Project management is a vital skill for leaders who want to deliver results, inspire teams, and overcome challenges. But what are the key project management skills that leaders need to master? In this article, we will explore six effective project management skills for leaders and how to develop them.
Planning and scoping are the first steps of any project, and they require a clear vision, realistic goals, and a detailed roadmap. Leaders need to plan and scope their projects carefully, taking into account the scope, time, cost, quality, and risks involved. They also need to communicate their plans and expectations to their stakeholders, team members, and clients, and align them with the overall strategy and objectives of the organization.
There's an old saying in Project Management...plan twice, execute once. Taking the time & space to understand the problem you're trying to solve is crucial to defining the benefits you expect to achieve and determine scope > schedule > budget ie the project plan. Even with the most well defined plan, a project will run into issues. Protecting these benefits will be your North Star when faced with making choices/trade offs through out the life of the project.
There’s a lot of wisdom in planning properly. In a recent book I’ve read “How Big Things Get Done”, looking at large projects across construction, IT, etc the phrase the mantra is “think slow and act fast “, all too often a project is rushed into “doing” to just get some momentum going, but doing the wrong thing which then needs remedial work just extends timelines. Abraham Lincoln’s view was that if you give him 6 hours to cut down a tree, he’ll spend the first four hours sharpening the axe, which sums up the approach nicely as well !
Knowing what is both in scope and not in scope is essential for several reasons. First, a properly developed scope helps project managers determine the resources required to produce the desired deliverable. Second, the scope will help both to shape communication with stakeholders and help manage stakeholder expectations during the project. Finally, the project scope helps a project manager, ensure the right tasks are done and control the project by making adjustments to bring the project back in alignment with the scope baseline. In summary, establishing the scope upfront enables the adequate allocation of resources and communication shaping necessary to monitor and control the project to untimately produce the desired deliverables.
Be prepared to be challenged on what it is you want as a leader. So often projects fail to deliver within the triangle (time / cost / scope) because the requirements weren't clear up front. Challenging the requirements and capturing them properly can often result in some big shocks to leaderships that are far better unearthing early on in the delivery cycle.
In my perspective as a project manager, the heart of successful project management is rooted in detailed planning and clear scoping. It's essential to define realistic goals and a clear vision upfront. Balancing scope, time, cost, and quality is key, along with anticipating and managing risks effectively. Effective communication with stakeholders is crucial for maintaining transparency and trust. This approach, in my experience, not only ensures project success but also aligns it as a strategic asset to the organization.
Delegating and empowering are essential skills for leaders who want to optimize their resources, leverage their team's strengths, and foster a culture of trust and accountability. Leaders need to delegate tasks and responsibilities to their team members based on their skills, interests, and availability, and provide them with the necessary support, feedback, and recognition. They also need to empower their team members to make decisions, solve problems, and take ownership of their work, and encourage them to collaborate and learn from each other.
A crucial facet of delegation and empowerment is the integration of equity. Frequently, within managerial domains, there is a tendency for managers to disproportionately invest in individuals who exhibit resemblances to their own professional personas. The cultivation of equitable work environments necessitates a commitment to investing in and mentoring individuals with diverse backgrounds or unconventional career trajectories. Particularly, attention should be directed towards those who may be unaware of their growth potential yet demonstrate high-performance capabilities. It is recommended that leaders engage in establishing individualized relationships with each direct report, probing into their aspirations and growth trajectories.
As a manager, delegation will be your greatest super power. You have the high level view of what needs to happen, timeline, and staffing plan. So it’s up to you to be strategic in your approach to delegating work to your team. A good manager doesn’t just pass work off to anyone available. Instead, they understand the tasks at hand, assign to staff best equipped to complete it, create opportunities to train staff (as needed), and lastly they empower their team along the way. And when delegation is done well, it will be a beautiful symphony where everyone is playing their “instrument” to create a beautiful song.
While some managers may feel they can do it all, or feel they must do it all to ensure success, they will find it overwhelming when faced with complex projects. Delegation is more than just sharing the load, it is how subordinates gain experience and confidence in themselves and build trust in their supervisors. There is a balance to between a hands off approach and a micromanagement one. There needs to be just enough supervision to ensure goals are being met, without looking over shoulders. Providing subordinates guidance and opportunities that lighten a manager's load also creates a sense of teamwork that provides synergy and promotes trust between team members. Credit them for their successes and treat failures as a learning experience.
Leadership is about influence. Leaders must set the stage early with associates, driving home the idea of a team spirit. From day one leaders are observed and opinions are formed and shared, positive or negative. Overtasked associates will need to pick and choose what tasks and for whom to get them completed. These associates will remember and take into account how the leader previously made them feel.
Delegating and empowering team members in project management fosters collaboration and efficiency. It distributes responsibilities based on strengths, encourages creativity, and boosts morale.
Monitoring and controlling are the skills that help leaders track the progress, performance, and quality of their projects, and identify and address any issues or deviations that may arise. Leaders need to monitor and control their projects regularly, using appropriate tools and methods, such as dashboards, reports, metrics, and reviews. They also need to adjust their plans and actions accordingly, and communicate any changes or updates to their stakeholders, team members, and clients.
Set up a regular check-in with your team members. Let them set the agenda -- one week it might be catching up, the next a venting session. Learn to listen and be slow to prescribe. It will give you the pulse of the team far better than any pie chart or line graph.
Monitoring and controlling are skills that are often confused with micromanagement. Monitoring can be seen as a lack of trust or a concern for a subordinates welfare. "How are things going so far?", "Do you have everything you need?" or "Do you need additional support?" is perceived differently than "Are you still on track to finish on time?" or "Is there a problem here?" The same applies for "controlling." Dictatorial controls and direction are counterproductive. However, asking a subordinate for their input or suggestions will provide insights from the one performing the task that may have been missed by the one who ordered the task, and incorporating them into the decision process shows their opinions are valued.
A commonly agreed upon metric is needed. Where the leader and associates all know specifically what is expected of them and when it is due. Leaders provide the tools, training, and support and the associate simply needs to execute. Status updates to pulse against the schedule are helpful. Otherwise, leaders do not micromanage, they simple work to inspire and eliminate roadblocks.
Monitoring and controlling are the project manager’s eyes and ears. They ensure the project stays on track, detects issues early, and allows for timely adjustments.
Project managers must be adept communicators, able to convey ideas and instructions clearly to stakeholders and team members. They should be capable of not just disseminating information but also influencing and persuading stakeholders to ensure project success. This includes negotiation, conflict resolution, and the ability to articulate the vision and objectives of the project compellingly.
Communicating and influencing are the skills that enable leaders to convey their vision, goals, and expectations, and persuade others to support and participate in their projects. Leaders need to communicate and influence effectively, using various channels, styles, and techniques, depending on the audience, purpose, and context. They also need to listen actively, empathize, and build rapport with their stakeholders, team members, and clients, and resolve any conflicts or misunderstandings that may occur.
Understanding what motivates your stakeholders is one of the keys to effective influence. If you understand their key motivators, you can tailor communications and work assignments when possible to meet those needs. If you know their background story, your ability to effectively respond if they become a roadblock or face project issues will be 100% enhanced over those who do not have that perspective. Walk a mile in my shoes is a quote that has stayed around for a reason. It truly makes a difference.
Communication is a necessary element, but many managers treat communication as a one-way stream of direction. True communication requires listening, and the manager should do more listening than talking. Never underestimate the value of silence after asking a question and receiving a short answer. The person answering will soon understand you're looking for more information. When it comes to influencing, sometimes it's better to allow a subordinate to do something "their" way after discussing options, even is the manager thinks it isn't the best option. Denying them a chance to try it their way shows disregard for their opinion. Allowing them to try it their way first saves by avoiding a debate on the options and a disgruntled subordinate.
If stakeholders aren't invested daily, there will be ambiguity, and ambiguity leads to discontent. Get the stakeholders involved, help them participate, contribute, and own the problem and the solution.
Remember a large part of communication is listening. Listening through constant involvement. Leaders must listen to understand. Leadership is not about having the loudest voice. Ultimately, leaders will know their people, the resulting needs, and be prepared to help solve the issues. Leaders do not need to talk a lot, but when they do it comes in the form of carefully crafted coaching.
The ability to lead a team effectively is central to project management. This involves setting a positive example, motivating team members, and fostering a collaborative environment. A leader should inspire the team to work towards common goals and provide recognition and feedback. It's also important to understand the dynamics of the team to manage and harness their collective energies efficiently.
Leading and motivating are the skills that inspire leaders to lead by example, set high standards, and foster a positive and productive work environment. Leaders need to lead and motivate their team members, by sharing their vision, values, and purpose, and connecting them with the impact and benefits of their projects. They also need to recognize and reward their team members' achievements, celebrate their successes, and provide them with opportunities for growth and development.
When it comes to Project management solid leadership is all about setting clear expectations and holding your team accountable. Set timetables and help them drive to achieve ambitious goals together. When the project succeeds give the credit to your team, they will appreciate the acknowledgment of their hard work and you as the leader will gain momentum for whatever is next.
Leading and managing are two different skills. Leaders provide a vision and create motivation by inspiring others to share that vision. Motivating with threats may get the job done, but it crushes communication and requires more time and effort on the part of the manager. Creating a positive environment where trust and praise are given, where subordinates are part of the solution and not treated as tools or obstacles for success, motivates people to return a manager's trust with performance. Most people want to do well and even lower performers can be motivated to do more when they see their peers fully engaged and working as a team. A good leader is willing to step between a subordinate and complaints or danger, earning subordinates' trust
They say a leader's job is not done until their associate's job is done. It is not enough to only delegate; the leader also needs to coach the team through the game to victory. Games are won through the preparations and dedication made every minute. How will we beat the competition? We as a team only win when every team member wins, meaning we are all individually in this together. Not only does the leader motivate the team, but the team members motivate themselves, and they should continuously motivate one another.
The US Army infantry motto is "Follow me." This distills the essence of leadership: leaders need to think harder, work smarter, inspire and motivate through example, use the right words delivered in the right way at the right time, be first to plunge into the hard stuff, and last in line for chow.
Learning and improving are the skills that drive leaders to continuously seek feedback, evaluate their results, and identify areas for improvement . Leaders need to learn and improve their project management skills, by reflecting on their experiences, lessons learned, and best practices, and applying them to their future projects. They also need to foster a culture of learning and improvement among their team members, by encouraging them to share their insights, suggestions, and innovations, and supporting them to enhance their skills and competencies.
Lessons learned review - post project completion - is key to continuous improvement/success. Each individual should provide input both +/- before final team meeting to allow team dialogue. Coffee gift cards could be reward for participation.
It’s essential to constantly seek feedback, evaluate outcomes, and pinpoint areas for enhancement. Reflecting on past experiences and lessons learned is a powerful way for honing management skills. Encouraging team members to share insights and ideas, and supporting them in skill development, not only enhances individual competencies but also strengthens the team’s overall capability.
Two most important skills - Risk management, which is often ignored ! Do you want to effectively strategies and be prepared in the event of risk impact or fire fight staking cost, quality and time ? - Projects doesn't exist in vacuum, but driven by people, people management (stakeholders management) skills are very important - Adoptability and flexibility to tune oneself to changing dynamics make a successful project manager
Following through all the way, include only key players, and aim for 75% success before launch or delivery. Evolve as you go. Don't wait until something is perfect before you go live with it or it will be outdated by the time it goes live. Have quick turnaround times and understand the user impact. Listen to your audiences.
Be ready to pull the plug. Student pilots are taught that "Get-there-itus" is a killer. Private pilots will overlook one or two critical items in preflight or wave off weather concerns hoping that it will work out so that they can get to wherever they plan to be. But there's no wishing away a broken fan belt, low fuel, or a thunderstorm. Likewise, despite good intentions, there are bad projects, bad customers, and non-participating stakeholders. It's good to pull the plug once or twice early in a PM career to learn the world will NOT end and life can continue (and often in far more pleasant circumstances).
In project management, communication, adaptability, and collaboration are key. Clear communication keeps everyone aligned, adaptability allows for adjustments in dynamic situations, and collaboration harnesses the collective strength of the team.