics

“If things seem under control, you’re just not going fast enough.” —Mario Andretti

“You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.” —Jack Welch, retired CEO, GE

“We have a ‘strategic’ plan. It’s called doing things.”—Herb Kelleher, founder, Southwest Airlines

“I guess it comes down to a simple choice, really. Get busy living, or get busy dying.” —The Shawshank Redemption (Tim Robbins)

“Stay Hungry. Stay Foolish.”—Steve Jobs, Apple

“Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.”—Warren Bennis and Patricia Ward Biederman, Organizing Genius

“The best thing a leader can do for a Great Group is to allow its members to discover their greatness.”—Warren Bennis and Patricia Ward Biederman, Organizing Genius

“You are the storyteller of your own life, and you can create your own legend or not.”—Isabel Allende

“Nobody can prevent you from choosing to be exceptional.” —Mark Sanborn, The Fred Factor

“A leader is a dealer in hope.”—Napoleon

“Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge

"The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it". Michelangelo

“If you’re enthusiastic about the things you’re working on, people will come ask you to do interesting things.” —James Woolsey, former CIA director

“Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.” —Winston Churchill

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader."—John Quincy Adams

“A year from now you may wish you had started today.”—Karen Lamb

Jerks at Work (Revisited)

A book was written not long back entitled "The No A**holes Rule". In it, the author - Robert Sutton -discusses how "A**holes" a.k.a. "work jerks" can cause major disruptions in the workplace. The author  defines work jerks as "people who pick on those beneath them and leave others feeling belittled and sapped of energy. They use their power to schmooze those above them and beat down those beneath them. Much of the rest of their time can be spent bullying their peers".

My takeaway from the book is that jerks at work have a negative impact on the bottom line. They always cost organizations more than they are worth, and they cause upheaval that is harmful to individuals as well as the organization they work for.

What can we do when confronted with jerks on our projects? When possible we should avoid and ignore them. We can also look for ways to work around their influence and create partnerships with others that are willing to help. If somebody believes falsely that being a jerk will get them to the top quicker, there isn't much you and I can do about it. One thing is certain, we don't ever want to emulate their behavior. Jerks are poisonous, they are detrimental to project progress, and the value they sometimes create is erased by the disruption they cause.

Jerks almost always know they are jerks. They don't believe in Win/Win, they believe in Win/Lose (they must win, others must lose). Jerks are self centered, have large egos, and we aren't going to change them.

Project Management Rule: Project managers have to get the job done in spite of work jerks.

As project managers, we must learn to work with all types of people and get our projects completed on time and on budget in spite of them and their behaviors.  Remember, when confronted by a jerk be patient and respectful. Kill them with kindness. Don't forget that jerks can have influence over your project and career, and they occasionally have good ideas. There biggest flaw is they lack good character.

Project Management Rule: Work jerks don't subscribe to lofty ideas like fairness, cooperation, self-discipline, or integrity. 

They are reactive, many times "enemy-centered", and concerned about defending their desires and rights.

The bottom line is that work jerks lack emotional maturity. One definition of maturity is the balance between courage and consideration. Companies and organizations need to do a better job of screening for jerks during the hiring process. They need to know that studies have shown work jerks cost them more then they produce. Organizations don't need people in a leadership or any position for that matter that have questionable character, a win/lose work ethic, and a Scarcity Mentality.

Project Teams Members Need These Things

Project team members will perform at their peak when they:

Clearly understand and embrace the project's goals

Understand clearly the expectations put upon them

Understand how success will be measured

Understand the expectations of the project manager and sponsor

Believe their concerns will be listened to and addressed

Believe the project manager and sponsor are 100% committed to the success of the project

Understand that constructive, open, and free flowing communication is appreciated and welcome

Know they will be recognized and rewarded for their achievements

Don't Try to Please Everyone

As we manage our projects, we need to remember to spend the bulk of our time working with our advocates and supporters, not answering or arguing with our critics. If you say you don’t have critics on any of your projects than I say you probably aren't pushing hard enough, and that means you probably aren't a very good project manager. 

Trust and Leadership

I was reading the book "The Truth About Managing People" today and thought I would post a couple of excerpts from the book about leadership.  The link to the book is at the end of this posting.  I highly recommend this book, especially if you manage people, or are a project manager.

In regards to leadership, the book states, "When we trust someone, we assume they'll act honestly and truthfully and be reliable and predictable.  We also assume they won't take advantage of our trust.  Trust is the essence of leadership because it's impossible to lead people who don't trust you. "

Some quotes from the book to gain the trust from others....

Be open

Be fair

Speak your feelings

Tell the truth

Show consistency

Fulfill your promises

Maintain confidences

-----------------------------

I think this is a great book.  Enjoy!