New project, but no real experience?
They still expect you to deliver, right? Yeah, I know the feeling…
And you know what?
That’s exactly where real project managers are born: in the middle of the unknown, which we can call a storm.
I still remember the day I got my first project as a project manager.
It wasn't at a big corporation or a fancy tech company. It was at PMI Rio Grande do Sul, where I had just started volunteering.
The chapter needed a full review of the volunteer process: from onboarding new volunteers to supporting them through their journey until the end.
I said yes because I wanted to learn, but deep inside, I kept thinking, "What if I mess this up? What if people realize I have no idea what I'm doing?"
The first meetings were tough.
I tried to look confident, nodding at the right moments, taking lots of notes.
But it didn’t take long to realize something important: I didn’t need to have all the answers. I wanted, but it was not possible.
What saved me was actually connecting with people.
Listening to their experiences.
Asking for their suggestions.
Slowly, piece by piece, we built something nice together.
And that's the real secret: projects aren't just about tasks and deadlines.
They're about people and progress.
So if you're about to lead your first project, or maybe you’re in the middle of one and feeling that knot in your stomach, let’s walk through how I’d approach it today.
Your Simple Compass: 5 Steps
Leading your first project doesn't have to feel like trying to assemble IKEA furniture without the instructions (which can be a pleasant game, actually).
Let's keep it simple:
Understand the Real Mission: Forget about deliverables for a second. Ask yourself: What’s the real problem we’re solving? What’s the real change we want?
Meet and Map Your People: People matter more than Gantt charts. Who’s involved? Who cares? Who can support you or make your life harder?
Build a Simple Plan: Think sticky notes, not corporate reports. What are the big steps? Who does what? When?
Communicate and Solve: Don’t just report problems. Be the person who brings options. Overcommunicate until it feels almost too much.
Close Strong: Finish what you started. Document lessons, thank your team, and celebrate. Projects aren't over until they’re truly over.
Now, let's bring this back to my real story, because theory is nice, but you and I both know real life is messier.
How It Played Out in Real Life
1. Understand the Real Mission
It wasn't about reviewing documents. It was about making the volunteer experience smoother and more meaningful. That was the real goal.
2. Meet and Map Your People
I talked to everyone I could: current volunteers, onboarding coordinators, chapter directors, even a few people who had recently left. Their feedback wasn’t just helpful, it shaped the entire project.
3. Build a Simple Plan
I made a rough roadmap: interview people, map the journey, spot pain points, propose improvements, validate, and implement. Nothing fancy. Just clear.
4. Communicate and Solve
I gave constant updates, even when things moved slowly. When we hit dead ends (like missing documents from years ago), I didn’t just highlight the problem. I proposed alternatives.
5. Close Strong
We finalized the new process, shared it with the entire chapter, and celebrated with a small gathering. There was even cake. And honestly? That moment of celebrating something we built together still sticks with me.
Let’s Go a Bit Deeper
You might be thinking, "Is this really enough?"
Because everything I just said sounds too simple, right?
Here’s where it gets interesting.
The PMBOK Guide (7th Edition) moved its entire structure to a value delivery system.
Not just about processes, but about outcomes.
Research by PMI reveals that 57% of unsuccessful projects fail due to a breakdown in communication.
It's not the lack of a detailed Gantt chart that kills most projects.
It's silence, assumptions, and missed expectations.
Another important angle comes from "The Five Dysfunctions of a Team" by Patrick Lencioni.
He highlights that trust and healthy conflict are the foundations of any strong team, two things that no "project plan" can create by itself.
In "Drive" by Daniel Pink, he explains that autonomy, mastery, and purpose are what motivate people, not tight deadlines or micromanagement.
When you lead your first project, giving your team clarity about purpose can ignite their motivation far more than any formal kick-off meeting.
The "Standish Group CHAOS Report" famously showed that only about 30% of IT projects succeed.
A major reason?
Lack of user involvement and vague requirements.
Again, people and clarity matter more than complex tools.
Another strong reference is "Scrum: The Art of Doing Twice the Work in Half the Time" by Jeff Sutherland.
He argues that early delivery of working results and rapid feedback loops are better than massive upfront planning.
Even small wins build momentum.
Finally, when we look at PMI’s "Pulse of the Profession" report, one theme stands out year after year: Agile capabilities, soft skills, and emotional intelligence are increasingly more valuable than technical certifications alone.
So no… Leading your first project isn’t about being a "process machine."
It's about leading humans to achieve real results, one real step at a time.
Bring This to Your World
If you’re leading your first project, don’t overcomplicate it.
Start small.
Here's a detailed step-by-step you can follow:
Step 1: Define the Mission
Sit down, alone or with your sponsor. Ask: What real-world problem are we solving? Write it in two sentences. No buzzwords.
Step 2: Map Your People
List everyone involved. Core team. Stakeholders. Skeptics. Influencers. Allies. Get names. Understand their roles and interests.
Step 3: Sketch the Plan
Lay out the major steps. Think phases, not tasks. Big deliverables. Key checkpoints. Assign tentative owners.
Step 4: Build Early Trust
Schedule one-on-ones. Listen more than you talk. Show you’re here to help them succeed, not to micromanage.
Step 5: Share and Adjust
Communicate your rough plan. Ask for feedback. Adjust it openly. Don’t defend it — improve it.
Step 6: Start Small
Pick a small, low-risk part of the project and deliver it fast. Early wins create momentum.
Step 7: Communicate Often
Weekly touchpoints. Visible tracking (even a simple board). Make progress and risks visible without drama.
Step 8: Manage Problems Calmly
When something breaks (and it will), bring solutions, not blame. Own it. Solve it.
Step 9: Capture Lessons Along the Way
Don’t wait for the end. Keep a "lessons" log. Improve as you go.
Step 10: Celebrate and Close
End strong. Celebrate the team. Capture final learnings. Leave everything better than you found it.
