3 Key Project Manager Behaviors
Technical Skills vs. People Skills?
A lot of job advertisements for project leaders emphasize technological abilities; but Australian research, conducted by the PMO Executive Council in 2007, found only a minimal relationship between technical skills and project benefit delivery — rather, their report found that the project manager’s behaviors are the relevant precursors of project delivery.
I don’t believe there is a black-and-white answer, but rather, I think the size and type of project make a huge difference in terms of the talents required by the PM. The smaller projects have a tendency to need more technical project leads (since they also frequently have to double-hat and act as a systems analyst or technical analyst for the project). However the bigger and more complicated the project, the greater the probability that the project boss uses excellent “soft skills”. I think people should also differentiate between younger project leaders and very experienced project executivess.
My experience is basically in the very big ERP/SAP projects – ones that are complex, costly and generally long, so the following top three skills I recommend for top level project directors come from that frame of reference:
1) People Skills
I note that leading PMs have substantial relationship skills – with a finely-honed ability to work with senior level execs. They are able to boil down complicated technical and/or other project issues into easy reports and/or “messages” for management, to be truthful and maintain their integrity (even if difficult), and not allow themselves to become intimidated by people who have higher rank in the firm.
2) Overall Picture with Detailed Understanding
To me, this includes the experience to see the total picture, while at the same time holding all the special project particulars in focus. It includes the capability to use that knowledge to confront unrealistic budgets, staffing, target dates, etc. – before they turn into problems and while they can still be managed effectively, with limited overall damage to the project and the client’s desires, concerns and funds.
3) Global Experience with Virtual Teams
Given that many projects today function in a global environment, and much communication occurs remotely, the capability to build trust and support early, and often thereafter, are supreme.
Talented Project Managers need to be able to use technology, more than face-to-face interactions, and have an eagerness and ability to cope with project team members from many nations, who:
- speak multiple languages,
- work across multiple time zones (frequently day-night differences),
- celebrate a variety of vacation schedules
And, they need to keep everyone working together in a mutual and productive manner.
With the economic context being as serious as it is today, this Australian study should tell both hiring executives and project manager candidates alike. Hiring chiefs should be sure to include soft skills in their job wants and PM applicants ought to be sure to incorporate their soft skills in their resumes and speak to them during interviews.
In this market, even the best project managers ought to generate a second revenue stream to cover the highs and lows of this depressed economy.
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