Project Managers are Managers

Project management is often misunderstood.  Despite recognition of its importance, many organizations have low project management maturity.  Few have established proper project management governance, structure, processes, roles & responsibilities in the normal business operations. 

As a result, project managers have to navigate in an environment where project sponsors, teams, and other stakeholders have little experience in project management and have wildly different expectations.  The project managers are given little authority and limited resources, and yet they are expected to manage teams and deliver results on time in chaotic environments.  It is a challenging job even for the most seasoned project managers.  For those new to the role, the job can be frustrating and stressful.

Experience will help.  It starts with the most crucial stage – project initiation.  Here are a few suggestions for the new project managers.

1. Be a manager

Whether you are leading a product development or continuous improvement project, you are a leader and manager, even if you don’t have a formal authority.   You are responsible for the success of the project. 

This mindset can be hard for some who haven’t been in a management role.  A project manager is a manager, like any other business manager, even if some people don’t treat them like managers.

To be a manager, you need to show ownership and think strategically.  

In my early career, I made the mistake of jumping on projects without helping define them as if they were non-negotiable tasks to be executed.   I continue to see project managers making similar mistakes.  For many reasons, projects are rarely well defined at the onset.  Some are poorly conceived. 

It is project manager’s job to help the management or sponsor create a clear project charter to achieve the desired outcome.  Discuss with your sponsor to understand the big picture, e.g. what is the true intent, how is it aligned with the overall business objectives, and how does it relate to other projects or initiatives?

2. Understand stakeholders

Some new project managers have only managed their own projects, not ones done by a team.  Cross-functional projects are much more common and present a new set of challenges. 

As a project manager, you depend on others to collaborate and deliver the results, although in many organizations project managers are expected to contribute as a subject matter expert.  It is the project manager’s responsibility to mobilize resources and influence decisions.  In many projects, the project manager also plays the role of a change agent, facilitating a smooth transition to the future state and ensuring sustained results.

It is critical that the project manager knows all the stakeholders involved.  They can include their direct manager, other executives and decision makers, team members, support functions, and external parties. Proactively meet and discuss with them from the very beginning of a project and understand their roles & responsibilities, interest, concerns, and attitude toward the project.   These conversations can uncover potential risks and opportunities and help plan for effective communication and engagement of the stakeholders throughout the project.

3. Set the right expectations

Stakeholders have different expectations of the project and of the project manager.  Many projects get into trouble because of misaligned and ambiguous goals, deliverables, scope, decision rights, roles & responsibilities, etc.  It is the project manager’s job to manage such expectations.

Built on a clear understanding of the stakeholders, the project manager can help clarify and align expectations and communicate in the form of a project charter.  If you think of a project charter as another formality or a template to fill out in the process, it would be a mistake.  It transfers the ownership and project management responsibility from the sponsor to the project manager.   It is true that the sponsor or senior management remains accountable for the decision of initiating the project.  But now you are the manager; you accepted the responsibility to execute it according to the charter. 

The project charter is a powerful tool that allows a project manager to refine and/or re-define a project to achieve the true intent of the sponsor, minimize risks, and maximize return on investment and probability of success.  It facilitates strategic and tactical conversations between the sponsor and the project manager, who is a business manager and trusted advisor.

Don’t miss this crucial opportunity.  Insist on shaping the project charter before accepting the role as a project manager.

Of course, knowing what do to is only the first step.  There are real-world challenges in organizations with low project management maturity.  A manager’s job is never easy, prescriptive, or straightforward.  Project managers are managers after all.