Project success can sometimes be subjective and can be taken from factors that are not in-line with ‘usual’ definitions of project success (time/money etc) This post is not about defining success but more to discuss the core needs of a PM, a PM no less, that drives project success. The feedback of which is interesting to say the least.

I was part of an on-line discussion around this subject and i have posted below some of what I think are the key Behaviours for a successful PM and some opinions of others that I strongly agree with.

Jain Shleymovich wrote:

“Here is what I have seen as keys to a project success:

1) Persistence – Getting the tools and information your team needs is key, this includes keeping the stakeholders engaged and involved.
2) Foresight – heading off problems partly comes from experience, partly comes from building expectations and partly comes from being able to communicate with the clients/stakeholders.
3) Team building – without your team you are nothing. Therefore, doing whatever it takes and doing it often is important. If your team has not respect for the client and/or work they are doing, you are bound to fail.

The key to success is to build relationships and flexibility, because what was the project yesterday may not be the same project tomorrow. The clients know it and a good project manager knows that projects/programs started today may look very different a month from now and if they would be the same as they started out, they would have been failing to deliver the functionality the client needs”.

Bev O’Brien wrote:

“A PM needs more than just qualifications. I believe the best PMs are those that are naturally calm and can solve issues efficiently at the sharp end. They also need to be a strong leader and someone that can be an ambassador for the project. However, above all a good PM needs to be excellent at building relationships across the spectrum of a project from all roles inc Senior Company Leaders, Technical Team, Customer and everyone that needs to be involved to ensure the project delivers. This skill is often underrated but good planning alone will not always deliver the goods, a project is a team effort and everyone needs to feel part of that team for it to be a success”.

Kristen Ann Winslet ‘Scully’ wrote:

“I have worked with some very good project managers throughout my career. Technical knowledge is important, but not critical. I find through my interactions with them in the project management office that to be a successful PM, you must have the following three skill sets mastered:

1. People skills
2. Communication skills
3. Business Analysis skills

PEOPLE SKILLS: Most large projects deal with a variety of skilled professionals at a variety of management and technical levels. The ability to partner with and team up to work through major milestones with these folks will make or break your project. You need to be able to departmentalize your thought process as it relates to your project teams and partners, (WDWFW: Who Does What For Whom).

COMMUNICATION SKILLS: If you can not communicate well, (i.e., requirements, resource identification, issues, timeline & gantt chart development as well as presentation of status) you will not reach the destination to which you have focused your attention on. Most business problems occur because of insufficient communications. A good project manager will be able to communicate succinctly and with a crisp and clear message.

BUSINESS ANALYSIS SKILLS: Of course the basis of all good project management starts with the ability to conceptualize the entire process and be able to develop an overall project plan. It is important to know where you are, where you want to go and clearly define how you are going to get there.

* NOTE: One last point which I think needs to be mentioned and that is does the organization have a good governance process to properly monitor all projects whether they be enhancement, regulatory or development projects. Without the proper partnership of the Business, (Budget Owner) Finance, (CFO) Technical, (CIO) and Oversight, (Controllers) a good project manager can still go off course both financially and schedule wise because of resource or finding issues. It takes more than a good project manager to get the job done, it takes a whole team and process through the guidance of proper corporate governance”.

There are some very good comments in that lot but what do you think? Are you of the same thought process? do you think there is too much emphasis on the qualification or skill set rather than the ’soft’ stuff’s. Post your thoughts and share your opinions

Thanks – James.