Common myths about project managers

We all have heard the common myths about being a project manager. So here I will debunk some common myths about what is needed to be an effective project manager.

Myth: Only people with much organisational experience can manage projects successfully.?

Reality: It is a common misconception that anyone with significant organisational experience and success can manage projects there. To successfully manage projects in any organisation, one must acquire the necessary skills, knowledge, tools, and techniques and be able to apply them. You don't necessarily need to have worked in previous roles at that organisation. I have been fortunate to work in different industries, including Construction, Information technology, Healthcare and Supply Chain, and the project management principles remain the same for different domains.

Scenario: Sofia is a supervisor at an extensive customer service call centre. She has been recognised by leadership as a top performer. To reward her, management has offered her the project manager role to implement a new call centre software program. It will be her job to oversee the new process's installation, training, and implementation. Sofia tries to manage the project, but she has no idea how to create a project plan, manage the various members of her team, identify risks, or handle any of the other major project management tasks. She lets her manager know she does not have the appropriate training to manage the project but would like to build those skills. Sofia's manager enrolls her in a project management training course so that she will have the necessary skills to manage projects in the future.?

Key Takeaway: To be a successful project manager at any organisation—regardless of whether you have worked there previously—it is essential to master project management skills, tools, and techniques.

Myth: You must be an expert in the field and have much technical knowledge about the project.?

Reality: There are benefits to the project manager not having much technical knowledge about a project. Rather than getting caught up in the technical details when communicating with management and stakeholders, the project manager can look at the different pieces the cross-functional team is working on and assess how they each contribute to the project's success. As a project manager, you bring on the right team members—with their differing areas of expertise—and trust them to focus on the project's technical aspects. Your job is to handle the communication, documentation, and organisation necessary to get the project successfully to the finish line.?

Scenario: John just landed his first project management job with a construction company.?He's been tasked with managing the construction of a new residential project in a suburban area of the city. He isn't expected to know how to do all of the technical skills, like engineering, construction, plumbing, and electrical; he hires the right people for the job. He communicates the project's needs, timelines, and expectations to his team members and stakeholders and helps break down any barriers to completing the project on time. John creates the project documents and defines the timelines, helping the engineers and construction workers communicate with one another to ensure they are all on the same page regarding the requirements. He ensures the materials are in place for the plumbers and electricians.?

Key Takeaway: Project managers hire experts and help put all the project pieces together. Project managers don't need to be experts in every field.???

Myth: You must always know every single detail about the project.?

Reality: They say the devil is in the details! Details matter in project execution, but as a project manager, one must also focus on the big picture and strategy for the project. What are you trying to achieve? What is the end goal? Do you and your team clearly understand the vision and goal? If the whole team understands their objectives and has what they need to be successful in their tasks, they can work on the individual details and provide you space to supervise the overall project goals. Open lines of communication will help ensure that your team members share any possible risks to the budget or schedule with you.?

Scenario: Natalie is a project manager working for an Information Technology Solution Provider firm. The company is developing a new product to launch in late October. First, Natalie meets with the key stakeholders to determine the goals and timeline for the project. Next, she recruits the right people from the financial, supply chain, marketing, operations and quality control departments to be part of the project team. Natalie meets with her team at the start of the project to clarify the objectives for the product line and checks in with them regularly to check for gaps and find out where they need additional support. For example, when a team member from the financial department was concerned about costs from one of the suppliers, Natalie worked with a team member to find a new supplier for a product so that the overall project budget was not impacted.

Key Takeaway: Your role as a project manager is to communicate with your stakeholders, clarify objectives, and set expectations. Trust your team to handle the details of each project task and communicate with you when there's an issue. Through your direct communication and strategic approach to problem-solving, you can provide solutions and help remove barriers for your team. This is where you add value!?

So here we have just busted three project management myths! What are some of the myths that you have come across before or during your career as a project manager?