The Particular Five Characteristics Involving Top Task Boss S

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					The Particular Five Characteristics Involving Top Task Boss S
5 characteristics of a leading project manager
I have been privileged in my many years of professional activities to meet many project managers
both home and abroad. I discovered that we have so many schooled and certified professional but
very few real leaders. According to a Survey Carried out by KPMG of 252 organisations, technology
is not the most critical factor that determines project success. Inadequate project management
implementation constitutes 32% of project failures, lack of communication constitutes 20%, and
unfamiliarity with scope and complexity constitutes 17%. Accordingly 69% of project failures are due
to lack and/or improper implementation of project management methodologies.
The above project failure indices are directly or indirectly the project managers shortcoming. The
most popular definition of leadership I believe is influence. As a project manager, the ability to inspire
the entire project team toward achieving the desired goal and project objective is key to successful
prject implementation. Some project managers are simply administrators, while some are project
coordinators. However, the game of being a leader project manager is far more than just
administration or coordination. I gave presentations and facilitated workshops on this subject in our
numerous professional forums. Many times, beyond the presentation, it was the debate with the
novice and the experienced project managers about what are the most important skill set that
drivesme to further increase my study and concepts in this area.
I made sure that my points are not out of head knowledge or some form of pseudo perception of the
ideal. I have carefully studied exceptional project managers and have documented my discovery not
just for classroom purposes but forlife application.
All the points mentioned below are crucial for superlative project governance
1. Offer attention to detail
2. Connect to be understood
3. Learn to be a power negotiator
4. Always be a positive thinker
5. Always be as flexible as you can

1. Give attention to details
Details are critical for the following points
It is important not just to have a vision but also to know what are the scope and all exclusions of the
Dont just understand the projects objectives but have a detailed direction on how to achieve those
Project plan. A well defined and clearly communicated project plan taking into consideration all known
factors like time, cost, risks etc
In our very lives today details are not common place. An average Nigerian working professional does
not run a budget, neither does he have a retirement plan. He just wakes up everyday and goes to
work without a clear cut mission of how long he intend to stay on the job and step?through ?action
plan to get him out when the time comes. The same attitude is carried on to our projects. Projects are
different from processes. We must have very detailed parameters governing not just our projects but
also our lives.
I have discovered people will naturally yield and give more to a vision than a need. The vision
therefore must be very clear and unambiguously defined. What is the use of a vision that
stakeholders cannot relate to because it is not well explained. As a manager with project team to
guide and provide leadership to, you must adapt the vision to each person and their role. This is
necessary for simplicity sake. Though details must be achieved on all that has to do with the project
at hand, simplicity should not be compromised.

2. Communicate to be understood
Now that attention has being given to details, it is important that every member of the project team
and stakeholder understands the details of the task at hand. It is important that we integrate and
communicate tactically all the success parameters of the project: financial, professional, technical,
human, process, etc. The integration and adaptation exercise is both complex and necessary and
only its outcome can we use in communicating and expaining the projects vision and objectives in
simple and understandable ways.
Furthermore, the communication of the vision must be adapted to each category of project
stakeholder?your technical team and all suppliers, the future users of the projects outcome, the
sponsors etc All may have different and nevertheless very justifiable expectations from the project. It
is necessary to deliver this communication in an extremely precise, simple and concise way.
A typical example of a successful project communication line was a Cost Logic System
Implementation Project. The vision was that the project outcome was going to allow the whole
company to decide and forecast project cost and serve as budgetary guideline for all projects across
the world, at every hierarchical level, and for each of the divisions and product lines. The
communication per type of stakeholder looked like this:
For the technicians, the fact that we were migrating towards a leading software package in the
industry (Oracle eBusiness suite not to mention it),
For the finance guys, a centralized consolidated management information system that enhances
transparency on cost analysis and provides guidelines i deciding bid processes,
For the decision?designers , system containing indisputable figures, access to the data via queries
and a reporting environment,
For the end?people , training courses, a homogeneous, ergonomic and functional user interface, with
detailed processes on?line.
In other to overcome communication barriers, project managers must establish clear lines of
communication and keep stakeholders constantly informed about the development o the project. The
following techniques can help:
Keep a thorough knowledge of stakeholders' needs
Use stakeholders' preferred method of interaction
Keep an open?entrance policy
Interpret and clarify policies and procedures
Motivate staff and foster teamwork

Project Management Training

Description: the entire project team toward achieving the desired goal and project objective is key to successful