Project Managers: The Most Hated Members of a Project Team

An ex-boss once told me, "Project managers are by definition the most hated members of a project team".

Contrary to popular belief, project managers are not inherently disliked by their team members (Hobbs & Aubry, 2010). In fact, their role is often misunderstood, leading to misconceptions and misinterpretations (Kloppenborg & Petrick, 2017).

• Purposeful Leadership: Project managers are appointed to ensure the smooth execution of a project, coordinating team members, managing resources, and aligning efforts with the project's objectives (Project Management Institute, 2017). They are not there to be liked but to ensure the project's success.
• Communication Bridge: They serve as a communication bridge between stakeholders, clients, and the project team, facilitating discussions and ensuring everyone is on the same page (Dinsmore & Cooke-Davies, 2017). This responsibility can sometimes be misconstrued as being overly controlling.
• Accountability and Responsibility: Project managers are accountable for the project's outcomes (without any real authority). They're tasked with keeping the project on track, within budget, and meeting deadlines. This often requires making tough decisions that may not be popular among team members (Müller & Turner, 2010).
• Managing Conflicts: They are crucial in resolving conflicts and maintaining a harmonious work environment (Thomas & Mengel, 2017). Being the mediator in conflicts can lead to resentment from those who don't agree with the outcomes.

Project managers operate under immense pressure to deliver results. They bear the weight of expectations from stakeholders, clients, and the project team

• Transparency and Trust: Building trust within the team is essential for effective project management, and project managers must be transparent about project status, challenges, and decisions (Kramer, 2017). Lack of transparency can breed resentment and erode trust among team members.
• Recognition of Efforts: Recognizing team members' efforts and achievements boosts morale and fosters a positive work environment (Hackman & Johnson, 2013). Failure to recognize contributions can lead to feelings of undervaluation and animosity (project manager included).
• Collaborative Approach: Ultimately, successful project management relies on collaboration and teamwork (Katz & Lichtenstein, 2017). While project managers face criticism at times, their role is indispensable in driving projects to successful completion (Hobbs & Aubry, 2010). Viewing them as adversaries undermines the collaborative spirit necessary for project success.

So, while project managers face challenges and criticism within project teams, they are not inherently bad. Remember project managers operate under immense pressure to deliver results. They bear the weight of expectations from stakeholders, clients, and the project team. Understanding their role, appreciating their contributions, and having open communication are essential to building a more positive and productive working relationship.

References

Dinsmore, P. C., & Cooke-Davies, T. (2017). Right projects done right: From business strategy to successful project implementation. Wiley.

Hackman, J. R., & Johnson, C. E. (2013). Leadership: A communication perspective. Routledge.

Hobbs, J. B., & Aubry, M. (2010). A framework for analyzing project manager's roles and responsibilities. International Journal of Managing Projects in Business, 3(2), 236-255.

Katz, R. L., & Lichtenstein, S. J. (2017). The impact of team cohesion on project performance. Journal of Management in Engineering, 33(4), 05017002.

Kloppenborg, T. J., & Petrick, J. A. (2017). Managing project teams: A guide to the human side of project management. Wiley.

Kramer, R. M. (2017). The effects of trust on project team performance. Journal of Management in Engineering, 33(4), 05017003.

Müller, R., & Turner, J. R. (2010). The impact of project managers' leadership styles on project success. International Journal of Project Management, 28(5), 437-448.

Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK guide). Project Management Institute.

Thomas, J. L., & Mengel, T. (2017). The role of project managers in conflict resolution. Journal of Management in Engineering, 33(4), 05017004.