In spite of a growing project management presence, “accidental” project managers are still the norm, not the exception.\u00a0 Many companies continue to treat projects in a fairly unstructured manner and, as a result, do little to invest in their project managers.\u00a0 Many project managers have little authority or power in their role, and rhe majority of individuals who manage projects typcially do so while juggling other responsibilities.\u00a0 So, why are organizations remiss in supporting the project management role?<\/p>\n
<\/p>\n
\u00a0Many organizations do not know how to describe a good project manager.\u00a0 It’s true that a first-rate project managers sounds like a fantastical being-proficient at planning and problem-solving; adept at budgeting; an accomplished negotiator and master influencer who is able to lead, motivate, and communicate.\u00a0 Oh, and a first-rate project manager remains calm during the heigh of the storm.\u00a0 in other words, this is someone who must be able to handle it all.\u00a0 So many requirements, so few candidates.\u00a0 Organizations must be willing to define project manager requirements and invest in the project manager role to realize business success.<\/p>\n
\u00a0Project managers come in all shapes and sizes, with varying levels of training, experience education, and background.\u00a0 Some comme with professional project managment credentials, others do not.\u00a0 Some have spent their entire professional careers managing projects, while others havbe strong ambitions to become project managers.\u00a0 And there are many candidates who fall in between these extremes.\u00a0 The challenge for every organization is to know what you want in a project manager before you search for one.<\/p>\n
Do not over-emphasize technical requirements when selecting project manager candidates.\u00a0 Limiting your search to individuals who have strong technical abilities, but lack professional decorum and interpersonal skills is not likely to\u00a0 produce optimum results when managing projects.\u00a0 Hiring project managers who are proficient in technical application of project management practice, but lack patience, tolerance, and understanding are not likely to attain great success. A project manager who can get the job done but leaves a trail of injured spirits in his or her path is a less-than-ideal candidate for any organization.<\/p>\n
So, stop looking at the labels and credentials.\u00a0 Be brave and look for the Four E’s:<\/p>\n
Enthusiasm:<\/strong>\u00a0 A successful project manager must really want to do the job.\u00a0 He or she must get intense\u00a0enjoyment from leading a project.\u00a0 If a project manager is not enthusiastic about\u00a0the\u00a0project, it’s really hard for other team members to get on board.<\/p>\n Endurance:<\/strong>\u00a0\u00a0Project\u00a0management requires high level of staying power.\u00a0 In the beginning, everything is unclear – the project goal, the project schedule, the project team,\u00a0roles and responsibilities.\u00a0 A successsful project manager must\u00a0endure all stages of project management, from project definition through project execution to project closure.\u00a0 Getting through one phase will enable you to reach the next.<\/p>\n Earnest:<\/strong>\u00a0 Project managers must be sincere and serious in intention.\u00a0 Sincerity will enable project managers to establish a strong coalition among team members, while keeping focused on\u00a0 getting the job done.\u00a0 A team’s ability to work together will get it through the tough spots.<\/p>\n Efficient:<\/strong>\u00a0 Project managers who work productively with minium wasted effort and with limited resources will always succeed.\u00a0 The best project managers will keep an eye on the target and establish a direct route to get there.<\/p>\n Lisa DiTullio<\/p>\n Lisa DiTullio & Associates<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n","protected":false},"excerpt":{"rendered":" In spite of a growing project management presence, “accidental” project managers are still the norm, not the exception.\u00a0 Many companies 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