So, here’s something that’s sort of off this blog’s beaten path, but something I (obviously) care a great deal about: there are a lot of bad Project Managers out there. And it sort of… baffles me. We, as a group, can sometimes be pretty grossly off base and/or misaligned in our line of sight and prioritization of the things.
It’s kind of amazing how many people call themselves a project manager and yet somehow fail catastrophically at actually, properly managing projects. It’s remarkable that we as a group haven’t made a worse name for ourselves by now (though maybe we have and I’m just willfully, woefully unaware.)
Either way, I would really like to speak on behalf of all PMs out there who suck slightly less – or perhaps, if we really nail it, don’t even suck at all – and share some thoughts on what I think are key differences: namely, the things that we care to prioritize.
Here’s how to not fail at PM:
At one end of the scale (i.e., the top priorities):
Here’s what should be at the very top of your list, when it comes to what you actually, actively, aggressively manage:
>> your team.
Treat your team right. They are your everything. If you don’t understand this or don’t agree with it, then – quite frankly – you should not be managing one. You are not above your team; you are a member of it. Don’t mistreat them on personal or professional levels, and don’t ask them to do anything that you yourself are not willing to do. Your team members are not a collective unit at your arm’s-length disposal – they are an extension of you; your worth is what you, as a group, do, and you are only as good as you allow them to be. Trust their expertise. Go to bat for them. Carry their torch.
If they’re working sixteen-hour days at the office, you should be too. If they are going into the office on Saturdays, then you are as well. If they are making a very strong recommendation for something and aren’t getting traction, throw your weight behind it, too. Embody what they do. You’ll have a richer, deeper, more complex knowledge of the project’s status and health; you’ll be able to resolve blockers in real time; and you’ll share the experience of what’s actually being sacrificed and invested by your team – and if they’re being pushed too much. Because if they fail? So do you.
>> your client or customers.
Your second job, after taking care of your team, is doing right by your client or customers. Have face to face conversations. Spend time onsite, in their offices, and learn to speak their language. Treat their time and money as your own time and money, and learn to see them as friends. If they bug you four times to go get drinks – especially if it’s done at the peak of the project – go. get. drinks. The client is trying to tell you that you matter more than the project; do them a solid and grant them the same consideration. Recognize the privilege of rapport, and make investments in the relationship. These people – not their projects – are your company’s long-term lifeline, and their project is simply the result of a relationship well-managed. Care for them accordingly.
The middle of the scale:
>> your product.
Know what’s up. Intuitively understand what the product is and learn how to care about its success. Your client has likely invested a lot of time, money and resources to get where they are bringing your team on board, and they are probably more invested in the product than you can ever be. Regardless, do the right thing and try to get partway there. If you know of a better solution, offer it. If you think they’d be better off with a different approach, say so. It’s not just a matter of not planting landmines – it’s also a matter of paving the way for their future growth, after you.
>> your timeline, budget, or milestones.
Too many project managers out there blindly manage to black and white metrics. And I argue that they’ve got it all wrong.
I don’t mean that timeline and budgets and milestones don’t matter – they absolutely do! But managing to them is only meaningful once the other things – your team, your client, your product – are taken care of. And if you forget this and you are destroying a team or producing a faulty product for the sake of getting it to market “on time;” if you are killing morale and mistreating people for the sake of hitting a deadline, you are failing and you have already lost. You may be able to check off a box – “under budget!” – but in the context of life, no checkbox is as “real” as the way you made your team members or customers feel if you ran them over in the process. Their feelings and the way they will perceive you will last far longer than your status report.
It’s fine and fun to play The Career Games and be ambitious and productive, but ultimately, when you consider the bigger picture of What’s Actually Important in Life, timelines and budgets don’t actually qualify. That milestone you were shooting for? It may matter a great deal to the project, the program, and the people with whom you work in the short term, but in The Grand Scheme of Life, it’s all “fake.” And if you lose sight of this context, you’re losing at the biggest game of them all – that being our shared short existence.
And at the low end of the scale:
>> your documents.
Success doesn’t happen in Microsoft Project or Powerpoint. Success is evidenced in them. Pull your head out of your artifacts and go sit in the trenches with your team. Go have a face to face, heart to heart conversation with your client. If you haven’t done right in the relationships and haven’t reached reasonable rapport, haven’t committed yourself to producing a good product and don’t internalize the metrics within which you’re doing so, then you done messed up and probably need to start over – do not pass “Go;” do not collect $200. It’s only after successfully doing all of these other things that a project manager can sit down to document what’s going on.
>> your process.
I am continually surprised by the number of managers out there who make it their job to preserve and protect a process; to serve as crusader of some convention, even though it may or may not be working for their current project. If you are a Project Manager, it’s your job to manage the heart of the project, not its paperwork or process.
Here’s the final word: if your prescribed process is pulling you away from any of these other things, the decision between which one to foster and which one to disregard should, I think, be self-evident: if you choose Process over People, you’re failing hard. If, on the other hand, there’s no conflict between following your process and taking care of everything else – if everything is working in perfect harmony – then chances are good that you probably didn’t need the process spelled out to begin with.
In the end, if you have your priorities straight, and you care for people, a lot of other things sort of work themselves out.