Project manager to the rescue

Stephen Burnell

July 14, 2011

What is critical however, is being prepared; having a logical and structured approach to the way that tasks are managed and information communicated; consulting with key stakeholders and incorporating their views early in the planning process; and identifying and monitoring risks throughout the project lifecycle. Projects are dynamic so the ability to adapt and re-order priorities without losing focus of the desired outcome of the project is essential.

Therefore it is crucial to use the right tools to measure project organisation capability in more detail, both for individuals looking at their own career development, and businesses looking to minimise project risk, and maximise project returns.

Personality is a driver of behaviour, but it can be misleading if used in isolation to measure capability. For example, if someone is extremely detailed focused by nature, then this may have a positive impact on the operational side of their project organisation capability.

However, it may have an adverse affect on their ability to think and plan strategically, as by focusing too heavily on the detail can mean losing sight of the bigger picture. Ideally a balanced approached is needed to ensure full effectiveness.

If you are not part of the solution

Problem solving, similar to project organisation, is critical for effective delivery. After all we would be living the dream if every single part of our project went unchanged or unchallenged!

Projects, and companies in general, are complex beasts but there are few challenges that can’t be managed if approached in the right way. Unfortunately, a reliance on methodology will only help so much when it comes to solving problems. Process and tools can help to capture and store information, map risk and contingency and so on, but this only provides a two-dimensional view.

To be truly effective at problem solving, you need learning agility and a logical approach. Superior project managers not only spend time to learn new ways of solving old problems, but they also encourage others to do the same. Importantly, superior project managers look at mistakes constructively, learn from past performance, and share their experiences. They keep an open mind, knowing when to consult and when to be decisive.

On the flipside, indicators of ineffective problem solving capability include taking a negative, inflexible approach and giving up too easily. The modern age of cross silo project environments, filled with complex, often ambiguous information will see you freeze, just like our dear old friend the shipwrecked sailor.

In many cases you will still deliver your project, on time and on budget and to the original scope, but the end result may not meet the needs of the business, as requirements tend to change. Learning agility ensures that the business benefits are realised, regardless of the twists and turns that happen along the way.

In summary:

When measuring capability in ‘project organisation’, consider more than just your knowledge and use of operational process and tools. Dig deeper, think more strategically and understand what really adds value and drives effective delivery.
Be agile, keep an open mind, and incorporate the ideas of others.
Plan for both short and long term contingencies and take time to understand how your project integrates with the broader company strategic plan.
Encourage others and foster an environment of creative and lateral thinking.