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Project Manager : Project Manager Feb Mar 2014
28 Project Manager CAREER CENTRE Six steps to success Successful project management is commonly distilled into methodology, processes and tools. While these are all important components of project management, an often-underestimated success factor is the attitude of the project manager and its impact on the attitudes of both the project team and the key stakeholders. There are six key areas an effective PM can use to reflect the right attitude and build a successful team. SEAN RICHARDSON THE PROJECT MANAGER IS THE LEADER of the team, and the attitude of the project manager -- as well as how they exert and display that leadership across the project -- has just as great an impact on the success or failure of a project as methodologies, processes and tools used. The attitude of the project manager towards applying tools, processes and methods, along with the way in which he or she conducts interpersonal relationships, can set the tone for the behaviour of the project team and project stakeholders, thus heavily influencing the project outcomes. For example, too little attention to project administration and small issues can quickly escalate into broader problems and poor perceptions of the project development. Conversely, sweating every detail can divert already scarce project resources away from achieving the project outcomes. Treating the team as e xpendable resources or not taking action on non-performers within the team is unlikely to garner the extra effort required from hard-working members of the team. Getting the attitude settings right, on the other hand, balances the effort and focus of the project team to achieve the required outcomes, in a satisfactory manner for both the team and the stakeholders. After all, projects are about making things happen in an orderly manner to bring about the desired change. There are the six attitude setters that, handled correctly, can help instil the necessary discipline and set the expectations within the project team and with the stakeholders: reporting, issue and risk management, communication, maintaining a schedule, quality, and leadership. Reporting A report that is either treated as unnecessary administration or is a detailed account of all the project minutiae will miss a key opportunity to communicate important messages and will set unfortunate perceptions of the project. Reports are a means of communicating both good and bad news, which will enable decisions to be made for the bene t of the project. Good reports provide a consistent representation of the project state against the approved plan and facilitate e cient decision-making. e PM should also treat the way in which his or her team reports as equally important. e three elements that set the right attitude for good reporting are clarity, quality and timeliness. Clarity e report should be written and str uctured with the audience in mind to ensure relevance. e major content of the report is easily grasped and the decisions required are easily facilitated by the report. A helpful way to assess the usefulness of a report is to ask 'What is the report requesting and why is a particular point being made in the report?'. e report should be easily read at a glance, with further detail accessible as required. Quality Information should be cur rent and accurate. e content needs to be reviewed to ensure it does not contain spelling mistakes or er rors. Copying and pasting content from past reports doesn't engender con dence in the PM or the decisions they are requesting. Timeliness Reports should be produced and distributed on time. In particular, they should be delivered well in advance of meetings that depend on them. 1 REPORTS SHOULD BE WRITTEN AND STRUCTURED WITH THE AUDIENCE IN MIND TO ENSURE RELEVANCE. THEY SHOULD BE EASILY READ AT A GLANCE, WITH FURTHER DETAIL AVAILABLE
Project Manager Dec Jan 2014
Project Manager Apr May 2014