Do you remember when the project manager’s perspective of their profession was strictly scientific? Fortunately, today’s project managers balance art and science.
Previously, conventional tools defined the profession, or as Project Management Institute (PMI) refers to them, the ‘mechanics of project management.’ However older manuals didn’t acknowledge the artistic side of project managers.
In 2012, PMI stated that the success of a project manager (PM) is dependent on using 20% science and 80% art. And although the focus on art shifted in subsequent years, and is interpreted differently across organizations, we believe the following three aspects of project management are critical to mastering the art of project management.
The Project Manager’s Perspective
The scientific project manager’s perspective objectively places business-oriented results above everything else. In contrast, the artistic approach accounts for the experience of reaching the results stage of the project. A Senior Project Manager from The Carrera Agency put it this way:
“The very definition of a project infers that it has a start and end date, which means for those of us that need to see an end-product through, we can keep our eyes on “the prize” and physically see (or experience) the results of our labor upon completion.”
Budget, time, and clear requirements are critical to each project, but they aren’t the only factors a PM must consider. For a project manager to “see” the fruits of their labor, they must understand the business objectives at stake (i.e., how the project impacts the organization and stakeholders).
There’s another important factor that enables a project manager to get the job done with business-oriented results while allowing them to “see” the end result: planning.
As children, we repeatedly heard the saying, “practice makes perfect.” But project managers use a different p-word with a similar meaning: ‘planning’ makes perfect.
From the perspective of sustainability-driven professions (having a reputation for innovative ideas), the International Society of Sustainability Professionals breaks planning down into the following components:
- What are the requirements — what needs to happen for successful completion?
- How will you manage change during the project?
- How will you ensure that the project is delivering a quality solution?
- What communication strategy will you implement? How will that look for each team member?
- What risk is there for this project — what could go wrong (and if it does, how will I fix it)?
- How do you break down the project into a schedule to avoid delays and manage the workflow?
The Project Manager’s Perspective on Strategic Communication
In many ways, a good project manager can manage any type of project, be it building a bridge or creating a mobile app. But how do some PMs become comfortable in diverse project environments? The answer lies in mastering the art of communication. PMI expresses,
“Nothing is more important to the success of a project than effective communication; more effective communication = Better project management.”
Much like the strategic communication plan for an organization, an experienced project manager identifies all stakeholders involved in a project, and develops a communication plan with their interests in mind. This is how they establish the mood, tone, or ambiance within the team setting.
On many occasions, a project manager works with managers from across the business, which positions them as an extension of the company, its image and reputation — not a responsibility to take lightly, and one which is entirely dependent on communication.
Aside from in-person communication, technology tools help a PM connect with team members. Virtual meeting spaces with video and chat options allow teams spread across the world to feel connected. And the same is true when working with customers outside of the office.
So, whether you’re in the office or working virtually, the art of communication for project management remains critical to the project; voice, tone, vocabulary, and body language must be clear and cohesive. Combined, these factors create challenging barriers or functional relationships; performance is optimized with the latter of the two.
From the perspective of an experienced PM, communication begins with identifying the unique needs of all stakeholders, using dialogue to establish a process for on-going interaction. Only then will the PM add context to the project, answering questions about the who, what, where, when, and how. And finally, as teamwork blossoms into production, the unique project environment reveals the cultural norms of the company.
Communication is one factor that influences the success of every team member. If a PM can’t communicate, then it doesn’t matter how good he or she is with the remaining factors of the project, failure is inevitable. These simple guidelines help the project manager produce great products and solutions.
How to be a Brand Evangelist
The more subject matter experience (and therefore knowledge) a project manager has, the better they will perform (or, at least their odds of success are greater). For certain projects, being a brand or product evangelist is more impactful than simply being an expert.
A brand evangelist has a passion for the project. They are the leader who believes in the project and team with confidence and shows his or her excitement. It’s a good sign if the PM is the project’s biggest supporter and is effective at spreading passion to team members.
By enthusiastically supporting the project, the PM improves the user experience associated with the project. Additionally, once the PM grasps all aspects of the project environment, they identify pitfalls and establish success indicators faster, better serving all stakeholders.
A caveat to embracing the evangelist role, the project manager shouldn’t be a know it all. A better approach includes becoming the pulse of the project: building a capable, enthusiastic team of appropriately skilled people that can craft something great. Beyond that, understanding the needs and mentality of individual team members and making sure they’re able to work on what they know best without being distracted by tasks someone else may be better suited for is a priority.
Remember, not everyone is the A-type personality — the go-getter, make-it-happen type of person. Therefore, studying the balance of team dynamics and trying to build a balanced team according to the type of project will pay dividends.
Today, the art of project management is even more important than the science. There, we said it! But let’s not get carried away; the mechanics of the profession remain crucial and serve as the foundation of a product manager’s skill set. From getting the job done, to being the team’s biggest supporter, the modern PM must be ready to adapt to people.
References:
Shenhar, A. (2012). What’s the next generation of project management? Paper presented at PMI® Global Congress 2012—North America, Vancouver, British Columbia, Canada. Newtown Square, PA: Project Management Institute.
Rajkumar, S. (2010). Art of communication in project management. Paper presented at PMI® Research Conference: Defining the Future of Project Management, Washington, DC. Newtown Square, PA: Project Management Institute.