#3: A Golden Project Manager

In the dimly lit corner of his favorite café, Mark sat with a steaming cup of coffee, his laptop open to the world of project management. Many have asked him over the years, "What makes a good project manager?" Unfortunately, after a decade in the field, Mark did not have a definitive answer. It was a question that had gnawed at him despite his efforts, accolades, and wealth of experience. Rejections had become more frequent than he cared to admit, even for positions he believed he was tailor-made for.

It was an easy call to follow standards. For instance, PMI (Project Management Institute) defines the success of a project manager as achieving product and project quality, timeliness, budget compliance, and a degree of customer satisfaction. But Mark knew the reality was far more complex.

Some companies saw a project manager as an architect – a tech-savvy individual who spent more time with diagrams and lines of code than with people. Others perceived a project manager as an account manager for whom the client's happiness was paramount. Then, some diluted the role to that of a team coach, who seemed to babysit the team. And for some, the project manager was merely a temporary process fixer. Each and every organization in Mark's experience sees a project manager differently.

Mark's truth, however, was something more profound. To him, a project wasn't just about delivering a product or hitting deadlines. It was about taking an organization from 0 to 1, from a state of nothingness to the next version of itself, tailored to the unique needs and aspirations of the company. Mark believed that project managers were the unsung heroes who improved the world, one project at a time, employing whatever skills the organization required.

As he sipped his coffee, Mark's mind wandered back to one of his most challenging projects. It was with a small, struggling software development startup that had been on the brink of collapse. Mark had taken the reins as the project manager and was determined to turn the ship around.

The company's software was riddled with bugs, deadlines had been missed consistently, and customer satisfaction was plummeting. The team was demoralized, and Mark knew more than following the textbook project management standards would be needed.

He began by sitting down with the team members, understanding their concerns, and fostering a sense of unity and purpose. He understood that the software's architecture needed a revamp, but he also knew the team's morale was equally critical. So, he adopted the coach role, guiding and motivating the team to achieve their full potential.

Mark ensured the project adhered to the budget and timeline, but he also emphasized improving customer satisfaction. He personally reached out to clients, ensuring their voices were heard and their concerns addressed. The company's clients, previously on the verge of leaving, now felt valued and committed to the project's success.

With Mark's dedication and holistic approach, the project saw a remarkable transformation. The software's quality improved, it was delivered on time, and it adhered to the budget, all while customer satisfaction reached new heights. The struggling startup began to thrive, and Mark's ability to adapt his project management style had been the key to this success.

Ultimately, the question of what makes a good project manager remained unanswered for many. But for Mark, it was clear – a good project manager was adaptable, empathetic, and passionate about the success of not just the project but the organization as a whole. He knew each project was a unique journey requiring different skills and approaches. Mark had found his own path to become a golden project manager, one who improved the world, one project at a time, in the most complex and meaningful way possible.