The Value of a Project Manager… Sometimes it’s the Donuts

 

I don’t code. I manage software projects, am intimately familiar with the SDLC, and can get a herd of creative developers to hit their delivery dates, but I cannot write a line of actual code. (Not true: My coding skills would have been perfect for web pages circa 1996, but that’s not exactly useful today, even if I remembered most of it.)

I don’t write requirements. I can (and I have), however in my current environment I’m lucky enough to have talented Business Analyst resources available. They coordinate high level requirements with business stakeholders, and then get into the details with architects and developers by speaking their language (remember? I don’t code).

I don’t fund projects. I manage the budget of course, but I don’t get to allocate funds to whatever idea may strike my fancy. The business stakeholders get to do all of that, which makes sense as they also have the education and experience to make those decisions in the best interests of the company, and are accountable for an expected return on their investments.

So what value do I bring to the work?

Sure, project managers facilitate communication. We knock down barriers, share updates, track milestones, all kinds of things. But what do we contribute to the end result itself?

Support for the team. That’s what I bring to a project. I support the team.

• I shield my team from distractions. Conflicting priorities and resource constraints are part of many companies and teams. As a PM, I keep my team focused by staying involved in the strategic organization and negotiating on their behalf. When there’s change, it’s my role to help my teams through the change process in a clear way that minimizes transition delays.
• I keep my team focused. All team members have great ideas, and it’s a part of my job to gently (or not-so-gently) remind them of the goals of the project and the work that’s expected. Gold-plating is a nice perk, but only after the core functionality is complete.
• I communicate out. While the team is working, I’m communicating to sponsors, partners, leaders, and other stakeholders. The key here is that I’m communicating so that my team doesn’t have to. They can focus on project work without getting distracted by drop-in questions from stakeholders.

There’s more – lots more – but like these examples, the support I can give is only indirectly involved in the end product.  The biggest, and often most appreciated, contribution is just being there. When it’s crunch time and my team is still furiously fixing bugs at 10pm, I can be there with them. I stay late, I make coffee runs, provide snacks, and act as a sounding board when someone needs to talk through a problem or let off some steam. I’m there, with the devs and QA and everyone else, to show support and lend a hand where ever possible. I bring donuts and listen to frustrated rants to help team members regain focus.

As PMs, we can’t underestimate the benefits we can bring to a team by supporting them and their work. Though I’m pretty sure the most important part is the donuts.