3 Key Project Manager Behaviors
Technical Skills vs. People Skills?
Lots of job requirements for project leaders stress technical skills; 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 revealed that the Project Executive’s actions are the relevant determinants of project ROI.
I don’t believe there is an absolute answer, but rather, I think the scope and kind of project make a major difference in terms of the skills needed by the PM. The less expensive projects have a tendency to require more technical project bosses (since they also regularly have to double-hat and function as a systems analyst or technical researcher for the project). However the larger and more complex the project, the more the project leader requires sound “soft skills”. I suspect people should also differentiate between younger project leaders and more mature project chiefs.
My resume is basically in the large ERP/SAP projects – ones that are complex, costly and usually long, thus the following top three talents I recommend for senior level project managers reflect that perspective:
1) People Skills
I contend that successful PMs have considerable people abilities – with a finely-honed ability to work with senior level execs. They are able to summarize complicated technical and/or other project risks into simple powerpoints and/or “messages” for management, to be honest and explain the facts (even if distressing), and not allow themselves to become intimidated by managers who have greater influence in the enterprise.
2) Overall Picture with Detailed Understanding
To me, this comprises the judgment to see the overall picture, while holding all the specific project particulars in sight. It includes the ability to use that knowledge to challenge unrealistic budgets, staffing, target dates, etc. – before they become problems and while they can still be managed proactively, with limited overall impact to the project and the client’s expectations, concerns and budgets.
3) Global Experience with Distant Groups
Given that most projects today perform in a global context, and much communication occurs over great distances, the power to build trust and support rapidly, and consistently thereafter, are supreme.
Talented Project Managers need to be able to use technology, more than face-to-face contact, and have an eagerness and ability to deal with project team members from multiple nations, who:
- speak multiple languages,
- work across multiple time zones (often day-night differences),
- celebrate different holidays
And, they need to keep everyone collaborating in a helpful and efficient way.
With the commercial environment being as serious as it is today, this Australian study should tell both hiring managers and PM candidates alike. Hiring chiefs should be certain to include soft skills in their job requirements and PM applicants should be sure to incorporate their soft talents in their CVs and refer to them when being interviewed.
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Tags: behaviors, people skills, project management, soft skills