Andy Jordan is President of Roffensian Consulting S.A., a Roatan, Honduras-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at [email protected]. Andy's new book Risk Management for Project Driven Organizations is now available.
In the first part of this article I explained how I had been in the far north of Canada for the last two weeks, working in a fairly isolated environment. It’s been a wonderful experience that has taught me a lot about project management, and has caused me to question some of my most basic assumptions. In that article I looked at planning and risk; in the second part of this article I want to look at a few other aspects of project management.
Not everyone thinks the way that you do
When we manage, we have a tendency to project our work approach onto our team members. In other words, we assume that other people will work in the same way that we do. To some extent that can be accurate--our teams do have a tendency to adapt their style to the style of the project manager, but that’s very dependent on the team and the project manager being in close physical proximity and on the project manager’s style not being that different from that of the team.
But what do you do if members of your team are working completely independently? In Nunavut there are a number of small, remote communities where people may be involved in projects as a “spare time” activity in addition to their other duties in that community. If there is only one government representative in the community then that person is responsible for every government project.